A manager’s job Essay Example for Free

A manager’s job Essay \1. A manager’s job can be described from various perspectives. (Functions, roles, essential skills, systems, contingencies). describe what managers do using Henri Fayol’s functions approach and the contingency/situational approach. Bring out in you presentation, the advantages and disadvantages of the approach. Successful organizations are led by experienced and knowledgeable managers. Good managers are there to make work load look less difficult and their responsibility is mounting and endless. Managers oversee the use of all resources; that is to say financial, physical, information and human resources in their respective firm. All the aspects of a manager’s job are interrelated. Managers also develop, maintain and implement the organizations goals and objectives. They also lead their employees as well as motivating them to meet set targets. What managers do is represented by the term POLC. This means; planning, organizing, leading (commanding), and controlling. According to Henri Fayol, there are fourteen management principles. However not all of them apply to manager’s roles, essentials, system, functions or contingencies. Planning is a predetermined course of action in order to set up clear business objectives and making of decisions on the best use of resources. Mangers here decide on the tasks and resources that are needed to achieve business objectives. It is the most difficult among the four and therefore requires active participation of the whole organization. This then comes out as a manager’s role that is he/ she is responsible for coordinating this setup. According to Fayol, planning must be coordinated on different levels and with different horizons. Since this process involves defining goals and establishing strategies for achieving those goals and developing plans to integrate and coordinate activities, the manager is responsible for such. (w ww.provenmodels.com/3/five-functions-of-management/). Planning as presented by Fayol facilitates management objectives that are it highlights the purpose for which various activities are to be undertaken. It also helps  in focusing the attention of employees on the objectives or goals of the business. However on the other hand, planning is rigid that is it has a tendency to make administration inflexible. There also is high doubt in the development of employees because of which management might have faced lot of difficulties in future. Planning therefore introduces inelasticity and discourages individual initiative as well as experimentation. Planning minimizes uncertainties that are it reduces uncertainty of the future as it involves anticipation of future events. Planning also facilitates coordination. Planning improves employee’s moral Employees know in advance what is expected of them and therefore conformity can be achieved easily. This encourages employees to show their best and also earn reward for the same. Planning encourages innovations. In the process of planning, managers have the opportunities of suggesting ways and means of improving performance. However planning is time consuming and expensive. Planning is a time consuming process because it involves collection of information, its analysis and interpretation thereof. The entire process of planning takes a lot of time specially where there are a number of alternatives available. Collection, analysis and evaluation of different information, facts and alternatives involve a lot of expense in terms of time, effort and money. Organizing according to Fayol’s perspective, is when managers provide capital, personnel and raw materials for the day to day running of the business and building structure to match the work. However, Luther Gulick and Brit Lydnall Urwick expanded organizing as establishing a structure of authority for all work. This is an essential role played by a manager. Managers arrange work to accomplish the organizations goals. Managers also are concerned with assigning and allocation of resources and duties to employees. This is quite essential since the process brings people together that is as employees are grouped they get time to actually discuss therefore covering the social need as indicated by Abraham Maslow. It is also a manager’s job in organizing that is it is entirely up to him to know how tasks are to be grouped, who is to do the tasks, what tasks are to be done and who is to report to whom. Organizing helps in the division of work that then aids in the bringing up of specialization in various activities of concern. Specialization helps reduce wastages and in turn increases the quality of products produced. This is because everyone will be obliged to a  duty and the employees in a bid to get some recognition at work, they tend to work hard. Organizing also helps enhance effective administration, coordination, scope for new changes, and classifies authority. This is to say that organizing helps to define job positions, creates clear cut relationships among positions and ensure mutual cooperation among individuals, classifies power to every manager and the