ROLE OF MANAGERS IN EFFECTIVE AND EFFICIENT MANAGEMENT OF AN ORGANISATION
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ROLE OF MANAGERS IN EFFECTIVE AND EFFICIENT MANAGEMENT OF AN ORGANISATION
Abstract
The study’s theme is “The Roles of Managers in Effective and Efficient Organisational Management.”A case study of Nigeria Breweries Plc in Ibadan, Oyo State. The company employs around 200 employees. The Yaro Yamani formula was used to determine the sample size, which was 150, and the number of questionnaires distributed.
The aims of this study are to determine Managers have a significant impact on performance and the success or failure of an organisation, and this cannot be overstated. Managers create the environment that promotes motivation and organisational success. Managers play a crucial role in an organization’s life.
They direct, guide, influence, assist, and coordinate the activities of the organisation. They, like the works, play a role in achieving organisational goals. The study investigates if managers have a direct relationship with the effectiveness and efficiency of an organisation. They provide the necessary expertise and leadership to propel the organisation to greater heights.
Primary data for this study were acquired by questionnaires, whereas secondary data included textbooks, journals, and so on. After analysing the data, the following conclusions were reached:
that the manager’s function contributes significantly to the achievement of organisational goals, and that the leadership styles used by managers are determined by the current situation and employee behaviour.
Incompetence and a lack of managerial know-how are two management issues that impede the organization’s operations. Essentially, the study proposes that managers be made aware of the importance of their managerial functions,
which must be carried out thoroughly. Instead of using autocratic leadership, a democratic leadership style should be used in the organisation.
Chapter One
Introduction
1.1 Background for the Study
There is no doubt that in today’s corporate environment, what makes organisations effective is not just their financial ability, but also the calibre of the people that work there. That is why some organisations struggle to maintain their standing, while others continue to thrive.
Furthermore, it has been noticed that certain organisations, once created, simply cease to exist, whilst their contemporaries not only increase but also continue to function successfully.
The reason for the disparities in an organization’s operational ability is largely down to its managers and the job or tasks that they undertake in it.
Most corporate organisations throughout the world now not only enjoy maximum productivity but also maintain remarkable competitiveness, allowing them to outperform their competitors due to the efficiency of their business management. The manager’s activities influence the future of their organisation.
However, at this point, one could be tempted to inquire who those managers are and what function or role they serve in these corporate organisations.
Our presentation of managerial duties may appear to imply that a manager’s job is highly organised and that management is a logical, ordered process in which managers rationally determine the best approach to employ resources to achieve organisational goals.
In truth, being a manager frequently requires acting emotionally and depending on instinct. An immediate reaction is a critical component of managerial activity.
Managers are frequently overburdened with responsibilities, leaving them with little or no time to analyse every facet of a problem, forcing them to make decisions under unclear situations without knowing which outcome will be best.
Managers face a wide range of problems (high variety), many of which must be addressed concurrently. They must make quick judgements (brevity) and frequently rely on expertise gathered over the course of their employment to perform their duties to the best of their ability. Managers and subordinates learn from both achievements and mistakes.
According to (Cole, 2003), management is not an activity in and of itself, but rather a description of a variety of activities carried out by members of an organisation whose role is that of a manager, that is, someone who has formal responsibility for the work of at least one other person in the organisation.
He further emphasised that the managers’ activities were commonly classified as planning, organising, inspiring, and controlling. They describe managers’ jobs primarily in terms of inputs.
Contributing to the actions of managers in organisations, (Donnelly, 2006) argues that during planning, managers establish activities, create positions, and assign responsibilities for achieving plans.
Managers must motivate people by satisfying their social and psychological requirements in order to achieve organisational goals. Managers monitor and analyse operations while providing corrective mechanisms.
Years ago, managers were thought of as “the boss”; while this may still be true today, many managers see themselves as leaders rather than someone who tell subordinates what to do. A manager’s responsibilities are broad and often difficult.
Not everyone aspires to be a manager, nor should everyone consider becoming one. “Managers are individuals who oversee the activities of others and provide leadership” .
He went on to say that all managers play a leadership role, which involves developing and maintaining a purposeful organisation, as well as inspiring and punishing staff. However, this is only one component of the duties that managers play within organisations.
As a result, it would not be out of place or an exaggeration to say that the calibre of managers is the pivot on which corporate organisations’ growth is determined. But the question remains: how far and to what extent do these managers carry out their responsibilities, and what key factors limit their efforts in this regard?
This study on the role of managers in business organisations, with a focus on Nigerian Breweries (NB Plc), was prompted by this topic.
1.2 Statement of Problems
The fact that certain organisations do well while others perform poorly lends validity to the claim that there are specific variables or features that distinguish organisations from one another.
These distinctions are not only visible in the organisational structure or the surroundings in which these organisations operate, but also in the ability of the executives or managers to oversee the day-to-day operations of these organisations.
According to studies, while some managers fulfil their managing tasks and functions with dedication and skill, others exhibit an exceptional level of indifference in their administrative posture, which has frequently resulted in the demise of their organisations.
As a result, the disparity in the performance of corporate organisations, particularly those in the same economic climate, demonstrates that the position and function of their managers have a significant impact on the organization’s success or failure.
Against this backdrop, studies have shown that although some organisations benefit from increased staff efficiency, a larger market share, optimal productivity, and maximum profitability, others not only experience the opposite but frequently struggle to break even. In the worst-case scenario, several of these organisations have met their demise and are no longer in business.
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