Manager - What Side Are You On?
Manager - What Side Are You On?
Manager - What Side Are You On?
It's simple to come up with thirty types of managers, to name some solely suppose of: the sales manager, promoting manager, operations manager, logistics, HRM, Finance, a CFO, a business development manager, a product manager, quality manager, etc, etc...
But where are the real variations in these examples. What's key for understanding the managers' main focus?
There are a number of ways in which to outline the management main focus but one among them is simple but nevertheless not applied often. It is about the division between business and organization.
1.Business
The linking element in these types of management could be a bound domain in business, for instance: logistics, finance, retail, operation, purchase, etc. The most characteristic of business management is that it is directly connected to business activities. A sales manager has to line targets for sales, has got to agree these targets along with his sales team and he can manage the target as sales revenues are reported.
Selling management is slightly less directly involved in business however still measurable: A campaign is created, executed and therefore the impact on shopper and prospect activity will be measured.
Part of each is that non-business connected activities are needed (like recruitment) however this is not a main activity. When new workers are needed the sales manager may address to the HRM department and raise to perform a recruitment procedure.
2. Organization
The linking element here could be a supportive act to the main business but where the external consumer is rarely visible. Areas are: HRM, Finance, Quality, technology, infrastructural management, etc, etc.
The request from the sales manager to recruit a brand new employee is received in the HRM department. They send an employee to verify the small print of the vacancy and its requirements and it will search in the market for candidates.
The sales team is involved during this activity however only slightly. This conjointly depends on the scale of the organization. (For the only entrepreneur this distinction between business and organization isn't express).
There are after all managers (like project managers) for which this distinction doesn't quite fit. The project manager manages a future business by organizing a project team...
But let's think about the most distinction of the sort of managers: business or organization.
A business manager will realize it arduous to change to a more organizational management role. Do not raise a business manager (logistics) to become the manager of the quality department, the risk department or the HR department. These roles are quite totally different and require a totally different kind of manager. Likewise a high quality manager or a HR manager will no match as head of a business department.
Where the business manager is a lot of liable to think in numbers and time (quantity of sales, revenue, resources used, etc) the organizational manager is more biased towards thinking in levels (quality level, security, salary, coaching and education, etc). One is often organized in a decentral way (the business - close to the shoppers) the other is usually organized in a central way.
Yet higher in the organization, managers will have each a business side within the (Management) team along with organizational workers managers and need to find a balance to manage them as a team. This will typically lead to totally different management meetings.
For such managers it's vital to understand both requirements. Higher management is usually stuffed by individuals from the business and will have limited information and experience from the a lot of organizational domains of the company. In finance, this has become clear in the domain of risk management that has typically fulfilled a supportive organizational role, but will currently be equally seen as part of the (core) business. That's a lesson from the financial crisis. However normally managers should beware of the division of those varieties of managers, their main domain and responsibility and their overall role within the company. Each company must have a right balance: if the standard manager isn't on equal terms with business management than this is often quite most likely because of an organizational design error.
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