MANAGEMENT ROLE RESPONSIBILITY IN EMERGING PARADIGM w.r.t DOMAIN OF ACCOMPLISHMENT AND TYPES OF ACTIVITIES

During past months, I have met many managers, CEOs & directors from various segments of industries. I often ask them to describe their fundamental role in their organization. There is always a moment of silence, and usually a glance that tells me that if I were smart, I wouldn’t be asking such a question, because I should already know what the traditional managerial roles are. However they rarely define their role in term of continuous improvement. Now I have to confess, with 28+ years of experience doing managerial kind of things in industry, until now I too had no idea what the true managerial role should be. I now know what manager should be doing, and how customer and stakeholders should measure their performance.

Traditional approaches to management are inadequate because they have failed to specify a purpose. HR initiated training program have too often taught engineers / managers process skill without mentioning the organizational purpose for customer value. As a result managers as well engineers come out from training hall with the delusion that if they work diligently enough with their social process skill or technical skill , they were succeed as managers of competitive organization. Certainly these technical and traditional managerial role, such as planning, organizing, leading and monitoring, are important but they must be applied for a purpose. The emerging paradigm specifies a purpose. Role responsibility for emerging paradigm requires managers to accomplish change and stable execution of their strategy, system and operations. And these accomplishments must be tightly integrated to achieve continuous improvement in customer value.