ABSTRACT
This paper seeks to identify how the manager’s decision
can create or destroy an organization, it also analyzes the detailed steps
which a manager can take to run a smooth organization and failure to put the
below mentioned steps into consideration can lead to the failure of the
organization.
INTRODUCTION
It is widely believed that managers have a
huge impact on the success of organizations. The ability of the person at the
top aspects an organization through a number of channels and should trickle
down through the hierarchy and thus have a strong effect on organizational
performance (Rosen, 1982). But how big are these effects? What difference does the
quality of the single person at the top makes for the overall performance of the
organization? There is recent empirical literature which aims at measuring
the contribution of individual managers to the performance of their
organization (see e.g., Bertrand and Schoar, 2003; Lazear et al., 2014; Graham
et al., 2012) exploiting the variation which arises from the fact that, in the course of the careers, some managers are active in several organizations or
functions which allow disentangling their contribution from other factors.
However, this is a difficult endeavor as CEOs, for instance, typically stay at
the top of a specific firm for longer time periods and work as CEOs only for a very small number of different firms
(very often only one) in their lifetime { which limits the scope to measure
their contribution to organizational success.
The paper thus contributes
to the growing literature empirically analyzing the impact of managers on
different economic measures, such as corporate behavior (Bertrand and Schoar,
2003), corporate tax avoidance (Dyreng et al., 2010), managerial compensation (Graham
et al., 2012), or disclosure choices (Bamber et al., 2010). In a prominent, the study, Bertrand and Schoar (2003) try to assess the impact of managers on firm
performance, analyzing to what extent manager decision can explain the observed
heterogeneity in corporate behavior. They use a manager-firm matched panel data
set that comprises different CEOs in different firms and focus only on those
firms that have employed at least one mover
manager, i.e. a manager who can be observed in at
least two firms. The results show that manager decisions are important
determinants in explaining corporate behavior.
More recently, Lazear et al.
(2014) study data from a large call center where supervisors move between teams
(and team composition varies over time) which allowed managers to take full
control of the organization and how this can lead to the growth or the down
fall of any firm...
HOW MANAGER’S DECISION CAN CREATE OR DESTROYED AN ORGANIZATION
For any organization to succeed or fail
the manager has some responsibilities which he or she has to do for the growth
and sustainability of the organization and if he or she failed to do so, the organization is bound to fail and below are some of the decisions which a manager
must take to end sure the growth of the organization;
Planning
It is the task of managers not only to decide what to do,
but also to plan this in the agenda. Planning has to do with foresight. This
includes short-term planning (weekly, monthly and quarterly), medium-term
planning (annual) and long-term planning
(looking ahead with a timeline of 3 years).
Planning determines the direction of the organization. On the other hand, a
predetermined time span means that when time runs out, whatever result one has
at the time must suffice. The development of this timeline must be closely
monitored. And failure for the manager to plan the organization is a band to
fail.
Nevertheless, improper
implementations of planned activities have been attributed to why there are Failures
instead of the planning process itself in most circles. Often organizations are
stripped of funds, basic infrastructures and instructional facilities lacked
and even salaries for education staffers are not promptly paid in most
developing countries. Strike actions are a common phenomenon in these countries.
Obviously, the position of teachers and other staffers are not considered.
Lack of material and
financial resources have jeopardized the education sector that the government and
philanthropic supports are no more seen. In trying to ameliorate the decaying
infrastructure and facilities required for effective teaching and learning.
These issues still bothering education in the third world societies today would
have long been overcome in this 21st century but persistent bribery and
corruption made practically everything impossible to accomplish. It becomes
imperative that any nation who wants to develop along the global trends must
consider education a national priority not to toil with it. This serves a good
purpose for developing countries to properly plan along the line without making a mockery of the institution. Planning thus ensures cohesion of activity and
enables maximal accomplishment of set out objectives and goals with limited
resources. It calls for just –in- time management of all processes as to
cooperatively achieve a result. Without planning, human, material and financial
resources available cannot be fairly utilized to achieve organizational goals.
Organizing
Managers
not only have the task of assigning activities but also have the task of
allocating these tasks to their respective departments and employees. To
achieve an end result, the manager needs the necessary resources, including
budget, raw materials, personnel, and expertise, technology and machines.
