A manager is an individual with the capability of uniting subjects in order to accomplish desired goals and objectives using the available resources effectively and efficiently (Fayol, 2008). Managers are normally challenged to lead their firm’s teams and department in an effort to define the roles and responsibility of the workers. The acronym POLC refers to a summary of the four basic functions of managers which include planning, organizing, leading and corporation (Justin Tan & Litsschert, 2006). However, these functions can be applied to a level of management hierarchy. Therefore, there are three levels of management, which include top or administrative level, middle level or executor, and finally low or supervisory level of management (Pollitt & Bouckaert, 2011).
This paper discusses the middle or the executor level of management and how it relates to the functions of management (Justin Tan & Litsschert, 2006). The manager at this level corresponds to the Joe’s steel corporation’s company manager that fabricates a variety of industrial steel products. The company employs three primary managers where two of the three managers are in charge of supervision and production line departments from which they report to the final manager who make who make final decision (Justin Tan & Litsschert, 2006).
Middle Level of Management
Fayol (2008) has it that this is constituted by the departmental managers who are responsible for the top management and functioning of the department. It is normally made up of junior and senior managers in case of big enterprises or companies (Justin Tan & Litsschert, 2006). They translate the vision of senior management into concrete, tangible and usable programs, policies, procedures, resources and viable practices (Pollitt & Bouckaert, 2011). They are responsible for ensuring important messages are communicated u and down an organization as simple, clear and consistent.
In planning functions, they execute plans of the organization in accordance with the policies and directives of the top management. They plan the subunits of the organization. They are engaged into activities that ensure the directives of the top managers are followed (Justin Tan & Litsschert, 2006). This is by providing a means on how the organizational goals are met by testing their feasibilities before the implementation.
Pollitt Bouckaert (2011) in , coordination of all ’s . They interpret and explain the policies of the company from the top management to lower level and also participate in employment and training of lower management (Justin Tan & Litsschert, 2006)t. They achieve these functions through coordinating the activities of the organization to ensure that everything is running smoothly. Such coordinations ensure that the organizational goals and objectives are met within the stipulated time allocated to each of them.
As asserted by Fayol (2008) managers also lead the organization in all its activities by exercising their coercive power to govern all the workers and lead them into ensuring the realization of the organizational goals and objectives (Pollitt & Bouckaert, 2011). Managers combine the physical, financial and human resources and develop productive relationship that achieves this. Particularly, they organize raw materials, tools, capital and personnel’s including the assignment of duties and delegation of duties within the organization in order to realize the organizational goals and objectives (Justin Tan & Litsschert, 2006).
Eventually, they carry out controlling functions as Fayol (2008) put it. This implies the measurement of accomplishment against the standards and correction of deviation of any activity to ensure achievement of organizational goals (Pollitt & Bouckaert, 2011). They ensure that everything occurs to the conformity of the standard set aside for each activity to follow. Their main purpose is to check whether or not proper progress is made towards the goals and objectives and act to correct any deviation that may occur.
References
Fayol, H. (2008). General principles of management. Tutor/Tape division of Tutor College Services.
Justin Tan, J., & Litsschert, R. J. (2006). Environment‐strategy relationship and its performance implications: An empirical study of the chinese electronics industry. Strategic management journal, 15(1), 1-20.
Pollitt, C., & Bouckaert, G. (2011). Public Management Reform: A Comparative Analysis-New Public Management, Governance, and the Neo-Weberian State. OUP Oxford.
