Manager (person)

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Among executives is meant people who in a business entity with tasks of personnel management are entrusted.

General

Economic entities include companies , associations of persons or public administration with their authorities .

The division of labor also requires a division into executive and managerial activities , which are characterized by a mutual ranking . The conductive activity is the power to, as part of the management right means transfer object carriers impose executive activities which actions they perform, and what to them refrain have. Managers can make use of their right to give instructions orally ( order , order ) or in writing ( work instructions , service instructions ). Through their leadership skills , they take on external responsibility and delegate implementation skills . The managerial tasks of a manager include organization , planning , goal setting , decision-making , coordination , information , employee evaluation and control . For Konrad Mellerowicz , only one person is allowed to take on a management role ( unipersonal management ) because the entrepreneur "has ultimate responsibility for the entire company". By this, however, he means that only substantial business decisions are reserved for the entrepreneur, because he also transfers management tasks and management responsibility to subordinate organizational units by way of delegation .

Delimitations

The terms “ manager ” and “executive” are often used synonymously, although they differ in the underlying competencies . Leadership is a part of the management , therefore managers need leadership skills , while managers about management skills must have. The leader in the material sense formulated target e, detects problems , plans , decisions , enforce decisions and examine the impact that organized and controlled . Underpass in the narrow sense refers to the personnel management or leadership by influencing the employees , where they adhere to goals and interactions oriented.

Definitions

The definition of “manager” or executive officer is not uniform. The group of people considered must therefore be defined for surveys and investigations.

In a study by the Association of German Engineers (VDI) executives are referred to as "people with budget and / or personnel responsibility ". The German Institute for Economic Research (DIW) defined for their executives monitor 2010 as leaders "people aged 18 and over in the SOEP disclosures, as employees in the private sector functions with extensive managerial duties [...], other management functions or highly qualified activities [...] to be active. "

The role of the manager is exposed, and the relationship between the employee and manager as well as the perception of the manager in public are subject to a particular area of ​​tension. Foreign executives in local companies are usually particularly controversial. In the case of executives as individuals , the four Greek temperaments can be distinguished according to the constitution type in the theory of temperament , which are shown in leadership behavior.

Task content

Managers can perform their management tasks with the help of various management principles , management styles and management guidelines. While leadership principles encompass the methods of behavior control in the company using "management by ..." techniques, the leadership style characterizes the behavioral patterns and the way in which a manager manages their managerial tasks. Management guidelines, in turn, serve to provide binding information for all employees about the management style in the company and aim to standardize management behavior.

While in the case of disciplinary superiors the managerial tasks are the most comprehensive, the specialist superiors only take over the technical supervision of the personnel .

Leadership as a learnable skill

In the strongly US-American dominated organizational theory of the term "manager" was ( English leader ) of the term " management " separately. Warren Bennis is an opponent of the birth hypothesis "Leaders are born - not made!" He differentiates managers and executives according to tasks and behavior. However, this distinction has not caught on because managers have to lead and managers have to manage. The focus of research and the practice of executive development is not on personality traits or styles, but on company-specific skills.

The definition of “manager” or executive officer is not uniform. The group of people considered must therefore be defined for surveys and investigations.

In a study by the Association of German Engineers (VDI) executives are referred to as "people with budget and / or personnel responsibility ". The German Institute for Economic Research (DIW) defined for their executives monitor 2010 as leaders "people aged 18 and over in the SOEP disclosures, as employees in the private sector functions with extensive managerial duties [...], other management functions or highly qualified activities [...] to be active. "

The role of the manager is exposed, and the relationship between the employee and manager as well as the perception of the manager in public are subject to a particular area of ​​tension. Foreign executives in local companies are usually particularly controversial. In the case of executives as individuals , the four Greek temperaments can be distinguished according to the constitution type in the theory of temperament , which are shown in leadership behavior.

Differences according to Warren Bennis
Manager Leader
managed renewed
is a copy is an original
receives developed
focuses on systems
and structures 		focuses on people
relies on control inspires confidence
thinks in the short term thinks long term
asks "How?" and "When?" asks "What?" and "Why?"
keeps his eye on the balance sheet keeps an eye on the horizon
accepts the status quo challenges the status quo
is the classic good soldier is completely himself
doing things right do the right things

For this, a manager needs certain skills, which Bennis and Nanus derive from their sample of 90 managers:

  1. The ability to accept people for who they are.
  2. The ability to approach relationships and problems with the present rather than the past.
  3. Treat people in the immediate vicinity as politely and attentively as strangers or casual acquaintances.
  4. The ability to trust others even when the risk seems great.
  5. The ability to do without constant approval and approval from others.