way he/ she has to exercise those powers can be clarified so that misuse of power will not take place respectively. However, specialization leads to boredom that is if the person continues to work in the same department for a long time. Leading is optimizing return from all employees in the interest of the entire enterprise. Successful managers have personal integrity, communicate clearly and base their judgments on regular audits. Leading is the imparting of a vision to the organization in order to achieve a goal. It does this by formulating a well-thought out vision and then clearly communicating it. It involves managers giving orders to employees. Managers here analyze workers’ reports and in turn get to know more about an employee. This thorough knowledge of personnel creates unity, energy, innovation, loyalty and eliminates incompetence. Managers here also motivate subordinates, influence individuals or teams as they work. This comes to the point in which a manager is said to work with and through people to accomplish organizational goals. It is within a manager’s job as well to choose the most effective communication channels or to deal with any employee behavior. Leading maintains order in the sense that everyone will be under one superior hence there are chances of having an organized structure. Members know to whom they report and who reports to them. This means that communication gets channeled along defined and predictable paths, which allows those higher in the organization to direct questions to the appropriate parties. It also means that individuals tend to know who does and does not possess the authority to assign or change tasks. A clear chain of command also generates clearly defined sets of responsibilities. However, Organizational structures that have leading as a management’s role are highly at an advantage because it offers very clear, if not always easy, advancement paths. In business organizations, for example, advancement frequently means replacing a departing or advancing superior. Also a leading management role  divides these areas of concern into various department configurations that specialize. Specialization allows organizations to concentrate particular skill sets and resources to achieve maximum efficiency. However In theory, organizations pursue a goal or goals as a unified team. The departmentalizing of specializations leads, in some cases, to decisions made to benefit a department rather than the organization goals. Amongst the POLC, controlling is the last element. Mangers here identify weaknesses and errors by controlling feedback and conforming activities to plans, policies and instructions. The manager under controlling; monitors actual performance, compares actual to standard performance and takes action basing on the outcome. It is entirely a manager’s job to come up with plans, policies and instructions that can govern the business and in turn benefit the business as a whole. By allowing controlling functions to operate effectively and efficiently through coordination and control methods for Fayol, the manager is the one who overlooks an employee as a living organism that requires liaison officers and joint committees. Controlling is precisely a way of monitoring, keeping, comparing, correcting, giving explanation and evaluating how well the purposed organization is achieving and accomplishing its goals and how they are taking action to improve or increase their performance. Controlling is the process used to establish and provide structure in order to deal with uncertainties. Control helps to reduce the wastage of human, material and financial resources. This increases the profits of the organization. All the work has to be done according to these standards. So control, acts as a guideline. It guides all the operations of the organization in the right direction. A contingency approach is a situation in management where there is no one approach to management. In short, it is a situation where there is no one size fitting all. According to Wikipedia, it is also known as the situational approach that is to say that there is not a set of management principles or tools that can be used to manage an organization. This is because organizations are different hence they face different circumstances and this may require different ways of managing. The contingency theory states that managers must understand the situation contingences facing them before deciding the best way to work with and through others as they  coordinate activities. In this case it’s not that managers just sit back and relax, rather they work the hardest because they have to first observe before acting. Managers in the contingency approach, first have to evaluate and understand what type of situation they will be in. this is mainly because situations vary and change over time. The right approach to use depends on the complex variety of critical environmental and internal contingences. The manager’s job under the contingency approach is to observe and be quick to adapt to the changes inconsiderate of how extreme the situation is, the manager therefore instills flexibility in oneself so as to find relevant solutions to different contingencies within a little amount of time. The key advantages of situational leadership are that the model is easy to understand and REFERENCE RICKY W GRIFFIN (BUSINESS 6TH EDITION) (www.provenmodels.com/3/five-functions-of-management/ managementstudyguide.com/organizing_importance_htm www.ehow.com/about_7382944_advantages-disadvantages-succession-planning.html www.ehow.com/info_8416158_advantages-disadvantages-management-information-system.html http://www.ehow.com/about_5522264_advantages-situational-leadership.html http://www.ehow.com/info_8536984_advantages-disadvantages-hierarchical-structure.html

