So what is the Definition of a Manager?

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Who'd be a Manager?

A classic definition of what managers are about is that ‘Leaders do the right thing and managers do things right’. A more standard definition is that managers would work towards the organisation’s goals using the resources at their disposal.

It of course also depends on the size of the organisation. Larger companies might require managers to oversee the efforts and achievements of a further level of managers. A General Manager might have several other managers reporting to him or even several levels of management reporting to each other.

These include such titles and positions as executive, top, middle and first-line managers. The top strata of this management matrix would in all probability focus more on strategic and conceptual matters while the lower levels would be tasked with ensuring that performance was on target.

Middle managers would in turn have a level of management reporting to them most often referred to as line managers. The function of the line manager would be to ensure that the actual day-to-day activities of a group of workers was according to plan.

There are certain managers who might have several different levels of people reporting to them. In the area of project management where one person is responsible for an entire project such as the development of a new building then several different levels of staff would report to him.

A functional manager might be in charge of a certain major function in the organisation. This is the more common format taken in most organisations. Here the managers may handle the marketing, financial or engineering function for instance and have a string of specialists reporting to them.

The product manager is in charge of a product or service. He would traditionally handle the  engineering and quality control issues. A brand manager on the other hand, most often found in FMCG – fast moving consumer goods – businesses would handle the sales and promotions function and would most often report to the marketing manager.

Product (or service) management includes a wide range of management activities, ranging from the time that there’s a new idea for a product to eventually providing ongoing support to customers who have purchased the new product. Every organization conducts product management, whether it’s done intentionally or unintentionally.

Nonprofit organisations often provide services in the form of programs rather than products. The services from the programs could conceivably be referred to as products to groups of clients.

In smaller organisations a more flexible management style is required. Here the manager might have every staff member of the organisation reporting to him. In these instances it is often the owners who manage their businesses.

Not only will the manager have all staff under him but he will in all probability need to handle the production, marketing, sales or financial management as well.

In recent years it has been most often the case that the smaller the organisation the more flexible the management style may be. This flexibility has been something that larger organisations have realised they are lacking. It means that they are unable to change direction in line with rapid demands in the business environment due to their inflexible management structure.

What’s your experience of managing or being managed?