INTRODUCTION

Every organization has ‘Managers’ who are entrusted with the responsibility of
guiding and directing the organization to achieve its goals.

Managers administer and coordinate resources effectively and efficiently

to channelize their energy towards successful accomplishment of the
goals of the organization. Managers are required in all the activities of
organizations. Their expertise is vital across departments throughout the
organization. n today’s volatile economies, every organization need s
strong managers to lead its people towards achieving the business
objectives. A manager’s primary challenge is to solve problems
creatively and plan effectively. Managers thus fulfill many roles and
have different responsibilities within the various levels of an
organization.

Management began to materialize as a practice during the Industrial

Revolution, as large corporations began to emerge in the late 19th
century and developed and expanded into the early 20th century.
Management is regarded as the most important of all human activities. It
may be called the practice of consciously and continually shaping
organizations.
 ACKNOWLEDGEMENT

Managers must acknowledge their role in shaping organizational ethics and seize
this opportunity to create a climate that can strengthen the relationships and
reputations on which their companies’ success depends.

many managers think of ethics as a question of personal doubt or hesitation aries a

confidential matter between individuals and their moral sences. Ethics, after all,
has nothing to do with management.

Acknowledgment is one of those things that you don't think about until you notice
it's missing. Last week, I had one of the worst restaurant experiences I can recall.
The issue? Lack of acknowledgment. We waited 30 minutes to be served drinks,
over an hour for our food, and then, to make things worse, the delays weren't even
acknowledged by the staff. The bottom line? Acknowledgment is easily forgotten,
but can be a powerful tool in business--marking you as a great leader who can
easily motivate others.

Acknowledgment is defined both as expressing the existence of something, and as

expressing or displaying the appreciation for something. More often, they go hand
in hand. In the above scenario, what I wanted was someone to acknowledge that
the service was under par and then provide an expression of gratitude for our
patience. As a result, I won't be back.

In an office, it's no different. The leaders who acknowledge others in their

existence and appreciate their work are the ones who get followed. So what's the
best way to work appreciation into your leadership routine? I decided to speak to
an "acknowledgment expert"--Barry Marshall, the chief people officer at the
TradeDesk, a platform for media-buying agencies to deliver digital advertising
campaigns, who uses acknowledgment as a key tool for motivation and leadership.
 Who is a Manager

A manager is a person who achieves objectives through efficient and effective

use of resources An individual who is in charge of a certain group of tasks, or a
certain subset of a company. A manager often has a staff of people who report to
him or her.
As an example, a restaurant will often have a front-of-house manager who helps
the patrons, and supervises the hosts; or a specific office project can have a
manager, known simply as the project manager. Certain departments within a
company designate their managers to be line managers, while others are known as
staff managers, depending upon the function of the department. A manager is a
person who is responsible for a part of a company, i.e., they ‘manage‘ the
company. Managers may be in charge of a department and the people who work in
it. In some cases, the manager is in charge of the whole business. For example, a
‘restaurant manager’ is in charge of the whole restaurant.
A manager is a person who exercises managerial functions primarily. They should
have the power to hire, fire, discipline, do performance appraisals, and monitor
attendance. They should also have the power to approve overtime, and authorize
vacations. He or she is the boss.

The Manager’s duties also include managing employees or a section of the

company on a day-to-day basis.
 WHAT MANAGERS DO

Managers are the people in charge of employees and the facilities they work for.
As a manager, your job is to plan and promote the daily schedule of employees
and the business, interview, hire, and coordinate employees, create and maintain
budgets, and coordinate with and report to senior management in the company.

Manager is a job title that's used in organizations to designate an employee who

leads functions or departments, and often employees as well. A manager is
assigned to a particular level on an organizational chart. The manager's role and
job description are at a pay grade or job classification level of the organization that
integrates functions and departments for implementation success.

