Moral Roles of Managers
The person responsible for the control of activities in a firm is known as a manager. The manager oversees projects undertaken by the company and ensures they are profitable. Managers are also administrators of households’ activities or a business. A manager is also responsible for ensuring that the jobs are done. They motivate the workers and help them to overcome issues like limited time and limited resources (Linda, Laura, & Michael, 2015).
A manager, also referred to as a business owner, has several moral responsibilities. One of them is providing a safe environment for all the workers. The safety administration and occupational health dictates that a manager has the responsibility of providing a safe and healthy work place. A manager should provide equipments and tools with the required safeguards in the places of work. They should also train workers on the right use of the tools provided. The environment should also be clean and safe to work in to prevent illness or exposure to illnesses (Mintzberg, 2008).
A manager also ensures prompt payment of the workers or employees. This involves the management of finances and the payroll system to ensure that payment is administered to workers on time. Delays in payment may lower the performance, morale and motivation of the employees. Therefore, it is the moral responsibility of a manager to ensure that there are no delays or mistakes in payment so as to be assured of a smooth flow of activities in the company (Patricia, 2012).
Managers have a moral responsibility of upholding and respecting the law. They ensure that their companies do not engage in illegal activities and they fully pay their due taxes. Every company should pay taxes in order to help the government in its daily activities including ensuring a safe and stable social, economic, and political environment for the businesses to operate. A company should avoid illegal activities for example dealing with drugs within its premises. The manager should ensure that the laws of the country are fully adhered before undertaking any actions or activities (Freeman, & McVea, 2015).
Managers moral responsibility have several implications. The legal responsibility ensures that the company performs its duty in accordance with the law. This helps the company’s activities to flow easily and ensure there are no hiccups as the government or legal bodies has no business in interrupting its activities (Barrett, 1993). Once a company through its manager ensures prompt payment of the workers, the morale of the employees will be high. This will translate into increased production and thus more profits. The aim of most companies is to maximize profits and thus the companies will be able to achieve one of their key objectives.
A manager should have several skills to be able to lead other workers and ensure the company moves in the right direction (Mullins, 2015). Among these skills include time management. Managers must ensure that work is due before the deadline. They also ensure prioritization of the important activities within the company. A manager should also have good organization skills. This involves implementing processes and outlining what should be done at what time. Interpersonal skills should also come in handy for a manager to be successful. These involve good relationship with workers and ensuring work is assigned to the most able and highly motivated individual within the team (Luecke, 2004).
References
Barrett, M., Sutcliffe, P. J., & Key Centre in Strategic Management (Queensland University of Technology). (1993). Leadership theories: A critique and its implications for management education. Brisbane: Key Centre in Strategic Management, Queensland University of Technology.
Freeman, R., & McVea, J. (2015). A Stakeholder Approach to Strategic Management (1st ed., pp. 165-179). New York: Blackwell Publishing. Retrieved from http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=8&cad=rja&uact=8&ved=0CE4QFjAH&url=http%3A%2F%2Fwww.researchgate.net%2Fprofile%2FJohn_Mcvea%2Fpublication%2F228320877_A_Stakeholder_Approach_to_Strategic_Management%2Flinks%2F54c795740cf22d626a36a812.pdf&ei=AT46VealGvKu7Aa4_YHgBQ&usg=AFQjCNEx-90v1eidRtsuyHCgPLc9sldW7Q&sig2=mP3NmXdintN1DI3M-XWhkw&bvm=bv.91427555,d.ZGU
Linda, K., Laura, P., & Michael, B. (2015). Moral Person and Moral Manager: How EXECUTIVES DEVELOP A REPUTATION FOR ETHICAL LEADERSHIP (1st ed., p. 128-142). California. Retrieved from http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&ved=0CDEQFjAB&url=http%3A%2F%2Fhomepages.se.edu%2Fcvonbergen%2Ffiles%2F2012%2F12%2FMoral-Person-and-Moral-Manager_How-Executives-Develop-a-Reputation-for-Ethiccal-Leadership1.pdf&ei=-jo6VcC_NsiQ7AbDjIDwBw&usg=AFQjCNG0eYbu64QYWeSz2f1nEJFXfeyIuA&sig2=TggZtOT5U21PRHOYWoZHqA&bvm=bv.91427555,d.ZGU
Luecke, R. (2004). Manager’s toolkit: The 13 skills managers need to succeed. Boston, Mass: Harvard Business School Press.
Mintzberg, H. (2008). Managers not MBAs: A hard look at the soft practice of managing and management development. S.l.: ReadHowYouWant.
Mullins, J. (2015). MANAGEMENT & ORGANISATIONAL BEHAVIOUR INSTANT (9th ed., pp. 423-493). Prentice Hall: Pearson Education. Retrieved from http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=9&ved=0CFMQFjAI&url=http%3A%2F%2Febooks.narotama.ac.id%2Ffiles%2FManagement%2520%26%2520Organisational%2520Behaviour%2520%25289th%2520Edition%2529%2FCover%2520%26%2520Table%2520of%2520Contents%2520-%2520Management%2520%26%2520Organisational%2520Behaviour%2520%25289th%2520Edition%2529.pdf&ei=AT46VealGvKu7Aa4_YHgBQ&usg=AFQjCNG-o06Q7LyrInwxZuf7mVQluabGQg&sig2=s0jlVumOJafr_LGTOFgF8Q&bvm=bv.91427555,d.ZGU
Patricia,C. (2012) Moral Imagination and Decision Making. Vol. 25, pp.256-259. Retrieved April 22, 2015 from http://www.jstor.org/stable/259276