Writing as Healing :: essays papers

Writing as Healing Chapter five, Writing as Healing and the Rhetorical Tradition: Sorting Out Plato, Postmodernism, Writing Pedagogy, and Post-Traumatic Stress Disorder written by T.R. Johnson of the University of New Orleans describes the different views of how language helps a person who has encountered a traumatic experience overcome and heal. Chapter nine, Pathography and Enabling Myths: The Process of Healing written by Anne Hunsaker Hawkins of Pennsylvania State University discusses how personal writing, such as autobiographies and biographies, promote healing in regards to illness. Both of these two chapters speak about writing in regards to healing, but chapter nine speaks about a specific writing that tends to be more effective. Classical logotherapists believed that disease and illness inflicted a person in order to punish a person for something he/she had done. The illness was also viewed as a form of trauma that deformed one’s character by society of the classical era and healing of the illness restored one’s identity and moral purity. Healers used â€Å"verbal charms, prayers, and incantations† in order to drive out the demon that caused the illness from the infected person. Plato believed that healing occurred â€Å"in a plane of absolute, unchanging truths above and beyond the plane of lived experience.† In other words, Plato rejected the idea of that language could heal the diseased or traumatized person. Postmodern healers believe that healing occurs through â€Å"self-actualization† which occurs through writing, another form of language. They feel that writing will provide an insight to the individual and that insight will allow the healing process to begin. It is said that pathography allows a person to heal because one consistently remembers new details when one writes about a particular experience. The remembering of these details are imperative to the healing process because it not only allows the person to get through the experience by re-telling it also allows one to get beyond the traumatic experience. The healing process often occurs through writing an autobiography or biography because the writer soon begins to feel that others should learn from his/her experience, which bridges self-suffering and the outside world. Pathography demonstrates that healing oneself often involves reaching out to others, which writing does.

Mass Incarceration in the United Kingdom

our site – SOCIAL SCIENCE DISSERTATION – CUSTOM ESSAY WRITING Introduction The United Kingdom has recently witnessed an increase in the number of prisoners incarcerated. The first surge occurred during Prime Minister Thatcher’s reign. Running a prison became a business, when the first privately run institution opened in the United Kingdom, in 1992 (Panchamia 2012). The increased need for spaces due to higher rate of imprisonment led to the emergence of the prison-industrial complex, whereby people were incarcerated without a mechanism for reintegrating them back to the society. Prisons became contracted out, and the influence of the government was reduced. As Panchamia (2012) concludes, ten percent of the prisons in the United Kingdom and Wales are currently contracted out. Davis (1998: 3) states: â€Å"while government-run prisons are often in gross violation of international human rights standards, private prisons are even less accountable†. The emergence of these prison-industrial complexes is attributed to the criminological theory, hinged on the conflict theory, arguing that t there is a struggle between different groups (Akers 1979: 527).Crime is perceived as a function of the conflict within any society based on Marxist theory, calmingthat social and economic situations facilitate criminal activities. This paper argues that the emergence of the prison-industrial complex in England and Wales was attributed to mass incarceration, the lack of effective social policy, and early interventions. Mass Incarceration Mass incarceration is characterized by the removal of people from communities and taking them to prisons. (Newburn 2002: 165). Sparks and McNeill (2009) define mass incarceration as restricting the freedom of a group of people, subjecting them to surveillance and regulation, while increasing their dependency. According to a recent publication by Wacquant (2001), the plain aim of prison complexes and mass incarceration is to segregate people. The author goes