He/she will have to organize all sorts of things to achieve the end result. To
get started as efficiently as possible, it is important that the employees’
division of labour suits the end goal and end result as well as possible. But
if the manager fails to organize the workers the organization is bound to fail.
Staffing
This
section relates to the personnel policy and all related activities within an
organization. Good and competent personnel are crucial for an organization to
function optimally. It is the task of the manager to first identify the
expertise, skills, and experiences required for certain positions. Based on
this, job profiles are drawn up and personnel can be recruited. The entire
recruitment, selection, and training procedure falls under this staffing policy and
ensures that the right type of employee is in the right place. The decision of
the manager on the quality of staff that are employed to work in the
organization can be improved or destroyed the organization if not properly
scrutinized.
Directing
Direction,
of course, lies in the hands of the manager; he/she is the person with final
responsibility and is held accountable for this. In practice, this means that
the manager maintains control over all functions. In addition, the manager
monitors but also motivates his employees. He/ she tells them how best to do
their work encourages them and drives them to take on certain challenges. For
any organization to fail or succeed it is in the hand of the manager because if
the manager fails to direct both the human and material resources at his or her
disposal to drive the organization forward, such an organization can fail due to
the manager’s inability to direct the day to day activities of the
organization.
Coordinating
With
this concept, it is the task of the manager to connect different sections and
to achieve cooperation. A good manager has a so-called helicopter view, which
gives him/her an overview of what is happening and what still needs to be done.
From this perspective, he/ she is able to coordinate tasks and manage his
employees. It is his/her task to synchronize different departments and to bring
them together with the right end goal in mind.
If the manager lacks the coordinating ability to bring together all the
organs of the company under his or her control, the organization can fail.
Reporting
Without
reporting, there is no evidence. A clear report keeps communication open
throughout the entire organization. Managers are the linking pin between the
management team and their own employees, who form the constituency. Reporting
provides insight into the progress and agreements can also be recorded in this
way. Other essential information—such as problems with employees, new
processes, performances interviews, and sales figures—is also made transparent
through reporting. Involved parties can also quickly find archived reports. If
the manager failed to report the report of the organization to the management
team for proper action and decision to be taken, the company can fail due to
lack of adequate and proper report.
Budgeting
Finance
is the lifeblood of any organization. The manager is responsible for the
management, expenditure, and control of the department’s budget and also has to
keep an eye on tax details. In addition to employee wages, it is the task of
the manager to also properly monitor other expenditures such as materials and
investments. If wasteful spending, overruns, errors or even fraud are
discovered, the manager is responsible for taking action. If there is no proper
budgeting for plan activities of the company, the organization can fail at any time.
Supervision
The
purpose of supervision is to bring about continuous improvement in the
instructional program. Cox and Langfitt write, "Management executes,
directs; supervision advises, stimulates, explains, leads, guides, and assists.
Both plan, both diagnose, both inspect, but management decides and orders
execution, while supervision helps to decide and assist in improving
instruction. Self-Development for Organization Managers, you will have learned
that the first action of an organization manager is to identify the mission of
the organization and to set the objectives.
The head
will then need to identify different strategies by which to achieve the agreed
mission and objectives. Through the planning process, the head aims to manage an
efficient and effective organization. Efficient means using minimum
resources to get maximum results on time. Effective means to achieve the set of
objectives. The third part of the planning stage is thus to decide on an
appropriate strategy.
CONCLUSION
As the hallmark for
organization success, the Organization manager must carry out an in-depth
analysis of all organization activities that involving staff, and neighborhood
community in planned actions in keeping good organization – community
relationship (Igwe,1999). Good organization – community relationships brew a sense of belongingness among the organization and community members. It further enhances
communication that is beneficial to build a team to give all staff fair
participation in planning and implementing some organization activities. In
view of this importance, planning cannot be implemented with inadequate
information. The information must be communicated to staff, and community of
that organization in good time. Planning ensures time management process and
commitment. No wonder successful organization heads enjoy the support of their
staff, students, and community because of openness in organization planning.
Proper leadership planning ensures having clear, shared goals is an important
factor in increasing group productivity and reducing group conflict (De Souza
& Klein 1995).
, finally determines
the potency of the leader to attain set out specific goals in good time through
the recognition of strengths and weaknesses of the human, material and
financial resources available to the organization.
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