The manager who is responsible for a department normally has employees for
whom the. guidance, direction, leadership, and support necessary to ensure that
they're able to accomplish their goals. manager has leadership responsibility.
Larger organizations
can also employ senior managers, or managers of other managers, who report to
either the director level or the vice president level

 Plan the operation and function of the area over which they're assigned in a
way that accomplishes the goals for which they're responsible in the
workings of the total organization.
 Organize the production of the work, as well as the workforce, training, and
resources necessary to do the work.
 Provide employees and their resources with the grace.
 TYPES OF Managers

Management

Vertical management, also called top-down management, refers to the various

levels of management within an organization. Managers at different levels are free
to focus on different aspects of the business, from strategic thinking to
communicating information to operational efficiency. During the nineteenth
century and much of the twentieth century, vertical management was highly
structured with many layers of management (as depicted by a pyramid). In
industries where processes and conditions are stable and where ongoing innovation
is less critical, the vertical structure of management can still be very efficient.
Workers in labor-intensive industries such as manufacturing, transportation, and
construction need to follow established procedures and meet specific goals.
Everyone knows who is in charge and assumes the job they do today will be the
same next year or in five years.
Vertical management in a traditional organizational structure

A main disadvantage of vertical management is that it limits information flow from

the lower levels of the organization to the upper levels (like water, information
flows downhill easily). Without easy two-way communication, top management
can become isolated and out of touch with how its plans affect core processes in
the organization. It also fosters vertical thinking. Vertical thinking refers to using
traditional and recognized methods to solve particular problems. It is the opposite
of “thinking outside of the box.” The digital age exposed the shortcomings of
management that addressed problems in formal or bureaucratic approaches at the
expense of creativity and innovation. Today, many organizations use “flatter”
structures, with fewer levels between the company’s chief executives and the
employee base. Most organizations, however, still have four basic levels of
management: top, middle, first line, and team leaders.
Top-Level Managers

As you would expect, top-level managers (or top managers) are the “bosses” of the
organization. They have titles such as chief executive officer (CEO), chief
operations officer (COO), chief marketing officer (CMO), chief technology officer
(CTO), and chief financial officer (CFO). A new executive position known as the
chief compliance officer (CCO) is showing up on many organizational charts in
response to the demands of the government to comply with complex rules and
regulations. Depending on the size and type of organization, executive vice
presidents and division heads would also be part of the top management team. The
relative importance of these positions varies according to the type of organization
they head. For example, in a pharmaceutical firm, the CCO may report directly to
the CEO or to the board of directors.

Top managers are ultimately responsible for the long-term success of the
organization. They set long-term goals and define strategies to achieve them. They
pay careful attention to the external environment of the organization: the economy,
proposals for laws that would affect profits, stakeholder demands, and consumer
and public relations. They will make the decisions that affect the whole company
such as financial investments, mergers and acquisitions, partnerships and strategic
alliances, and changes to the brand or product line of the organization.
Middle Managers

Middle managers must be good communicators because they link line managers
and top-level management.

Middle managers have titles like department head, director, and chief supervisor.
They are links between the top managers and the first-line managers and have one
or two levels below them. Middle managers receive broad strategic plans from top
managers and turn them into operational blueprints with specific objectives and
programs for first-line managers. They also encourage, support, and foster talented
employees within the organization. An important function of middle managers is
providing leadership, both in implementing top manager directives and in enabling
first-line managers to support teams and effectively report both positive
performances and obstacles to meeting objectives.

First-Line Managers

First-line managers are the entry level of management, the individuals “on the line”
and in the closest contact with the workers. They are directly responsible for
making sure that organizational objectives and plans are implemented effectively.
They may be called assistant managers, shift managers, foremen, section chiefs, or
office managers. First-line managers are focused almost exclusively on the internal
issues of the organization and are the first to see problems with the operation of the
business, such as untrained labor, poor quality materials, machinery breakdowns,
or new procedures that slow down production. It is essential that they communicate
regularly with middle management.
 Overview

Managers just don't go out and haphazardly perform their responsibilities. Good
managers discover how to master five basic functions: planning, organizing,
staffing, leading, and controlling.
 Planning: This step involves mapping out exactly how to achieve a
particular goal. Say, for example, that the organization's goal is to improve
company sales. The manager first needs to decide which steps are necessary
to accomplish that goal. These steps may include increasing advertising,
inventory, and sales staff. These necessary steps are developed into a plan.
When the plan is in place, the manager can follow it to accomplish the goal
of improving company sales.
 Organizing: After a plan is in place, a manager needs to organize her team
and materials according to her plan. Assigning work and granting authority
are two important elements of organizing.
 Staffing: After a manager discerns his area's needs, he may decide to beef
up his staffing by recruiting, selecting, training, and developing employees.
A manager in a large organization often works with the company's human
resources department to accomplish this goal.
 Leading: A manager needs to do more than just plan, organize, and staff her
team to achieve a goal. She must also lead. Leading involves motivating,
communicating, guiding, and encouraging. It requires the manager to coach,
assist, and problem solve with employees.
 Controlling: After the other elements are in place, a manager's job is not
finished. He needs to continuously check results against goals and take any
 corrective actions necessary to make sure that his area's plans remain on
track.

