Question

in depth discuss of whether it is more important for the organization to recruit top managers or rank-and-file workers? Please cite information gathered.

800 words

Answer 1

I GAVE AN IN-DEPTH EXPLANATION WITH A TOTAL OF 984 WORDS (excluding references) !

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Basic Introduction - Top level managers or the top quality employees are those who through the years of experience a man is attaining a top management. He can be anybody who belongs to the board of directors, vice president, CEO, all those who are responsible to control the organization and supervise it. The main people who manage an office are lame-language experts. Whereas, Rank and file staff can be said to be the cornerstone of any company. Without them, they do not possess any fancy titles that are still important. In fact, a business that lost its rank and file staff would be out of business faster than you might say bankrupt. Rand And File applies to lower-level or non-managers. Now both are important for an organization as it needs experience to run the business the same it needs people to be organized by the managers to perform a specific task. Both hold extreme important positions but Rank and File workers are more important as without them the managers also have no identity.

Body - Examples of leading managers are the board of directors, chairman, vice president and CEO. These administrators command and supervise the company as a whole. We develop priorities, strategic plans, corporate policies, and agree on business management. Top managers also play an important role in mobilizing external resources. The top managers and the general public are accountable to investors. Definitions for low-level management names include managers, representatives and foremen. Such administrators are based on command and direction. Low-level supervisors are generally: job assignments; instruction and oversight of workers on daily work; quality and quantity of production assurance; recommendations and suggestions made; and reassignment of employee issues. The functional management focuses on performing a particular organizational task through the organization and leadership of the talent of an organization in a particular field. Functional executives have a high degree of practical know-how and expertise in the environment they oversee and are based on best practice. Let us quickly discuss a task and duties example of a functional director. An organization's human resource officer would be required to control all human resources practices. This could include overseeing compensation managers, hiring, talent development, regulatory, and others in a medium or large enterprise. Not every mission, but what is required for completing such tasks should be known by the Director. The director must be completely professional, to ensure that the expertise, tools and coordination needed for the successful exercise of these tasks are given to each member in that functional team.

The below paragraphs discuss why it is important for the organization to recruit top managers than rank-and-file workers

Strategic leadership is the difference between top management and mid-level managers. Top managers must identify plans and then coordinate intermediate management to execute organizational elements. Top managers should learn the subordinate capability so that middle management can better assign the right amount of work. The Chairman, President or owner of the company would be the top management level, while the central management office manager could include the head of the department of bookkeeping or the head of the HR department. Top management should provide guidance in order to define corporate policies and tactics. This is a higher management system in which a leader resembles a fleet of ships' admired. In order to overtake a competing flotilla, the admiral decides the best plan to put forces to a particular location, but he lets us know how to maneuver and what weapons to use. Lower-level administrators can stand out without constant supervision by implementing steps and working effectively. The CEO will look at the whole business to determine the best strategy for the company. Once these decisions are taken, the middle managers have to execute the projects.

Top managers will concentrate on long-term productivity and value creation while middle managers focus on organizational excellent performance. Through directing the business to markets that provide the best return on investment, the top manager will represent the interests of investors. To order to improve the quality of the organization, lower-level administrators should rely on daily creativity. Top managers should assemble lower management groups to discuss specific facets of the policy as a whole. The two teams have to collaborate effectively, to ensure practical long-term plans. Lower management is difficult but essential to combat.

Delegation is a key difference between leadership at higher and lower grades. A top manager is most successful when the overall majority of his time is consumed by strategy. To order to do this, he must delegate non-strategic decision-making. Delegation needs subordinate confidence. A top manager always needs to understand the skills of a middle or lower tier leader. It allows us to realize how much a subordinate's ability should be at a lower level.

Conclusion - Companies include a variety of tasks which create value through the production of products and/or services if properly coordinated. Management and coordination is necessary for each of these different tasks or functions. One approach to management is to offer leadership roles in these activities or management areas of power and responsibility. This approach establishes management positions over a single operating unit of authority. Other leadership fields may cover a variety of abilities and roles, but marketing, accounting, human resources, logistics, software development and IT are the most identifiable and general. While it is necessary to assign decision-making power, accountability can not. Finally, a leading director must be held accountable for each division's results. For example, the Chair of the Executive Officer must sign the documents when an accounting department produces financial statements. When deciding that the Securities and Exchange Commission is dishonest, the CEO is responsible, even if the real statements have been produced by the lower level director. Therefore, if a senior manager allows a lower level manager the opportunity to deal with certain challenges, but these difficulties create internal conflicts, then the top level manager will interfere and correct the problem.

References:

Krausert, A. (2014). HRM systems for knowledge workers: Differences among top managers, middle managers, and professional employees. Human Resource Management, 53(1), 67-87.

Davenport, T. H., Thomas, R. J., & Cantrell, S. (2002). Knowledge-worker performance. MIT Sloan management review, 39(2), 43-43.

Jayasingam, S., Ansari, M. A., & Jantan, M. (2010). Influencing knowledge workers: the power of top management. Industrial Management & Data Systems, 110(1), 134-151.

Argyris, C. (1998). Managers, workers, and organizations. Society, 35(2), 343.