Organization Management

Section 2.5

Q4. Do you agree that “a manager is responsible for the application and performance of knowledge” as Drucker says? Why or why not?

I agree with that because we now see knowledge as the essential resource. Land, labor and capital are chiefly important as restraints. Without them even knowledge cannot produce. Without them even knowledge cannot perform. Where there is effective management, that is, application of knowledge, we can always obtain the other resources. That knowledge has become the resource, rather than a resource is what makes the society ‘post-capitalist’. It changes, fundamentally, the structure of society. It creates new social dynamics. It creates new economic dynamics. It creates new politics.

Q5. Do you think that management functions, roles and skills are different depending on the industry? Give some examples.

The job description for manager changes depending on what industry they are in, what type of “organizational culture” they are part of and whether they are junior or senior in the organization. It can also depend on factors including how manager gets rewarded, their own personality and whether they work in a for-profit or not-for –profit organization.

For example, manager or supervisor in the non-profit organization are in large party very similar to the below description, and two additional challenges exist in the non-profit organization. One is that they deal with volunteers who contribute their work to the organization. This generally is not something that occurs in a for-profit organization. It requires different management skills to utilize and recognize volunteer contributions of time, energy and task performance.

Managers should have major functions, roles and skills to be a successful manager, managers have the following functions:

* Planning: defining the organization's goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities.

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