See also

literature

  • Warren Bennis and Burt Nanus: Executives . Frankfurt am Main, 1985.
  • Peter Drucker: The practice of management . Econ Munich 1998.
  • Ulrich Hinsen: Management communication . Dialogues. Communication in transition - change in communication . Berlin 2009, ISBN 978-3-940543-05-9 .
  • Frank Jetter: Rainer Skrotzki: leadership skills. The executive as a role model, manager, coordinator, doer, team developer, coach, expert and learner at the same time . Regensburg: Walhalla-Fachverlag, 2011, ISBN 978-3-8029-3369-1 .
  • Walter A. Oechsler: Personnel and Work (11th edition). Munich / Vienna: Oldenbourg Verlag, 2011, ISBN 978-3-486-59670-0 .
  • Klaus Olfert: Personalwirtschaft (14th edition). Herne: NWB Verlag, 2010, ISBN 978-3-470-54384-0 .
  • Daniel F. Pinnow : Leadership: what really matters (5th edition). Gabler-Verlag, 2011, ISBN 978-383490331-0 .
  • Hans-Georg Huber / Hans Metzger: Sensibly successful. Leading oneself and others , Rowohlt Taschenbuch-Verlag, Reinbek bei Hamburg 2004, ISBN 3-499-61936-9 .
  • Werner Sarges: Diagnosis of management potential for a business world that is changing ever faster and more unpredictably. In: Lutz von Rosenstiel & Thomas Lang-von Wins (eds.): Perspectives of the assessment of potential (pp. 107–128). Göttingen: Hogrefe, 2000.
  • Thomas M. Steiger, Eric D. Lippmann (Eds.): Handbook applied psychology for executives 3rd edition. Heidelberg: Springer, 2007, ISBN 978-3-540-76339-0 .

Web links

Wiktionary: Manager  - Explanations of meanings, word origins, synonyms, translations

Individual evidence

  1. ^ Klaus Altfelder / Hans G. Bartels / Joachim-Hans Horn / Heinrich-Theodor Metze: Lexikon der Unternehmensführung , 1973, p. 83
  2. ↑ Konrad Mellerowicz: Enterprise Policy , Volume 1, 1963, p. 31
  3. ↑ Reinhard Höhn / Gisela Böhme: Management Brevier der Wirtschaft , 1974, p. 9 f.
  4. ↑ cf. including Wolfgang H. Staehle, Management , 7th edition, Munich 1994; Stephen P. Robbins / David A. DeCenco: Fundamentals of Management , 4th ed. Upper Saddle River, 2004; Peter Ulrich / Edgar Fluri: Management , 7th edition, Bern a. a., 1995
  5. ↑ VDI report Engineers in the field of tension between work, career and family. (PDF; 326 kB) Retrieved October 5, 2008 . Footnote p. 6
  6. ↑ Executive Monitor 2010. (PDF; 1.5 MB) DIW, p. 16 , accessed on November 28, 2010 : “Definition of executives: Executives include people over the age of 18 who stated in the SOEP as employees in the private sector in Functions with extensive management tasks (for example directors, managing directors or board members of larger companies and associations), other management functions or highly qualified activities (for example department heads, scientific employees, engineers [...]). "
  7. ↑ Frithjof Arp: Typologies: What types of foreign executives are appointed by local organizations and what types of organizations appoint them? . In: German Journal of Human Resource Management / Zeitschrift für Personalforschung . 27, No. 3, 2013, pp. 167-194. doi : 10.1177 / 239700221302700302 .
  8. ↑ Frithjof Arp: Emerging giants, aspiring multinationals and foreign executives: Leapfrogging, capability building, and competing with developed country multinationals . In: Human Resource Management . 53, No. 6, 2014, pp. 851-876. doi : 10.1002 / hrm.21610 .
  9. ↑ Frithjof Arp, Kate Hutchings, Wendy A. Smith: Foreign executives in local organizations: An exploration of differences to other types of expatriates . In: Journal of Global Mobility . 1, No. 3, 2013, pp. 312-335. doi : 10.1108 / JGM-01-2013-0006 .
  10. ↑ Klaus Altfelder / Hans G. Bartels / Joachim-Hans Horn / Heinrich-Theodor Metze: Lexikon der Unternehmensführung , 1973, p. 84 ff.
  11. ^ Henry Mintzberg: Managers Not MBAs, A Hard Look At The Soft Practice of Managing and Management Development , San Francisco, 2004
  12. ↑ VDI report Engineers in the field of tension between work, career and family. (PDF; 326 kB) Retrieved October 5, 2008 . Footnote p. 6
  13. ↑ Executive Monitor 2010. (PDF; 1.5 MB) DIW, p. 16 , accessed on November 28, 2010 : “Definition of executives: Executives include people over the age of 18 who stated in the SOEP as employees in the private sector in Functions with extensive management tasks (for example directors, managing directors or board members of larger companies and associations), other management functions or highly qualified activities (for example department heads, scientific employees, engineers [...]). "
  14. ↑ Frithjof Arp: Typologies: What types of foreign executives are appointed by local organizations and what types of organizations appoint them? . In: German Journal of Human Resource Management / Zeitschrift für Personalforschung . 27, No. 3, 2013, pp. 167-194. doi : 10.1177 / 239700221302700302 .
  15. ↑ Frithjof Arp: Emerging giants, aspiring multinationals and foreign executives: Leapfrogging, capability building, and competing with developed country multinationals . In: Human Resource Management . 53, No. 6, 2014, pp. 851-876. doi : 10.1002 / hrm.21610 .
  16. ↑ Frithjof Arp, Kate Hutchings, Wendy A. Smith: Foreign executives in local organizations: An exploration of differences to other types of expatriates . In: Journal of Global Mobility . 1, No. 3, 2013, pp. 312-335. doi : 10.1108 / JGM-01-2013-0006 .
  17. ^ Warren Bennis: Managing the Dream: Reflections on Leadership and Change , 1990
  18. ↑ Waren Bennis / Burt Nanus: Executives , Frankfurt am Main 1985, p. 67 f.