further, and compares prisons with Ghettos. Focusing in the American context, the article highlights the impact of class segregation on the demographics of prison population. The above argument is powerful, as both prisons and ghettos are considered to be places extremely hard to escape from. The main aim of mass incarceration is to remove the criminal from the neighbourhood to ensure that they are detained. Often this priority means that prisoners are denied rehabilitative facilities (Harnett 2011: 7). As an implication, pris ons become areas for punitive segregation, for the criminals who must be removed from the society. Therefore, most of these prisons are detention centres where people enter a perpetual cycle of incarceration for crimes committed because of their economic need. Davis (1998) states that prisons are not providing adequate solution for crime or social issues. The author goes further, claiming that prisons reflect that racial bias and social injustice of the society. Studying American prison population, the author states that â€Å"the political economy of prisons relies on racialized assumptions of criminality – such as images of black welfare mothers reproducing criminal children – and on racist practices in arrest, conviction, and sentencing patterns† (Davis 1998: 2). The defining features of mass incarceration are that it is characterized by comparatively high number of people in prisons. In Reagan’s United States prosecution patterns and conviction rates increased the proportionate representation of African Americans and Hispanics, as well as those from lower socio-economic statuses (Wacquant 2010, p. 74). This was during the New Deal and Great Society, which contributed a lot towards the increasing trend of mass incarcerations, and the adoption of the prison-industrial complex system that emphasized governance through punitive acts (Downes 2001, p. 62). At the advent of economic reforms introduced by Britain’s Prime Minister, Margaret Thatcher, the rising rate of unemployment hit the working class the most. With the labour market in crisis,urban areas had to bear the burden of the high proportion of lower class and unemployed population. As social issues increased, the government resorted to the creation of a prison-industrial complex, to deal with the people that suffered most (Wehr 2015, p. 6). The newly created prison-industrial complex that emphasized mass incarceration was based on cultural bias and social injustice (Sparks and McNeill, 2009). These institutions symbolised thee society’s thoughts and prejudice, suggesting that the degradation of a person may be a way to solve the social conflict. As a result, the British society started to increasingly rely on criminological theories to support mass incarceration of the lower classes, whereby the prison-industrial complexes become a large enterprise for the state. Democracy, Inclusion and Social Policy It is worth noting that mass incarceration in England and Wales led to the economic and social exclusion of people within the prisons. This segregation and incarceration endangered democracy (Sparks and McNeill, 2009). In line with the conflict criminological theory, mass incarceration of offenders who mostly belong to a particular race or class enhanced the structures of oppression and privilege (Van 2007, p. 189). This occurred when mass incarceration gave undue advantage to one group as opposed to another. Today, both in the United States and the United Kingdom, it is evident that people of colour or lower classes are disproportionally overrepresented within the prison-industrial complex. While the mass prison complex created privilege to higher classes, it created a situation whereby the victims were stigmatized, criminalized, and did not enjoy the privileges of democracy and inclusion. The economic and social drivers of mass incarceration are explained by Downes (2006), who co nfirms that there is an inverse relationship between a state’s spending on welfare and imprisonment rates. Mass incarceration also hindered democracy by preventing means through which people could share ideas or communication (Young 2000, p. 208). An incarcerated person experienced political disempowerment and a lack of influence, power, while he became extremely dependent on the prison complex (Travis 2002, p. 19). Despite several attempts of inclusion, provision for rehabilitation, training, and work opportunities, current social policies have not been successful in reinstating the equal representation of lower classes, and the mass incarceration continues. (Reiman 2004, p. 5). Conclusion The above review of publications and research studies, it is evident that the conflict theory accurately explains the emergence of mass incarceration during the reign of Thatcher in the United Kingdom, and Reagan in the United States. Historically, the upper class, that was more advantaged socially, economically and politically created laws and policies that increasingly criminalized the less powerful, creating a policy of segregation. Increased incarceration within the prison-industrial complex removed people who were