You are on page 1of 5

ESSAY WRITING

A student is a learner, or someone who attends an educational institution.


In some nations, the English term (or its cognate in another
language) is reserved for those who attend , while a schoolchild
under the age of eighteen is called a pupil in English (or an
equivalent in other languages). In its widest use, student is used for
anyone who is learning. In that context the main roes performed by
a student as a manager is discussed below.
The Roles and Responsibilities of student being a manager
In life we must take on many roles and responsibilities it is the same for managers and
leaders. In the role of leadership, he or she must be able to communicate, inspire and
influence. They must exhibit good character, a clear sense of direction, and set
examples with sound decisions. The essence is that a good leader must be able to
understand the needs of their employees.
On the other hand, a management role is somewhat different, manager's views
companies' goals and responsibilities on a different level. Their span of control covers a
broader spectrum. It not only involves the problems of the employees, but what best
suits the company as a whole, for example: Let's say your company's mission statement
includes a corporate goal of expanding from North America into Asian markets. You
are responsible for customer service department.
First step is to look at what is best for your department, by reviewing all the options.
For instance, who will administrate the movement of resources, people, and products?
Next, factoring in some concerns of the cultural and financial aspects. Another
problem to address is who will assess and troubleshooting problems as they occur. In
this scenario the role of management is to assist, support and motivate the expansion
into the Asian markets.

The responsibility of management is to began with a good plan that will help in setting
goal, organize and to ensure that everything in place for implantation. A manager is
someone who continually steps forward with solutions to problems. These new ideas
move the organization closer to its objectives and routinely implements ideas in ways
that result in continually better organizational performance at continually lower costs.
This is accomplished while helping employees grow personally and professionally
through development tools.
Managing Change
Managing change is important in seeking the final component of successfully managing
strategy, process, people and culture in most modern organizations. More and more,
staying competitive in the face of demographic trends, technological innovations, and
globalization requires organizations to change at much higher rates than ever before. Few
people will argue with this statement, but fewer still will say their organization does a good
job at managing those changes. Managing change well is a continuous and ongoing
combination of art and science that assures alignment of an organization¡¦s strategies,
structures, and processes (Worley & Vick, 2005).
Theories of Change Management
Lewin¡¦s Change Model
Kurt Lewin (1890-1947) was a social psychologist whose extensive work covered studies of
leadership styles and their effects, work on group decision-making, the development of force
field theory, the unfreeze/change/refreeze change management model, the ¡§action
research¡¨ approach to research, and the group dynamics approach to training (Mark, 1999).
Kurt Lewin's three step change model is applied to the implementation of organizational
change. If change is needed in an organization and the individuals affected by this change
are asked to participate in the implementation of it, the change has a greater chance of being
not only implemented but also successful. The first step of Lewin's model tells us how to
minimize barriers to change and increase the odds of a successful change effort. The
second step is the movement that takes place after people have bought into the need for
change. The final or refreezing step of Lewin's model calls for the change agents to work
actively with the people in the organization to install, test, debug, use, measure, and enhance
the new system (Levasseur, 2001).

Management And Leadership


As management and leadership are compared, the difference between the two is clearly
evident. Leadership goes beyond the idea of managing day-to-day routine operations. To
be a great leader, one must develop leadership skills to properly take on roles and
responsibilities necessary to maintain an outstanding organization. For example, developing
a sense of direction or vision and the ability to motivate personnel to reach a common goal
in various situations are responsibilities that a leader must take into consideration to keep an
organization competitive. At the end of the day, a manager with excellent leadership skills
will always stand apart from average managers.
Although management and leadership are different, they are both a necessity for an
organization to be prosperous. Management mainly includes planning, budgeting and other
routine tasks. Leadership primarily encompasses developing a sense of direction, goals and
vision. While management concentrates on staffing the organization, developing an
organization structure and monitoring activities, good leadership looks toward motivating
employees to reach goals that will lead the organization into the future. Even though they
differ, an organization can flourish by employing personnel who can properly carry out the
both leadership and management skills.
A great leader must be aware of roles and responsibilities that are essential in creating an
exceptional organization. First, a leader must develop a goal and vision. Next, a leader must
be able to utilize his sources of power to influence and communicate to others a common
goal or strategy. Then, a leader must develop a leadership style that will ultimately
influence employees to give a high, caliber performance. At times, this means being able to
adjust the leadership style depending on the situation. Also, a leader must develop a sense of
trust by creating an atmosphere of fairness and consistency within the work area.

