By: A. Lorenzo Lucino Jr, M.D-Ph.Dc
In today’s medical corporate world, there has to be a sense of cooperation between the medical corporate heads of the company and to the medical regional managers and down to the medical general managers , who are then responsible for coordinating and directing the day to day operations of the store by implementing procedures, and action plan for the employees. We are reminded o the four classical functions of management. Management, in particular, is defined as “the process of working with people and resources to accomplish organizational goals.†(Bateman and Snell, 2011, p. 14). The four functions of management that allow it to effectively coordinate with staff is through the effectively utilization of planning, organizing, leading, and controlling (Bateman and Snell, 2011, p. 14-15). Organizations range from real estate corporations, electric manufacturers, health care insurance providers, to collegiate institutions all have the common aspect of being multileveled. And as such, the larger the organization then there will be more levels in that particular organizations, and thus, more managers. Strong managerial and leadership skills are imperative and may include abilities such as technical knowhow, conceptualization of ideas and plans, decision making abilities, interpersonal skills, effective communication ability and the combination of these abilities.
Leadership is essential to a successful managerial role. Leadership is an individual who influences others to attain goals. Leaders are able to orchestrate change, set direction, and motivate people to overcome obstacles and move the organization towards its ideal future (Bateman and Snell, 2011, p. 419). In addition to these qualities, what makes leaders outstanding and beyond compare to others is their broadminded vision. Vision is the mental image that goes beyond the ordinary and perhaps beyond what others thought possible. The vision provides the direction in which the leaders want the organization to move (Bateman and Snell, 2011, p. 419-420). Managers have these strengths and thus it is important that at all levels of operation of a company for a manger to be able to think strategically, and to take into consideration the organization he is working for and the people being managed. Leadership is dependent on the manager’s ability to influence other people in the organization. Managerial power can influence the ability to accomplish goals despite the antagonistic factors.
There are roles held by top level, middle level and frontline level managers as well as the roles of managers with responsibilities that covers more than one level. Top level roles, otherwise known as strategic planning management, is rather intensive in the fact that it “requires constant shifting back and forth between long run and short run thinking (Des and Miller, 1993). Strategic management roles apply basic process at the highest levels of the organization to plan out the direction of the said company. This is important because companies that have a sense of direction, via the strategic planning done by managers at the top level, have the ability to ensure that the company can have an impact throughout the business industry in its immediate to long future (Rue and Byars, 1995). Middle level management roles , which emphasize on tactical planning, focuses on the specific actions that are implemented during the strategic planning (Brydson, 2010). Strategic planners are the managers that are responsible for deciding on what is to be done, what the order is, what tools will be used and what types of employees will be employed. Tactical planners, which are below the strategic planners, must be able to understand and to effectively decipher the strategic goals and then determine what course of action will be used to achieve those goals (Brydon, 2010). Frontline level managers are managers that are directly responsible for the production of goods, services, as well directly supervising clerical staff and shop floor employees. Mangers whose roles have broad responsibilities in more than one level of management are responsible for the implementation of strategic planning with the tactical planning to make sure that both coalesce.
Strategic, tactical and operational planning compliments one another. Strategic planning is in the echelon of the management level as it is responsible for the creation of procedures in making a decision based on the company’s long term strategic goals. The tactical planning aspect focuses on translating the broad strategic goals into relevant and specific portions of the company. An example of this is the delegation of functional roles for the human resources department, marketing department etc. Operational planning focuses primarily in the specific procedures and processes that are required in the operation and functions in the lower level (Bateman and Shell, 2011, p. 14-20). The strategic planning provides direction for operational planning. Strategic planning is quantifiable through results achieved from implementations from operational planning. Tactical planning makes sure that the aspects of operational planning and strategic planning will complement each other , thus , effectively manifesting the efficiency and the operational ability of the organization.
Bateman and Snell delve into the importance of power. Power is essential to being an effective leader and effective manager in all levels of an organization. Power is the ability of one person influencing the behavior and the attitudes of others (Bateman and Snell, 2011, p. 422-423). Company leaders use power to be able to accomplish tasks and goals as well as to strengthen their positions as managers and leaders. Leadership is the process of using power to obtain interpersonal influence. An example of this would be the head of strategic planning who is three days from the due date of the procedure book. The head of strategic management will use his power to tell those under him to work hard and to commit extra hours to make sure that all procedural steps are outlined, addressed, and printed. This is an example of how a manager uses power (Michelson) . Another example of how a manager can use power would be the general manager of a particular company firing an employee who was found stealing from the store. The power and authority the general manager has , which was given to him by the regional manager, is used to terminate employment (Zenger et al, 2009, p. 6-7).
Executive decision making influence managers in that it is the executives who determine strategic management, who set up goals in the long term or short term, which are then sent down the level. The lower level managers then take the goals and strategic plans of the executives and then discern what to do in terms of function. It is the lower level managers that implement plans in the day to day functions of the employees, the payroll of employees, the creation of new resources as in hiring new employees that can make sure the strategic plans made by the executives are realized (Bateman and Snell, 2011, p. 14-16).
Teams are identified as the structural building blocks of the organization’s foundation. Power is the ability one person can persuade and motivate a group of people do doing a job. A manager’s ability to motivate, influence, and direct those whom he manages is directly related to how much power and persuasion he or she has. Zenger et al discuss about the 10 actions that gets results: Courage and the willingness to take on risk, Confidence to get team members to embrace a reality, Involvement to raise the bar, Making sure that your lofty goal is realistic, Following through, Benchmarking high performers, Identify peak performers, Utilize team dynamics and support to achieve stretch goals, Improve processes and remove bureaucracy, and Celebrate the rewards. Leadership styles differ, however, one universal similarity is that power and persuasion helps a leader dictate. One leadership style that I was drawn to, which also implemented power and persuasion to effect change was the Espresso-style Leadership. This type of leadership utilized power and persuasion in such a way that this type of leader was seen as strong and direct with high energy. This type of leader controls both how work flows and distribution of employee responsibility ; dictating the type of work to be done, who will do the work, and how they will do the work. Power, influence and close supervision is utilized to get things done (Zenger et al, 2009, p. 2).
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