Reflective Exercise: Introduction to Organisations and Managers

In this paper, I give a highlight of review on what I have been able to learn from the chapter “Introduction to organization and managers”. Different features relating to the two aspects have been addressed in the chapter. In summary of what I have acquired from the chapter, I have learnt a number of things and aspects dealing with organizations and managers. From the lessons learnt from the chapter, I have been able to acquire characteristics of an organization as well as be able to explain the reason to why managers play an important role in organizations. Apart from this, the chapter has imparted in me how to classify managers and non-managerial staff while at the same time defines and distinguish different terms such as efficiency and effectiveness as regards management (Baker, 2013). By reading the chapter, I have also acquired knowledge on how to give a description of managerial functions, skills and roles as well as factors which influence managerial job.

                      
The chapter has also imparted in me theoretical knowledge on the roles of managers as derived from Mintzberg’s managerial model. The theory describes different roles which are differentiated from a view of interpersonally. The theory describes figurehead, leader and liaison interpersonal ties as well as various activities which identify their characteristics and aspects. This theory is applicable in the contemporary business environment as it is practically essential in business operations. The theory is described as key in ensuring there is enhancement in business operations hence growth in revenues. The theory is also depicted as of importance in enhancing managerial roles based on different aspects which ensure effective management in businesses practice.

                        
The limitation which is evident from the theory as described in the chapter is that no clear comparisons are captured therefore one is not able to distinguish the various managerial roles relative to different interpersonal ties identified (Baker, 2013). One insightful question which identifies the potential limitation of the theory is whether the theory applicable in all institutions that calls for managerial roles (Podsakoff and Organ 1986: 536). This follows the fact that the theory can be easily comprehended when it comes to managing businesses and organizational settings. However, some institutions such as marriage are not able to be categorized on the basis of the theory.

                        
Some of the positive aspects about the websites visited are their being realistic in identifying and expressing different aspects of managers and their roles in an organization (Story, 2012). On the negative, there is no clarity as regards the relevance of managers relative to specific organizations and roles they are charged with. Also, there is no indication of significance as far as managerial roles are concerned in organizational setting. On recommendation which is practical and can be adopted so as to improve the usability of the website is to have its contents match what exactly is in the real world (Podsakoff and Organ 1986: 535). This should be done by way of having the website contents derived from research or study which verify the reality in the areas the site attempts to highlight and address.

References List

Baker, D. (November, 2013). Six Definitive Aspects of Management; retrieved on

21^st November, 2013 from

http://www.recourses.com/six-definitive-aspects-of-management

Podsakoff, P. M., & Organ, D. W. 1986.  Self-reports in organizational research: Problems and prospects, Journal of Management; 12: 531-544.

Story, J. (July, 2012). 6 Key Aspects of Management; retrieved on 21^st November,

2013 from

http://www.ergsec.ca/index.php/articles/38-6-key-aspects-of-management