Tomorrow's Manager
Just as the world continues to evolve at lightning speeds, so will new technologies. These
technologies are limit less to only the imagination. One certainty of business in the future
will be the changing role of traditional management styles. Even in today's technology,
managing a mobile or remote work force is not uncommon ground. Tomorrow's manager
will require a new approach separate and distinct from the traditional role of management.
Key roles of tomorrow's manager will require a new team-based organizational
focus, strategic change planning, motivational and control methods, and vision.

The business world has changed continuously throughout time through the effort of people
and management pushing them to construct bigger, better, and faster concepts. This trend
will continue in the future except, it will become a necessity. To best manage, infrastructures
must be established that align with this trend. Team-based concepts with self-managing
work groups will become a requirement for the success of tomorrow's organization. It will
be key to keep employees involved. Gary Dessler, a university textbook author, describes
employee involvement as a program. He states, "An employee involvement program is any
for

Change to anything will require a new vision that coincides with the change. As is key in
today'sbusiness climate, the ability to establish that vision will be a requirement
for tomorrow's manager. The vision must be simple yet impacting. It must promote the
market share expectations and recognize the important role of employees. N.R. Narayana
Murthy, Chairman and CEO of Infosys Technologies Limited, once stated, "That [our]
vision is to be a globally respected software corporation providing best-in-class business
solutions employing best-in-breed professionals" (Infosys). Murthy's vision helped to take
the initial two hundred and fifty dollar capital investment of Infosys Technologies
Limited and produced a major contender in the software market place.
that analysis, the company must find a sustainable competitive advantage, that is, a basis on
which to identify a relative superiority over competitors" (Dessler 166-167). Tomorrow's
manager must be able to assess the market place and implement a strategy to elevate the
organization above the competitor at the local, regional, national, and global levels.

Tomorrow's business challenges are facing us today. The future manager must prepare
themselves for the future changes unquestionably on the forefront. Adapting organizations
to team oriented self-managing work groups will best fit as the solution to

It is almost always a team of people doing a task is better off than a person doing it. And if
the leader is a narrow-minded, tyrant that has the stubbornness of a 5-year old child and the
temper of a grumpy old person constantly on the verge of explosion, it is sure that the
autonomy of the company will by out of sync. It was 2 years ago that a CEO had almost
single-handedly almost brought a company to its knees, sending shock throughout all
corners of Wall Street. He went by the name of “Chainsaw Al.” The near crumble of
Sunbeam Corporation, a company that specializes in making household and outdoor goods,
laid basically in the personality of Al Dunlap and his style of management, where he was
autocratic and the structure was too top-down. When organizational structure is so top-down
that information and advice only flow downwards and employees’ suggestions are ignored,
problems are bound to occur sooner or later. After his one-man show, conducing chaos and
disorder, the board of Sunbeam could no longer stand the horrid situations and fired him.

Leadership Vs Management Quality By student as a Manager


The biggest difference between managers and leaders is the way they motivate the people
who work or follow them, and this sets the tone for most other aspects of what they do.

Many people, by the way, are both. They have management jobs, but they realize that you
cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too.

Managers have subordinates


By definition, managers have subordinates - unless their title is honorary and given as a
mark of seniority, in which case the title is a misnomer and their power over others is other
than formal authority.

Authoritarian, transactional style


Managers have a position of authority vested in them by the company, and their
subordinates work for them and largely do as they are told. Management style is
transactional, in that the manager tells the subordinate what to do, and the subordinate does
this not because they are a blind robot, but because they have been promised a reward (at
minimum their salary) for doing so.

Work focus
Managers are paid to get things done (they are subordinates too), often within tight
constraints of time and money. They thus naturally pass on this work focus to their
subordinates.

Seek comfort
An interesting research finding about managers is that they tend to come from stable home
backgrounds and led relatively normal and comfortable lives. This leads them to be
relatively risk-averse and they will seek to avoid conflict where possible. In terms of people,
they generally like to run a 'happy ship'.

Leaders have followers


Leaders do not have subordinates - at least not when they are leading. Many organizational
leaders do have subordinates, but only because they are also managers. But when they want
to lead, they have to give up formal authoritarian control, because to lead is to have
followers, and following is always a voluntary activity.

At last we conclude that as being an MBA student the best ability is shown by performing
managerial functions and responsibilities and also the leadership qualities as discussed
earlier because student is a person who learns every time.MBA has to perform certain key
decisions and the managerial functions as their roles, that is why I am a best student.

You might also like