Management can be defined as a process of bringing about improvement in knowledge, skills, habits, and attitudes of employees in an organization. Discuss.

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Management surely encompasses the duties you have listed—bringing about improvement in employees. While I agree that certainly these duties involve a large portion of a manager’s overall job description, there are many other responsibilities not related to personnel that a manager takes on. I will share a few for you here.

Managers are usually responsible for stakeholder interactions. At a retail store, this might mean dealing with disgruntled customers. At a large corporation, this might look like reporting progress to the higher-ups or creating a long-term vision for the department.

Managers typically manage the budget or funding of an organization as well. Depending on the organization’s size, they may delegate these tasks to a finance employee or department.

Managers are responsible for implementing and monitoring policies and procedures. This could look like a standardized process for checking inventory or a safety procedure in a warehouse.

While the duties of a manger generally impact personnel in some way, it is not accurate to state that improving knowledge, skills, habits, and attitudes of employees is a manager’s sole duty.

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I would argue that what has been stated here relates more to training or human resources than to management. While training is certainly part of the management function, a manager's job is far more diverse, involving making sure that the company is operating in such a way as to enable it to make a profit. Managing people is arguably the most important facet of management—but it is not the only facet.

Management needs to consider far more than employees—managers have to look after issues relating to operations, legal, marketing, and a myriad of other considerations.

Bringing about improvement in employees is certainly a valuable activity, and one that will stand the business in good stead for the future, but it would be narrow-minded to say that this is a holistic definition of management.

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I would say that this statement pretty well covers what management is supposed to do, but with one exception.  I completely agree that management can be described in this way, but I think that you must not lose sight of the purpose of all of this.  It may sound completely obvious, but I think you have to acknowledge that the whole purpose of this is to make the company stronger in the long run.

It is certainly true that good managers will help make their employees better workers with better skills and habits and more knowledge.  However, this will not be of any value if doing so does not make the company stronger.

For example, what if the manager makes all of these things happens, but fails to put in place procedures that use these skills in an optimal way?  The skills will be wasted.

What if a manager does all these things but does not plan ahead well enough to foresee what products will be needed?

So there is another component to management beyond just improving the workers.

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Management can be defined as "a process of bringing about improvement in knowledge, skill, habit, and attitude of the employees in an organization." Discuss.

Management must be oriented toward the employees’ success, which is crucial to the organization’s success. Clearly established organizational goals play an important role, and the manager is responsible for putting those goals into practice. Employees’ attitudes are the bedrock of the other attributes, for lack of positive attitude will impede their acquisition of knowledge, skills, and habits.

Much of the weight of the employees’ success falls to the individual manager. Their leadership depends on fulfilling basic management functions of planning, organizing, directing, and implementing. Specific to employee performance, once the short and long term plans are in place, the staff must be organized in line with the plans so that each employee understands their role.

Management is responsible for delegation of duties, and should not perform the duties themselves. Not one individual employee but groups or teams are responsible for performance of the necessary duties. The manager must do their best to ensure that they consistently meet quality standards. Effective communication and motivation are both important components of ensuring that outcome. Establishing effective initial training and providing ample opportunity for updating necessary skills and knowledge will further help ensure that habits and attitudes remain positive and that employees contribute most effectively to furthering organizational goals.

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