美国论文代写：组织中的管理者分析
美国论文代写：组织中的管理者分析。组织中有能力计划、组织、指导、协调和控制活动以取得组织成功的人被称为管理者，他们负责传播这些活动的过程被称为管理。虽然领导者在一个组织中可以被称为管理者或执行者，但领导职能本身可以表现为不同于管理职能。Samson和Daft(2014)认为，管理为组织运作提供了稳定性，并通过这样做使组织能够满足其当前的日常承诺。接下来美国论文代写专家将对组织中的管理者进行以下分析与讨论。
关于企业家的领导角色和管理者角色的研究表明，他们的工作虽然看起来相似，但也有一些不同(Kempster & Cope, 2010)。经理们渴望成为领导者，并专注于发展他们在工作场所的领导技能，但他们的重点确实是日常活动。他们努力发展他们的领导技能或他们对变化的关注将受到日常管理活动的驱动。研究表明，在采用领导角色时，企业家在组织和推动变革方面比在管理职能中表现出更多的主动性(Kempster & Cope, 2010)。专注于领导技能的企业家也寻求更广泛的经验，因此在他们的战略方法中更有洞察力和信息。与管理者相比，企业家的定义似乎突出了这种不同。企业家被定义为在商业市场中不断努力创造具有独特价值的新事物的人。基于新兴机会的创新被企业家所抓住(Dover & Dierk, 2016，第7页)。因此，在企业家的概念理解中，一些动态的东西是被期望的，因为他们通过利用机会不断帮助他们的组织发展。
企业家在管理能力上将发挥更务实的作用。重点是功能，而不是企业家的角色。经理计划、组织、协调和控制，并在此过程中为公司手头的情况带来秩序和结构(Gosling & Mintzberg, 2003)。创业型公司确实需要良好的管理，为已创建的东西带来秩序和结构(Zahra, 2005)。然而，企业家单独接受经理的角色不会帮助企业从舒适的战略位置移动到更高的达到战略。事实上，如果工作场所的管理侧重于复杂性和降低风险，企业家就会寻求承担一些风险。更好的效率、增长和创新会带来一定的风险，有时脱离组织内定义的规定流程和规则是必要的(Holt et al.， 2007)。领导者有能力做到这一点，相比之下，管理者往往致力于维持现状，因此也会建议和激励他们的员工这样做。管理者关注的是协作。他们利用谈判、惩罚甚至一定程度的胁迫来控制与他们一起工作的员工和其他下属。研究者Dover和Dierk(2016)甚至认为，这使得管理工作抗拒变革。然而，无论是企业组织还是企业家都不会抵制变革。
当一个人固守现状时，就不可能有任何改变或发展，这也是为什么企业家必须成为领导者而不是管理者的关键原因。因此，与管理相比，领导职能可以被赋予更广泛的作用，这与现有要素的条件和成功有关。在这样的背景下，这项研究提出了一个论点:对于一个创业企业来说，企业家担任领导者比管理者更好。
Research conducted on the subject of what an entrepreneur’s leadership role and manager role was revealed that their work, although appearing to be similar, had some dissimilarity (Kempster & Cope, 2010). Managers aspire to be leaders and do focus on developing their leadership skills in the workplace, but their focus is indeed on the day to day activities. Their efforts to develop their leadership skills or their focus on change will be driven by day to day management activities. The research revealed that in the adoption of leadership roles, more initiative were shown by entrepreneurs to organize and drive change than they would show within a managerial function (Kempster & Cope, 2010). Entrepreneurs focusing on their leadership skills seek a wider range of experience as well and hence are more insightful and informative in their approach to strategy. The very definition of an entrepreneur seems to highlight this dissimilarity compared against the manager. The entrepreneur is defined as one that constantly strives to create something new with unique values in the business market place. Innovation based on emerging opportunities is seized by the entrepreneur (Dover & Dierk, 2016, p. 7). Hence in the very conceptual understanding of the entrepreneur, something dynamic is expected, as they constantly help their organization evolve by making use of opportunities.
The entrepreneur in the managerial capacity will play a much more pragmatic role. The focus is on functionality, as compared against the role of the entrepreneur. The manager plans, organizes, coordinates and controls and in doing so bring order and structure to the situation at hand in the company (Gosling & Mintzberg, 2003). Entrepreneurial companies do need good management for bringing order and structure to what has been created (Zahra, 2005). However, the entrepreneur accepting the role of the manager alone would not help the business move from its comfortable strategic position to higher reaching strategies. In fact, where the management of the workplace focuses on complexity and risk reduction, the entrepreneur would seek to take some risk. Better efficiency, growth and innovation would come with some amount of risk and sometimes it is necessary to get out of the prescribed processes and rules defined within the organization (Holt et al., 2007). Leaders would be capable of doing this compared to managers who often work on maintaining the status-quo and hence would also advice and motivate their workforce to do the same. The manager focuses on collaborations. They make use of negotiations, punishment and even a certain amount of coercion could be identified in how they seek to control the employees working with them and other subordinates. Researchers Dover and Dierk (2016) even argue that this makes management work resist change. However, neither an entrepreneurial organization nor an entrepreneur will resist change.
There could be no change or no development possible when one adheres to the status quo and this is a critical reason why the entrepreneur has to be a leader more than a manager. The leadership function can hence be given a broader role compared to management which is connected to the conditioning and success of existing elements. Given this background context, this work makes the argument that for an entrepreneurial venture, it is better for the entrepreneur to be a leader than a manager.
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