All managers at all levels of every organization perform these functions, but the
amount of time a manager spends on each one depends on both the level of
management and the specific organization.

Roles performed by managers

A manager wears many hats. Not only is a manager a team leader, but he or she is
also a planner, organizer, cheerleader, coach, problem solver, and decision maker
— all rolled into one. And these are just a few of a manager's roles.

In addition, managers' schedules are usually jam‐packed. Whether they're busy

with employee meetings, unexpected problems, or strategy sessions, managers
often find little spare time on their calendars. (And that doesn't even include
responding to e‐mail!)

In his classic book, The Nature of Managerial Work, Henry Mintzberg describes a
set of ten roles that a manager fills. These roles fall into three categories:

 Interpersonal: This role involves human interaction.

 Informational: This role involves the sharing and analyzing of information.
 Decisional: This role involves decision making.

Table 1 contains a more in‐depth look at each category of roles that help managers
carry out all five functions described in the preceding “Functions of Managers”
section.
Not everyone can be a manager. Certain skills, or abilities to translate knowledge
into action that results in desired performance, are required to help other
employees become more productive. These skills fall under the following
categories:

 Technical: This skill requires the ability to use a special proficiency or

expertise to perform particular tasks. Accountants, engineers, market
researchers, and computer scientists, as examples, possess technical skills.
Managers acquire these skills initially through formal education and then
further develop them through training and job experience. Technical skills
are most important at lower levels of management.
 Human: This skill demonstrates the ability to work well in cooperation with
others. Human skills emerge in the workplace as a spirit of trust, enthusiasm,
and genuine involvement in interpersonal relationships. A manager with
good human skills has a high degree of self‐awareness and a capacity to
understand or empathize with the feelings of others. Some managers are
naturally born with great human skills, while others improve their skills
through classes or experience. No matter how human skills are acquired,
they're critical for all managers because of the highly interpersonal nature of
managerial work.
 Conceptual: This skill calls for the ability to think analytically. Analytical
skills enable managers to break down problems into smaller parts, to see the
relations among the parts, and to recognize the implications of any one
problem for others. As managers assume ever‐higher responsibilities in
 organizations, they must deal with more ambiguous problems that have
long‐term consequences. Again, managers may acquire these skills initially
through formal education and then further develop them by training and job
experience. The higher the management level, the more important
conceptual skills become.

Although all three categories contain skills essential for managers, their relative
importance tends to vary by level of managerial responsibility.

Business and management educators are increasingly interested in helping people

acquire technical, human, and conceptual skills, and develop specific
competencies, or specialized skills, that contribute to high performance in a
management job. Following are some of the skills and personal characteristics that
the American Assembly of Collegiate Schools of Business (AACSB) is urging
business schools to help their students develop.

 Leadership — ability to influence others to perform tasks

 Self‐objectivity — ability to evaluate yourself realistically
 Analytic thinking — ability to interpret and explain patterns in information
 Behavioral flexibility — ability to modify personal behavior to react
objectively rather than subjectively to accomplish organizational goals
 Oral communication — ability to express ideas clearly in words
 Written communication — ability to express ideas clearly in writing
 Personal impact — ability to create a good impression and instill
confidence
 Resistance to stress — ability to perform under stressful conditions
 Tolerance for uncertainty — ability to perform in ambiguous situations
 Function

. The functions of a Manager are:

1. Planning Function of a Manager
2. Decision-Making Function of a Manager
3. Organisin
g 4. Leading (Directing)
5. Controlling.

Function of a Manager # 1. Planning: A Programme of Action:

Planning means determining an organisation’s goals and deciding how best to
achieve them. Decision making, a part of the planning process, involves choosing
or selecting a course of action from a set of alternatives. Planning and decision-
making help maintain managerial effectiveness by serving as guides for future
activities.

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Knowing where he (she) wants the organisation to be at a given time in the future,
the manager next develops a strategy for getting there.

This development process is called strategic planning. Once the strategic plans are
developed, the next step is to implement them to put the plans into effect.
Specifying where the organization is to go and how it is to get there involves
making many decisions, and many more will have to be made along the way.

