Reflection: Evolution of My Understanding of Management

Throughout this session, my understanding of management has shifted from seeing it as a purely functional and task-oriented role to recognising its deeper relational and strategic dimensions. Previously, I perceived management as primarily concerned with planning, organising, and controlling resources to achieve specific objectives. While these elements remain vital, I now appreciate that effective management involves fostering relationships, inspiring teams, and embedding a sense of purpose within organisational structures.

One of the key insights I have gained is the distinction between management and leadership and how they complement each other. While management focuses on maintaining order and efficiency, leadership is about vision and motivation. This duality is critical for achieving organisational goals, especially in dynamic and complex environments. I now see a manager not just as an enforcer of processes but as a facilitator who balances operational demands with the emotional and professional needs of their team. This balance is essential for creating a workplace where employees feel valued and motivated to contribute their best efforts.

I have also come to understand that a manager’s role is deeply relational. Drawing on the ideas of responsible leadership, I see management as a practice rooted in building trust, inclusivity, and shared accountability. This perspective has broadened my view of what it means to manage people. For example, a manager’s success is not solely measured by meeting deadlines or achieving KPIs but also by how they engage with their team, resolve conflicts, and ensure that individuals feel part of something greater than their individual tasks.

The session has also highlighted the importance of ethical responsibility in management. In my earlier understanding, I considered ethics as a supplementary aspect of management rather than a core component. Now, I recognise that ethical decision-making and transparency are integral to sustainable success. A manager must not only make fair decisions but also demonstrate a commitment to the values and principles that uphold organisational integrity. This ethical foundation is key to building a positive work environment where trust and respect flourish.

Another significant shift in my perspective is the recognition of the manager’s role in fostering innovation and adaptability. Organisations today face rapid changes, whether driven by technology, globalisation, or societal expectations. A manager must not only implement strategies but also encourage creativity and flexibility within their teams. This requires a leadership mindset that supports experimentation and learning, even when outcomes are uncertain. It also means guiding teams through change in a way that reduces resistance and builds confidence in the organisation’s direction.

Finally, I have come to view managers as enablers of well-being and work-life balance. This human-centred approach is crucial in creating a positive and sustainable work environment. A manager who supports their team’s physical and mental health not only improves morale but also drives better performance and long-term loyalty.