The role of managers in the workplace is one of the most significant when it comes to influencing organizational performance and meeting corporate goals. They have a direct impact on the employees they manage while are also expected to carry our various responsibilities targeted at aligning their department’s performance with the organizational goals set for growth and development.
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The nature of the duties performed by managers is highly interconnected, which is why they have an immediate impact on the reaching of desired objectives set by the business owners and directors (Berg 2015). While managers are expected to perform multiple roles, their effectiveness as applied to organizational behaviour (OB) is the most important as it is concerned with the interconnections between workers and their organizations.
The OB framework considers three essential categories that are associated with interactions between workers and organizations in which they operate. At the micro-level, separate individuals operating within a company are considered, at the meso-level, there are workgroups, while on the macro-level, it is considered how organizations behave as whole entities. Within these levels of the OB framework, managers perform their individual responsibilities to facilitate positive outcomes in terms of profitability, employee engagement and retention, a positive corporate culture as well as effective communication and development.
Managers set objectives for their subordinates and determine the ways in which these objectives should be met. They organize work into manageable activities and assign them to relevant team members in order to meet the expectations of the set objectives. They are also expected to motivate the team to develop a positive ethos among the staff as well as communicate decisions clearly (Gaskell 2016).
Targets and performance measures are also set by managers in order to interpret and analyse how well the team is dealing with the assigned tasks. Finally, managers work on developing staff as valuable assets to companies. All of the mentioned responsibilities that managers perform on a regular basis are concerned with fostering a positive organisational behaviour framework that encourages workers to bring value to their companies and engage in the process of reaching the established goals.
Depending on the organisational behaviour model, managers can use different methods of guiding and controlling their subordinates and encouraging them to be productive. For example, in the autocratic OB model, the focus is placed on the managerial authority and orientation on the manager who is expected to have the most power and facilitate obedience and discipline form employees who are dependent on the decisions made by their manager. In the supportive model, the leadership of managers is targeted at supporting subordinates in their endeavours (Zhao, Chen, Glambek, & Einarsen 2019).
This approach is oriented on job performance and participation in order to meet the objectives set by the higher managers. Thus, depending on the needs of an organisation, managers adapt their work to meet the optimum outcomes and reach the set objectives. The characteristics of successful managers are wide-ranging, which is why poor management can result in damaged morale and productivity among employees.
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Berg, J 2015, ‘The role of personal purpose and personal goals in symbiotic visions’, Frontiers in Psychology, vol. 6, p. 443.
Gaskell, C 2016, ‘The nine types of employees – and how to motivate them’, The Guardian. Web.
Zhao, M, Chen, Z, Glambek, M, & Einarsen, S 2019, ‘Leadership ostracism behaviors from the target’s perspective: a content and behavioral typology model derived from interviews with Chinese employees’, Frontiers in Psychology, vol. 10, p. 1197.