Function of a Manager
2. Decision-Making: Determining Courses of Action:
Decision-making is choosing from alternative courses of action. Planning is the
means of converting an idea into a reality that is, determining the goals and
objectives of the organisation and the means of attaining them. Planning involves
making decision about a course of action and establishing priorities relating to the
action.

Function of a Manager #
3. Organising: Coordinating Activities and Resources:
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Organising and directing an enterprise require that managers establish patterns of

relationships (structures, hierarchies) among people and other resources that work
to produce an output or accomplish a common goal or objective. Organising and
directing relate to the flow of work through the organisation under someone’s
guidance.

Once a manager has developed a workable plan, the next phase of management
process is to organise the people and other resources necessary to carry out the
plan. Organising is concerned with coordinating various activities and resources at
the disposal of management.

Function of a Manager #
4. Leading (Directing): Motivating and Managing Employees:
Leadership is required if organisational goals are to be achieved. Once the organi-
sation process is complete, all management has to do is to assign different people
in their respective roles. It is at this point that managers must engage in what
people in organisation consider the hardest part of the management process —
leading.

Leading is the set of processes used to get members of the organisation to work
together to further the interests of the organisation.
 Roles

1. Figurehead Role of Manager

Managers perform the duties of a ceremonial and symbolic in nature such as

welcoming official visitors, signing legal documents etc as head of the
organization or strategic business unit or department.
Duties of interpersonal roles include routine, involving little serious
communication and less important decisions. However, they are important for the
smooth functioning of an organization or department.

2. Leadership Role of Manager

All managers have a leadership role. The manager, as in charge of the organization
/ department, coordinates the work of others and leads his subordinates.

This role includes hiring, training, motivating and disciplining employees. Formal
authority and functional authorityprovides greater potential power to exercise and
get the things done.
3. Liaison Role of Manager
As the leader of the organization or unit, the manager has to perform the functions
of motivation, communication, encouraging team spirit and the like. Further, he
has to coordinate the activities of all his subordinates, which involves the activity
of liaison.

This role also requires the manager to interact with other managers outside the
organization to secure favours and information. In this role, the manager represents
his organization in all matters of formality.
4. Monitor Role of Manager
As a result of the network of contacts, the manager gets the information by
scanning his environment, subordinates, peers and superiors.

The manager seeks and receives information concerning internal and external
events so as to gain understanding of the organization and its environment.
Typically this is done through reading magazines and talking with others to learn
the changes in the public’s tastes, what competitors may be planning, and the like.

Managers, mostly collect information in verbal form often as gossip, hearsay,

speculation and through grapevine channels.

5. Disseminator Role of Manager

Manager disseminates the information, he collects from different sources and
through various means. He passes some of the privileged information directly to
his subordinates, peers and superiors who otherwise have no access to it. This
information is gathered by him from his environments and from his own equals in
the organization.

The manager will play an important role in disseminating the information to his
subordinates, when they don’t have contact with one another.

6. Spokesman Role of Manager

Managers also perform a spokesperson role when they represent the organization
to outsiders. Manager is required to speak on behalf of the organization and
transmit information on organization’s plan, policies and actions.
The manager has to keep his superior informed of every development in his unit,
who in turn inform the insiders and outsiders. Directors and shareholders must be
informed about the financial performance, customers must be informed about the
new product developments, quality maintenance, government officials about
implementation of law etc.

7. Entrepreneurial Role of Manager

As an entrepreneur, the manager is a creator and innovator. He initiates and
oversee new products that will improve their organization’s performance.

He seeks to improve his department, adapt to the changing environmental factors.

The manager would like to have new ideas, initiates new projects and initiates the
developmental projects.

8. Disturbance Handler Role of Manager

As a disturbance handler, managers take corrective action to response to previously
unforeseen problems. Disturbance handler role presents the manager as the
involuntarily responding to pressures. Pressures of the situation are severe and
highly demand the attention of the manager and as such the manager cannot ignore
the situation.

For example, worker strike, declining sales, bankruptcy of a major customer etc.
The manager should have enough time in handling disturbance carefully, skilfully
and effectively.

9. Resource Allocator Role of Manager

The most important resource that a manager allocates to his subordinates is

his time. As a resource allocator, managers are responsible for allocating
human, physical and monetary resources. Accordingly, setting up of a time
schedule for the completion of an operation or approval of expenditure on a
particular project, etc., are the functions which the managers perform in the
role of a resource allocator.
The manager should have an open-door policy and allow the subordinates to
express their opinions and share their experiences. This process helps both the
manager and his subordinates in making effective decisions. In addition, the
manager should empower his subordinates by delegating his authority ad power.

