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The Role of The Manage
Abstract
This report will describe and justify the concept of the managerial escalator, the managerial hybrid concerning two managers from developed countries and determine the extent to which it is adopted in their career path. The theories are expounded in the report as established by Rees and Porter . In addition, this report interprets the findings of an interview conducted on two managers to learn on their career path and track their milestones in their managerial roles to determine how their career trajectory journey fits into the concept of the management escalator, the hybrid manager. These managers work in different organisations with a different hierarchy of management. This process will enable us to identify if there are gaps found in managerial. The holes in managerial reduce the efficiency of the manager lagging behind the attainment of the organisation’s goal. These managers working styles are in line with the idea of a management escalator in a required manner.
Introduction
Management refers to the process that involves planning, organising and coordination of events in an organisation for decision-making that leads to the achievement of the organisations overall goals and objectives. Based on skills and knowledge, a manager works towards the attainment of the set goals in the annual and strategic plans of any organisation. The role of a manager becomes more intricate daily as competition on the market increases gradually. The managers have to come up with planned actions that will enhance their competitive advantage in the market. This report will define the keywords and theories used in the discussion, analyse the outcomes of the interview conducted on the two managers about managerial responsibilities, and determine whether their progress in their careers today is in line with the concept of the managerial escalator. Lastly, a conclusion based on the findings will be drawn, and relevant recommendations to the managers will be included.
Managerial Escalator
Aforementioned is a concept, which helps individual employees to cope with their managerial responsibilities and bridge the administrative gaps within their scope of work. The idea attempts to narrate how specialists become managers (Rees and Porter, 2015). Many organisations hire employees based on their areas of specialisation. With time, the specialists in their line of duty learn and obtain supervisory skills gradually. These skills enable them to be promoted quickly to higher positions in the same or different organisations. As they climb up the escalator, these specialists end up on the managerial side of the line. Not all specialists become managers; only the competent specialist will escalate to managerial level. Specialists, therefore, must put the organisation’s interest before their interest to grow along the axis.
Managerial Gap
A managerial gap is defined as the deficit of knowledge and skills that a manager develops. The gap exists when a manager lacks the necessary ability to perform a given task of a managerial level. The gap increases the amount of time the manager takes to carry out managerial activities (Rees and Porter, 2015, p.6). Managerial gaps increase operational costs in an organisation that translate to a reduction in income. The following are the steps used to identify performance gaps in an organisation.
- a. Identify the specific objectives and expected outcomes in the organisation.
- b. Determine the skills and knowledge required to carry out the tasks outlined.
- c. Identify the performance trend and functions.
- d. Arrange the issues identified prioritising those affecting organisation goals.
Managerial Hybrid
Employees who work as both specialists and managers are known as managerial hybrids. They possess both professional skills and managerial skills. These employees have advanced upwards in their career through promotions in an organisation hence learning managerial skills in their line of operation (Rees and Porter, 2015). In an organisation, different activities may require both specialist and managers involvement, but the hybrid managers can perform the outlined tasks without difficulties. Hybrid managers should be energetic and passionate, can communicate and relate well with people, a punctilious person and a driving attitude towards innovation.
Remedial Strategies
These are the actions put in place to bridge the managerial gaps in an organisation. These remedies aim at increasing the productivity and efficiency in an organisation. There are several corrective strategies which include; role definition, managerial selection, training and development and monitoring (Rees and Porter, 2015). Before specialists are promoted to managers, the new role is defined and assigned to only the qualified staff that possesses the required skills and knowledge. Further, the manager’s skills and knowledge are developed through training, and their performance in the role is continually monitored to weigh their productivity. A hybrid manager reduces the holes found in management hence an increase in productivity in the organisation.
Findings and Analysis
Face-to-face interviews conducted on two managers from different organisations promotes the accuracy of the report as a practical example of the managerial escalator is used. Several questions on their current roles as managers were asked. Each manager explained on how they progressed since employment to their present roles to track the trend on managerial escalator axis.
Manager 1
Findings
Manager 1 is a personal banking manager at Bank of America in the US. He is in one of the branches in New York town.
Figure 1. A representation of the banks hierarchy of management
Manager 1 has worked in this company for 16 years. His first job was a direct sales representative, and his roles were new client acquisition, relationship management, creating awareness of the bank’s products, growth of loan and deposit book and responding to customer queries in the field. After six years, he advanced to a banker whereby he was processing customers’ deposits and withdrawals in the teller line. He later was promoted to personal banking department as manager and had a team of ten people. As a direct sales representative, the manager occasionally was left in charge of the private banking department, and he learnt a lot about this role. He was also offered training on timely loan processing in the credit quest systems, loan appraisal, credit approval and teamwork enhancement to realise the set targets.
The manager said over the years, he learnt a lot from exposure in the field, and this boosted his negotiation and communication skills. Additionally, he has gained experience in the credit cycle from the point of sale, documentation, and packaging in the system, appraisal, approval and disbursement of the loan in the accounts. ‘On-job training has been helpful in this growth. I have learnt a lot from other managers as well. I am now well equipped with the knowledge and skills to enable me to hit the targets set in the personal department. My ability to mobilise teamwork has made work easier and enjoyable, and this has motivated the team members to deliver set individual targets within given timelines’ said manager 1. The manager said he enjoys doing his managerial duties and he looks forward to progressing further in his career.
