Reflective Position On Manager’s Role And Research Issues ✓ Solved

Reflective Position on Manager’s Role and Research Issues

This assignment asks for a reflective position on the role of managers, or on general management, considering some researchable issues related to that role or management in general, based on preliminary reading. The reflection should include insights gained from personal experience, relevant management theories, and current research themes, highlighting how research informs managerial practice and decision-making.

Paper For Above Instructions

Management is fundamentally about guiding organizations to achieve their objectives effectively and efficiently. As a manager, particularly in leadership roles such as a CFO, the understanding of both practical skills and theoretical knowledge is crucial. The role extends beyond mere financial analysis to encompass strategic vision, leadership, ethical considerations, and the ability to adapt to a dynamic environment. Reflecting on my experience as a CFO for nearly ten years, I have realized that effective management is deeply intertwined with continuous learning and the integration of research-based insights.

The traditional view of management often centers on operational efficiency and financial performance. Classic theories such as Frederick Winslow Taylor’s Scientific Management laid the foundation for understanding task optimization and productivity (Taylor, 1911). However, over time, the complexity of modern organizations has necessitated models that emphasize leadership, motivation, and organizational behavior. Contemporary management theory blends scientific principles with human relations approaches, recognizing that employee engagement and ethical standards play vital roles in organizational success (McGregor, 1960; Herzberg, 1959).

From personal experience, the importance of a macro perspective in managerial decision-making has grown. Early in my career, my focus was predominantly on financial statements, budgets, and control mechanisms. While these remain critical, I now realize that successful management also involves understanding the implicit factors—culture, stakeholder relationships, innovation potential, and societal expectations. This aligns with the resource-based view of the firm, which emphasizes leveraging intangible assets for sustained competitive advantage (Barney, 1991).

The role of research in management practice is profound. Academic research develops theories like strategic management, leadership, organizational change, and ethics, which are vital for navigating complex business environments. For example, the concept of corporate social responsibility (CSR) has evolved from a mere philanthropic activity to a strategic imperative grounded in stakeholder theory (Freeman, 1984). Implementing CSR often requires managerial insight informed by research into societal expectations and competitive dynamics, illustrating the importance of evidence-based management.

Research also sheds light on the importance of ethical conduct in management. Ethical decision-making fosters trust, reputation, and long-term success. As a CFO, adhering to professional codes of conduct, such as those issued by ACCA, is essential. Ethical research processes ensure transparency, credibility, and compliance with legal standards. Internal company research, like financial analysis and performance evaluations, must uphold high standards to inform sound decision-making. External consultancy work, such as engaging with PwC for valuation studies, demonstrates how external research complements internal insights but also incurs significant costs (PwC, 2017).

In my view, the integration of research into managerial roles facilitates more informed, strategic, and ethical decisions. For example, understanding the latest management theories about innovation management or sustainable practices enables managers to implement best practices aligned with current global trends. Moreover, research on organizational change highlights the importance of leadership styles and employee involvement in transformation initiatives (Kotter, 1996).

Modern management also faces the challenge of adapting theories developed predominantly in Western contexts to other cultural settings. Chinese companies such as Haier, Huawei, and Alibaba have adapted management principles creatively to their unique environmental and cultural contexts, demonstrating that flexible application of management theories is often necessary (Zhou, 2010). This underscores the ongoing research effort to tailor management practices to diverse cultural settings, emphasizing the importance of cross-cultural studies in management research.

In conclusion, the managerial role is multifaceted, enriched by continuous learning and supported by research. Theories inform practice, and practice, in turn, inspire new research questions. As managers, embracing evidence-based management—grounded in both traditional and contemporary research—can enhance decision-making, promote ethical standards, and foster sustainable organizational growth. Moving forward, I believe that fostering a learning organization, one that values ongoing research and innovation, will be essential for navigating the complexities of the global business environment.

References

• Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120.
• Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman.
• Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.
• PWC. (2017). Corporate Valuation and Acquisition Strategy Report. PricewaterhouseCoopers.
• Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.
• Zhou, K. Z. (2010). An Empirical Examination of the Factors Influencing International Business Strategy of Chinese Multinational Companies. Journal of Business Research, 63(8), 787–794.