roles of an organizations manager as an organizer and director, the determination of goals, and the allocation of responsibilities for the employees and the employers in that organization?
The role of an organizations manager is both similar to that of a traditional 'middle manager' in many business organizations, but the manager's additional responsibilities in today's dynamic marketplace invariably reflects the fact that corporate structure has undergone some profound shifts in recent years. Corporate structure is far more complex and diffuse than it used to be in the past. Thus organizational managers do not simply organize and coordinate operations between various organizations as they used to -- rather they must make sure that every arm of an organization is performing the specific roles allocated to it through organizational protocol. Organizational managers must also make sure that different arms of the organization are not subsuming other roles of members of the organization. Thus, the role of an organizations manager could be described as a kind of 'traffic cop' of various organizational arms within many corporations -- but a 'traffic cop' with one coherent vision of where the traffic must be directed, organizationally.
The organizational manager has two primary roles, that of an organizer and that of a director. The organizational manager frequently must organize and coordinate different operations between different arms of the company. An organization is often defined not as an entity in and of itself, except in the sense that some organizations such as corporations are legally, fictive entities or persons under the law. An organization is a unit composed of a group of people intentionally organized to accomplish an overall, common goal or set of goals. An organizational manager must make these goals explicit. Everyone in the organization must achieve these goals in a deliberate and recognized fashion. Although the short-term goals of the financial staff, which balances the budget, and the research and development staff which may be more concerned about achieving technical excellence regardless of cost, may differ, the organizational manager must fuse these desires into a single long-term goal for the organization as a whole. (McNamara, 2004)
The organizational manager must also make sure that an organization's implicit goals cohere into a final 'vision' for all departments during the beginning and the end of the strategic planning process of different branches. Every different arm of the organization may have a slightly different vision for that organization, and it is the organizational manager who must homogenize this vision for all departments in an organized and coherent fashion, and direct the different arms of the organization so that the organizational inputs and outputs are all directed towards a common and achievable goal, and in a state of harmony and unity, rather than disharmony. The feedback from the organizational arms must be synthesized coherently, so that no one feels slighted in realizing the organization's larger aims. (McNamara, 2004)
Organizational systems have inputs, processes, outputs and outcomes that must be directed on a macro or micro level. All branches within an organization will have such processes, and the manager must direct these constantly. Inputs to the system can include resources such as raw materials, money, technologies and people. The organizational manager must see that these are being deployed to their maximum value, in the financial department, the human resources department, etc. Then, such inputs go through a process where they are "aligned, moved along and carefully coordinated, ultimately to achieve the goals set for the system," or achieve the organization's visions. (McNamara, 2004)
The organizational manager's main responsibilities are thus to listen to the slightly different visions and responsibilities of different arms of the organization, and to make them cohere more perfectly, and operate in an efficient fashion. Ideally, there are no breaks in the chain of production when achieving organizational goals. To achieve this, of course, the organizational manager must have some idea him or herself of the overall organizational goal and vision so that he or she can use the different employee responsibilities and desires in a way that different branches of the organization can eventually agree. Ideally, difference is made into a constructive rather than a negative force for the organization, and organizational differentiation achieves singular goals rather than thwarts them for the organization.