Analysis
After a particular duration of time, specialists are promoted depending on skills gained and the role of management needed in the company. In this case, the manager began working as a specialist in fieldwork and later elevated to the teller line based on the skills gained during fieldwork. Then, he was ranked as a manager after receiving training from the previous personal banking manager and acted on the roles delegated to him correctly. Manager one has said that he has worked for this bank for 16 years and progressed over time to the current position. He has stated that his ability to enhance teamwork has contributed to his career progression success and realisation of the set targets. He has allocated 60% of his working hours in a day to offering support to his team members to motivate them to meet their objectives, and 40% assigned to processing and packaging handed over works in the system. Manager 1 reflected as a specialist who became a manager, therefore, managerial hybrid. His path of career progression conforms to the managerial escalator concept.
Manager 2
Findings
The second manager interviewed is a production manager at DC films, a film production company in the US.
Figure 2. Diagrammatic Representation of DC Films Hierarchy of Management
Manager 2 has worked at DC films for 10years. She joined the company as camera operator immediately after attaining an undergraduate degree in film production. ‘My role was mainly to take images and record videos during the shooting of films events. Later, I would edit the videos and retain the best quality. The quality of the graphics taken was one of the major concerns in my scope of work’ declared manager 2. The manager stated that she used to learn editing and the process of production from the production manager. She would even, at times, help the production manager in administration works, project handling, and assist him in meeting daily production tasks. After five years, she had gained the experience and skills needed for one to become a production manager. The skills included budget preparation, permits preparation, and necessary documentation required for filming was in place. She elevated to a production manager who is her current position, and she hopes to progress further in her career.
Analysis
The manager started working as a specialist in camera operations. She worked for five years in this position, and during this time, she learnt much from the production manager through observation and delegation of production works by the manager. She stated that her motivation to learn was due to her quest to one day become a manager and earn a higher amount of salary. With time, she exhibited the ability to assume the role of a production manager. Therefore, she is a specialist who became a manager by informally acquiring managerial skills in her line of duty. She attributes his successful career to her ability to learn through others and stepping up when needed. Her career path agrees to the managerial escalator concept. As a production manager, he is at a better position to deliver quality films due to his speciality in the images screening and editing.
Discussion
From the interview, both managers started employment in their areas of specialisation, and as time progressed, they learn on managerial skills informally by interaction with others and attending the training. In both, time was an essential factor in learning. The promotion was based on skills and knowledge acquired in their speciality roles. Both managers have shown a career growth path from specialist to managers; hence, these are hybrid managers. This trajectory is in line with the managerial escalator concept. The managers come from different organisations with different working environments. The basis concerning promotion in both depends on the ability to learn and perform well in their scope of work. For the managerial concept to be valid, one has to work over a while, learn and utilise the skills learnt and this reduces the managerial gap in management.
Conclusion
Every organisation works towards the achievement of its goals outlined in its annual and strategic plans. For an organisation to achieve these goals, the management must be robust and goal-oriented. The managers, therefore, should possess strong managerial skills and experience to lead the organisation. A manager who started a career path as specialists and later promoted stands a high chance of enhancing productivity in any organisation. Such a leader who is both a specialist and a manager is known as a hybrid manager. These managers promptly identify gaps in the managerial roles and follow the necessary steps to rectify the holes before they disrupt productivity. In this paper, both managers are hybrid managers, and they agree with the concept of the managerial escalator. In my observation, the organisation should cautiously organise forums and training for its employees to enhance their managerial tactics and approaches. Such forums enable managers to interact with employees from other organisations. Besides, these managers should sharpen their knowledge by furthering their education.
Reference
- Rees, W.D. and Porter, C., 2015. Skills of management and leadership: managing people in organisations. Macmillan International Higher Education.
Appendices
Appendix 1: Interview Schedule
- Tell me something about your educational history?
- Explain your career path work experience to date?
- When and how did you join your current organisation?
- Have you had any formal/informal training? If yes, how did it help you with your current role?
- What is your specialism area?
- Explain how you got to your current position as a manager in the organisation.
- How long do you think you spend on a typical day managing your staff?
- Why did you choose management?
- What activities and responsibilities take up most of your daily routine?
- Would do you enjoy most about being a manager?
- Do you miss anything from before you became a manager? If yes, what do you miss?
- What is your plan career-wise?
- What is the most important skill you believe that a manager should have?
- Were your managerial responsibilities explained to you before you started this position?
Appendix 2: Interviewees Contact Details
Manager 1:
- Name: Joel Einstein
- Business: Standard Chartered Bank
- Position: Manager
- Email: Joel20@hotmail.com
Manager 2:
- Name: Robert John
- Business: DC Films
- Position: Owner
- Email: jeintein@hotmail. Com
- producer
- director photography
- camera operator
- unit camera operator
- director arts
- boom operator
- production manager
- sound maker
- Branch manager
- customer service officers
- personal banking manager
- direct sales representative
- business banking manager
- customer service manager
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