The definition of management is the act or manner of managing; handling, direction, or control - but this is just the tip of the proverbial iceberg since management is not an exact science and involves a whole lot more than just the acts listed above. A better understanding of management is the process of coordinating and overseeing the work and activities of others so that their activities are completed efficiently and effectively (Robbins, Bergman, Stagg, Coulter, 2008, pp. 10-11). So managers exist to make sure that the work is completed in the right way and the best way as to achieve the goals of the organisation they work for. Managers tend to complete different functions, and possess different skills that they use on a day to day basis that can be categorised in different ways. The focus will be on the research done by Robert L. Katz in how managers are categorised by the skills they perform. These skills are important because it helps define a manager’s position within an organisation.
However in a modern world, the managerial role is continually affected by changes, whether it is due to the GFC, environmental changes, technological advances and other factors. This impacts the role of a manager to an extent. These impacts can be analysed further by using an example of a manager from Telstra, which is a large Australian multinational organisation dealing with Telecommunication in the private sector. Sherin Godewatte has been in her role of Team Leader in Telstra’s Business Segment for a year now and has moved up in the ranks from Sales Consultancy role. Her current role at Telstra Business is to coordinate and oversee the work of the Sale Consultants so that her team of 15 are meeting their sales targets and adhering to the operational measures set out for them. Within the scope of this essay we will reflect at how Sherin’s role relates to the skills laid out in the light of Katz research and how changes in technology within Telstra affects her role in...