Introduction
An organizational manager is a person who directs the activities of other people. Managers work at different levels and fulfill different roles. Managers influence the culture and environment of their teams in countless ways. According to Vourlekis and Greene (2017), “at the service system or community level, the case manager provides input into policy and program plans, helping to define the scope and shape of services” (p. 181). They have to fulfill both a managerial and an administrative role, and in order to be successful, they need a variety of opportunities. The designation hierarchy is organizations; The CEO, managing director, director, then management can be incorporated into the organizational hierarchy or business position and the links between positions and responsibilities from above. Workers fulfill different and essential responsibilities to enable a business to run, fulfill its commitments and make a profit. The day-to-day work of a manager is filled with prompt individual or group meetings. Many managers utilize their reports to refresh their job listings and refresh e-mail reports. In the life of most managers, there is seldom a dull moment, and far less opportunity for quiet thought.
With the help of HR staff, a manager can be able to hire, fire, punish and promote workers, especially in small businesses. An employee can only propose such an action at the next level of management in larger firms. The manager has the power to modify team members’ job positions in small and big businesses. The work was written with the aim of studying the profession of a manager and the problems that arise in the course of work.
Problems and Solutions
As people change professions, management at some point becomes natural. Moreover, while this remark can undoubtedly be helpful, it also comes with a fair amount of problems. Members of a management team can lead to success, and seeing a team grow and succeed is a fantastic professional achievement. However, not everything is pure sailing. When an individual is in charge of the team’s development and success, difficult situations occur. Managing a team also changes with the outside business climate so that everything can change rapidly, even if people feel confident in the position.
As a manager, a gap from the entire team typically exists. That bridges the barrier with efficient, timely communication competencies – one of the most challenging difficulties for managers. Good managers require excellent listening and speaking skills as they play an essential role in their team’s work. If a manager does not communicate appropriately with their team on company or personal advances, this may not only damage the relationship between the manager and workers but might also add significantly to the stress of the workforce. People behave differently – some communication strategies may work effectively for certain employees but not for others. It is essential to understand the different sorts of personalities inside the team to overcome any communication blockages.
Every manager will constantly be concerned about performance issues. However, in today’s challenging business climate, a rival may step in and grab the business of the client if the teams do not achieve high standards. The person must immediately address the source of any problem. The challenge for leadership is to find a balance between achieving the desired results without compromising the connections between team members. Individual risks undermine the credibility of other team members when they are too late to report changes. The person should clearly explain to each team member objectives and describe expected results. It allows the person to tackle the problem directly by comparing expectations with actual performance when there are no results in advance.
There could be so many people with the expertise and abilities they would want, and workers probably can accomplish the job very well. However, that does not mean that your team can be a perfect match. An intelligent manager can distinguish between a strong skills recruitment and a good culture match; they need to find the appropriate mix between the two. When a person decides wrongly during the recruitment process, they might immediately influence the morals and performance of the team. The individual must establish a robust selection process, not just select applicants by feeling. Using selection evaluations may illustrate how the applicant will behave in various circumstances and offer the individual a bit more understanding as an employee. Managers should also strive to involve other team members in the process to get a second opinion. It will also assist in detecting if the applicant fits the team well so that difficulties may be eliminated later down the road.
The team works effectively together in a dream world. Managers need to encourage colleagues, appreciating their creativity and social activities. This dream is unfortunately not always realized. Moreover, if two coworkers have a dispute, the whole team may feel it. If disagreements are not addressed, productivity and morality may be quickly affected, leading to top performers quitting the firm. Managers are required to solve all problems in a node as early as possible before they become unfavorable. When a disagreement occurs among team members, the individual must understand the situation thoroughly before taking action. A disagreement over a work area may be beneficial and lead to more inventive thoughts and solutions – but the task is to promote conflict in a positive way. When the disagreement is personal, the person must enter into the disagreement before a professional relationship begins, affecting the entire team.
Conclusion
Managers influence the culture and surroundings of their teams in countless ways. They have to be administered as well as leaders. The daily job of the manager is filled with a person or group meetings that focus on operations. Good managers need great listening and speech abilities, as they play an essential part in the work of their staff. Managers must promote their employees, and appreciate their inventiveness and their social work. Managers must address all issues in a node as soon as possible before they are disadvantaged. Management can recruit, fire, discipline, and promote employees with human resources professionals, especially in smaller enterprises. A manager may propose such action only at the next management level in larger companies. The manager has the power to change the roles of team members in small and large enterprises.
Reference
Vourlekis, B. S., & Greene, R. R. (2017). Mastering the case manager role. In Social work case management (pp. 181-190). Routledge.