10. Negotiator Role of Manager

In this tole, the manager represents the organization in bargaining and

negotiations with outsiders and insiders, in order to gain advantages for his
own unit. He negotiates with the subordinates for improved commitment and
loyalty, with the peers for cooperation, coordination and integration, with
workers and their unions regarding conditions of employment, commitment,
productivity, with the government about providing facilities for business
expansion etc.
 SKILL

 Technical skills,
 Conceptual skills and
 Human or interpersonal management skills.

Technical Skills as One Part of Management Skills

As the name of these skills tells us, they give the manager’s knowledge and ability
to use different techniques to achieve what they want to achieve. Technical skills
are not related only for machines, production tools or other equipment, but also
they are skills that will be required to increase sales, design different types
of products and services, market the products and services, etc.

For example, let’s take an individual who works in the sales department and has
highly developed sales skills achieved through education and experience in his
department or the same departments in different organizations. Because of these
skills that he possesses, this person can be a perfect solution to become a sales
manager. This is the best solution because he has excellent technical skills related
to the sales department.

On the other hand, the person who becomes sales manager will start to build his
next type of required skills. It is because if his task until now was only to work
with the customers as a sales representative, now he will need to work with
employees in the sales department in addition to the work with customers.
Technical skills are most important for first-level managers. Whet it comes to the
top managers, these skills are not something with high significance level. As we go
through a hierarchy from the bottom to higher levels, the technical skills lose their
importance.

Conceptual Skills

Conceptual skills present knowledge or ability of a manager for more abstract

thinking. That means he can easily see the whole through analysis and diagnosis of
different states. In such a way they can predict the future of the business or
department as a whole.

Why managers need these skills?

As a first, a company includes more business elements or functions as selling,

marketing, finance, production, etc. All these business elements have different
goals even completely opposed goals. Think about marketing and production as a
business function and their specific goals. You’ll see the essential difference. The
conceptual skills will help managers to look outside their department’s goals. So,
they will make decisions that will satisfy overall business goals.

Conceptual skills are vital for top managers, less critical for mid-level managers,
and not required for first-level managers. As we go from the bottom of the
managerial hierarchy to the top, the importance of these skills will rise.

Human or Interpersonal Managerial Skills

Human or interpersonal management skills present a manager’s knowledge and
ability to work with people. One of the most critical management tasks is to work
with people. Without people, there will not be a need for the existence of
management and managers.

These skills will enable managers to become leaders and motivate employees for
better accomplishments. Also, they will help them to make more effective use of
human potential in the company. Simply, they are the essential skills for managers.

Interpersonal management skills are essential for all hierarchical levels in the
company.

,
 What Resources does a Manager use ?

 Human Resources-the people. Your most valuable resource!

 Financial Resources-the money, the budget
 Physical Resources-the buildings, the equipment, supplies
 Information-computers, reports

In organizational studies, resource management is the efficient and effective

development of an organization's resources when they are needed. Such resources
may include financial resources, inventory, human skills, production resources,
or information technology (IT) and natural resources.

In the realm of project management, processes, techniques and philosophies as to

the best approach for allocating resources have been developed. These include
discussions on functional vs. cross-functional resource allocation as well as
processes espoused by organizations like the Project Management Institute (PMI)
through their Project Management Body of Knowledge (PMBOK) methodology of
project management. Resource management is a key element to activity resource
estimating and project human resource management. Both are essential
components of a comprehensive project management plan to execute and monitor a
project successfully.[1][2] As is the case with the larger discipline of project
management, there are resource management software tools available that
automate and assist the process of resource allocation to projects and portfolio
resource transparency including supply and demand of resources. The goal of these
tools typically is to ensure that: (i) there are employees within our organization
with required specific skill set and desired profile required for a project, (ii) decide
the number and skill sets of new employees to hire, and (iii) allocate the workforce
to various projects.[3] [4]Within professional services and consulting organizations,
the effectiveness of these tools and processes is typically monitored by measuring
billable utilization rate.
 References

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of-a-manager

 [Link]
skills/management-skills/

 [Link]
ples_managers_role.htm

 [Link]
ples_managers_role.htm

 [Link]
skills/management-skills/