not wanted. Apart from enhancing exclusion and stifling democracy, it helped the powerful class to maintain its influence, wealth and position within the society. Bibliography Akers, R.L., 1979. Theory and ideology in Marxist criminology. Criminology, 16(4), pp.527- Davis, A. (1998). Masked racism: Reflections on the prison industrial complex. Color Lines, 1(2), 11-13. Downes, D., 2001. The Macho Penal Economy Mass Incarceration in the United States-A European Perspective. Punishment & Society, 3(1), pp.61-80. Downes, D. (2006). Welfare and punishment – The relationship between welfare spending and imprisonment. Hartnett, S. J. 2011. Challenging the prison-industrial complex: activism, arts, and educational alternatives. Urbana, University of Illinois Press. Newburn, T. 2002. Atlantic crossings: ‘Policy transfer’ and crime control in the USA and Britain. Punishment & Society, 4(2), pp. 165-194. Panchamia, N., 2012. Competition in prisons. Institute for Government, http://www. Instituteforgovernment. org. uk/sites/default/files/publications/Prisons, 2. Reiman, J. H. 2004. The rich get richer and the poor get prison: ideology, class, and criminal justice. Boston, Pearson/Allyn and Bacon. Sparks, R. and McNeill, F., 2009. Incarceration, social control and human rights. THE INTERNATIONAL COUNCIL ON HUMAN RIGHTS POLICY Project on SocialControl and Human Rights Travis, J. 2002. Invisible Punishment: An Instrument of Social Exclusion (From Invisible Punishment: The Collateral Consequences of Mass Imprisonment, P 15-36, 2002, Marc Mauer and Meda Chesney-Lind, eds.). Van der Linden, H. 2007. Democracy, racism and prisons. Charlottesville, Va, Philosophy Documentation Center. Wacquant, L., 2010. Class, race & hyperincarceration in revanchist America. Daedalus, 139(3), pp.74-90. Wacquant, L., 2001. Deadly symbiosis: When ghetto and prison meet and mesh. Punishment & Society, 3(1), pp.95-133. Wehr, K. 2015. Beyond the prison industrial complex: crime and incarceration in the 21st century. [Place of publication not identified], Routledge. Young, I. M. 2000. Inclusion and Democracy. Oxford, Oxford University Press.

Short Story - 968 Words

â€Å" Mari, your english teacher just emailed me and said your grade is raised to a B!† my mom said excitedly. Yay! I was so ecstatic, I can finally go the practices and games, even though I can’t really play at them. On the other hand, all I could think about was tomorrow’s game. How am I going to prove myself if I don’t get the chance to? Well only time will tell. 24 hours later, it was game day. It was 1 hour until the game starts and the whole team was doing warm ups. As I was practicing some lay-ups, I saw Alissa from the corner of my eye, fall on her right leg from trying to touch the rim. All I could think about was karma. â€Å" Help me! Owww my leg, I can’t move it,† Alissa screamed with full tears in her eyes. The coach ran to Alissa†¦show more content†¦Ã¢â‚¬Å" Hirayama! Pass the ball right now! What are you doing?!† yelled coach the loudest he could. I paid zero attention to what he say because he gave me no attention so why should I care? I drove to the basket but realized if I made a layup, we would still go into overtime. I wanted to finish this and finish it strong. I heard the clock go 10..9..8..7, and I shot the ball behind the 3 point line. I could hear all the gasps in the audience and the worried faces on my teammates. We all watched the ball as it hit the backboard and missed the rim by an inch. My heart sank, I have failed. I saw one of the girls grab the rebound and get an and-one that won the game. I should be happy that we won but I was mad that I didn’t deliver. Everyone ran up to the girl and hugged her but I just sat down on the bench. I saw the coach come up to me and i’m ready for a lecture, but he didn’t look mad. â€Å" Good job, Hirayama. I’m proud of you for doing what you did. I know you didn’t make the shot, but it really showed who you are as a person. You’re a brave and skilled girl and i’m sorry for ever judging you without seeing your skills in the first place,† said Coach Marais. I didn’t think I succeeded in what I wanted to do. I failed, i’m embarrassed, I can’t do this anymore. â€Å"Thank you, but I don’t think I want to return to the basketball team. I don’t think i’m good enough to be on this team compared to all the other girls.† I walked over to my family and theyShow MoreRelatedshort story1018 Words   |  5 Pagesï » ¿Short Stories:  Ã‚  Characteristics †¢Short  - Can usually be read in one sitting. †¢Concise:  Ã‚  Information offered in the story is relevant to the tale being told.  Ã‚  This is unlike a novel, where the story can diverge from the main plot †¢Usually tries to leave behind a  single impression  or effect.  Ã‚  Usually, though not always built around one character, place, idea, or act. †¢Because they are concise, writers depend on the reader bringing  personal experiences  and  prior knowledge  to the story. Four MajorRead MoreThe Short Stories Ideas For Writing A Short Story Essay1097 Words   |  5 Pageswriting a short story. 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