Managers have many functions, roles and skills, below I will illustrate one of each and how IT is able to improve performance in each of these examples.
- FUNCTION – Manage Time and Resources Efficiently
As described by Management-Hub.com (n.d.), and as we all know well, time is “precious and vital”. A manager needs to manage his/her time well between his/her team and superiors as well as his/her time spent on organisational goals that require his/her personal capacity and skills.
I.T has introduced calendar software, such as Google’s Calendar (www.google.com/calendar) that is able to send SMS (text), E-Mail and Pop-up (if the calendar happens to be open) alerts to users on their cellular phone, laptop, computer or land line (depending on the carriers ability to read and/or receive text messages). Assuming that the manager will have with him at least one network enabled or communication enabled device at all times (which I think is a fairly safe assumption) this allows him/her to be constantly reminded of his appointments.
- ROLE – Intermediary between employee groups and top management
About-Personal-Growth.com (n.d.) describes a manager as the “middle person in between top management level and the team that reports to him”. As most organisations are hierarchical, as well as the requirement for efficiency, managers are usually the liaison between upper management and regular employees. Due to the sheer size of certain organisations it would be difficult for a manager to keep track of exact discrepancies, complaints, issues, performance reviews and other requests from either party. I.T has brought with it the ability to track accountability and exact details of communications with tools as basic as E-mail. A manager will be able to refer to messages from management/employees directly when addressing issues with either party without missing any details.
- SKILL – Good Planning
This is, in my opinion, one of the most important skills a manager requires – some may perhaps think more when referring to a project manager but I do think it’s equally important in all areas of management. Without organised planning the manager is unable to assess progress on achieving organisational goals. As About-Personal-Growth.com points out, “having goals and planning out the directions allow for effective time management and saves cost and resources”.
Planning also ties up with adaptability to change, both positive and negative. I think this would tie in with Buchanan and Huczynski‘s (2010, p.52) quotation of Ansoff in which Ansoff states that managers who are unable to develop an entrepreneurial way of thinking “must be replaced”.
About-Personal-Growth.com (n.d.) Managers – Roles and Responsibilities [Online]. Available from: http://www.about-personal-growth.com/managers.html (Accessed: 6 February 2011).
Buchanan, A. & Huczynski, A. (2010) Organizational Behavior. 7th Edition. Upper Saddle River: Prentice Hall.
Management-Hub.com (n.d.) Roles & Responsibilities of a Manager in an Organization [Online]. Available from: http://www.management-hub.com/hr-manager-roles.html (Accessed: 6 February 2011).