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Should Manager Be Educated?

Autor:   •  July 30, 2017  •  1,285 Words (6 Pages)  •  289 Views

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as they believe that education is important for their futures. In modern day society, it is highly likely that employers now seek for the managers with a university qualification, as they believe that qualifications are the proof of knowledge. In order to receive such thing as qualifications, the individuals must be tested, and only those who pass all of the exams are suitable for receiving one. Though, in this current society, there are many different types of organisations that require different types of management knowledge. Some could argue that educators could not possibly provide all of the knowledge needed for each different type of management. However, I believe that by having a qualification, this will prove that the individuals have been educated and gained an understanding of the basic management principle. The basic management knowledge then can be expanded and adapted to suit each kind of positions, for example, Human Resource managers, Marketing managers and general managers. It is my belief that it doesn’t matter what type of manager the individual wants to be, they must attend university to gain the basic knowledge and understanding of management through education, before they are accepted as the managers.

At this point, I believe that everyone would have agreed with me that every manager should be educated. However, they must possess more than just knowledge to be able to become the managers. Plato says, to become rulers, they must be philosophers, trained and educated (Spillane, 2007, p. 60). The nature of an organisation has changed over the pass decades, as I believe that the modern organisations are not going to be structured as a hierarchy with clearly identifiable divisions and work tasks anymore. Instated of this hierarchical structure, they are changing to become more like a network structure where managers help others to do their work successfully (Robbins, Bergman, Stagy, & Coulter, 2008, p. 10). Many jobs are now including managerial activities. It means that the employees often make decisions and monitor their own performance. With this change, managers are now defined as the members of organisations who coordinates, oversee and help others to accomplish their goals (Robbins et al., 2008, p. 8). As nature of society is changing from a hierarchy to a network structure, the team members who can both perform the tasks and have wise decisions of how to perform the tasks will overcome those managers who only have knowledge to tell people what to do, but do not have the skills to perform the tasks themselves. In fact, employers are not only looking for the managers who have high level of qualifications but also, experiences in the particular role. For example, to become a restaurant manager, the individuals must have experience of working in the restaurant as well as knowing how to manage and operate the restaurant. Therefore, to become successful managers, the individuals have to be educated, and on top of education, they must also be skillful to meet the shift from a hierarchal structure to the modern network structure.

To conclude, education is, in fact the most important factor that managers must have to manager their organisations. Education provides knowledge, which makes educators wise. People who are not educated cannot be managers, as they only based their decisions on beliefs and opinions not facts and truth. Also, employers nowadays are looking for managers with qualifications. In order to receive one, the potential managers must be educated and examined, to make sure that they have a basic knowledge and understanding of management. However, in modern society, education alone is not enough for individuals to become managers. They must now have two components, knowledge and skills. Knowledge provides the managers the abilities to lead people and make a decision based on wisdom and fact while skills give the managers the ability to work with their team members to achieve the organization goals.


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