Management, People and Organisations - Managing the United Kingdom Essay - 1

Management, People and Organisations - Managing the United Kingdom field of fill Health Service - Essay ExampleFinally, the paper discusses the functions of management and the skills required to perform the managerial economic consumption and focuses on the control function to determine whether or not it can be performed without managers.Management is delimit by Koontz and Weihrich (2004) as the process of designing and maintaining an environment in which, individuals, working in groups, efficiently bring through selected goals. There are different definitions regarding what management precisely is. In another definition Management is the craft of getting things misrepresent through people (Daft, 2005). According to these definitions, the key role of management is to get things done by the people, through creating a suitable environment in which they can achieve organisational goals.The case study shows that many clinicians have taken on managerial roles into their existing r ole, in a bid to make a difference. This involvement in management can be time consuming and actually conflicts with their clinical roles. It is obvious that many of the symptoms which the case study demonstrates can be directly linked to conflict of roles.A role is a set of expectations and obligations to act in a specific way in a certain context (Rollinson, 2008). In any given role, there are two aspects The role doer and his obligation toward the role, and the role setter who has expectations from the person performing the role.Role conflict arises from inadequate role definition. The way of life in which a person actually behaves may not be consistent with their expected blueprint of behaviour. Such inconsistency leads to a number of results which reflect negatively on the managers instruction execution and morale. (Leicester MPO, 2007)The first result is incompatibility of role. It arises when compliance with being a clinician makes it very difficult to combine with being a manager. Middle managers often face this problem with their senior and junior managers. (Leicester MPO, 2007) As