Class 2 managerial activities


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Class 2 managerial activities

  1. 1. Who Are Managers<br />
  2. 2. Managers are under age 18 to over age 80.<br /> Managers are found in government departments, hospitals, small businesses ,not for profit agencies ,museums ,schools and other places. Managers can also be found doing managerial work in every country around the globe .<br />
  3. 3. A Manager is the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary. <br />
  4. 4. A manager may have the power to hire or fire employees or to promote them.. The manager has the authority to change the work assignments of team members.<br />
  5. 5. Managerial Roles<br /> Managerial roles can be defined as the organized sets of behaviors identified with the position.<br />These roles were developed by Henry Mint berg's in the late 1960s after careful study of executives at work. <br />
  6. 6. Various Managerial Roles<br />
  7. 7.
  8. 8. Various Managerial Roles<br />Figurehead: All social, inspiration, legal and ceremonial obligations. In this light, the manager is seen as a symbol of status and authority.<br />Leader: Duties are at the heart of the manager-subordinate relationship and include structuring and motivating subordinates, overseeing their progress, promoting and encouraging their development, and balancing effectiveness.<br />Liaison: Describes the information and communication obligations of a manager. One must network and engage in information exchange to gain access to knowledge bases.<br />
  9. 9. Various Managerial Roles<br />Monitor: Duties include assessing internal operations, a department's success and the problems and opportunities which may arise. All the information gained in this capacity must be stored and maintained.<br />Disseminator:The managers must transmit their information regarding changes in policies or other matters to their subordinates ,peers and to other member of the organization<br />Spokesman: Serves in a PR capacity by informing and lobbying others to keep key stakeholders updated about the operations of the organisation.<br />
  10. 10. Various Managerial Roles<br />Entrepreneur: Roles encourage managers to create improvement projects and work to delegate, empower and supervise teams in the development process.<br />Disturbance handler: A generalist role that takes charge when an organisation is unexpectedly upset or transformed and requires calming and support.<br />
  11. 11. Various Managerial Roles<br />Resource Allocator: Describes the responsibility of allocating and overseeing financial, material and personnel resources.<br />Negotiator: Is a specific task which is integral for the spokesman, figurehead and resource allocator roles.<br />
  12. 12. Tasks and Functions Of a Manager<br />Planning<br />Staffing<br />Directing<br />Controlling<br />Organizing<br />
  13. 13. Planning<br />“Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be”. <br /> By KOONTZ<br /> A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. <br />
  14. 14. Planning<br />Planning is necessary to ensure proper utilization of human & non-human resources. It is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.<br />
  15. 15. Organizing<br />It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. To organize a business involves determining & providing human and non-human resources to the organizational structure<br />
  16. 16. Organizing as a process involves<br />Identification of activities.<br />Classification of grouping of activities.<br />Assignment of duties.<br />Delegation of authority and creation of responsibility.<br />Coordinating authority and responsibility relationships.<br />
  17. 17. Staffing<br />  According to Kootz & O’Donell,<br />“Managerial function of staffing involves managing the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure”. Staffing involves:<br />
  18. 18. Staffing involves:<br />- Manpower Planning<br />Recruitment, selection & placement.<br />Training & development.<br />Remuneration.<br />Performance appraisal.<br />Promotions & transfer.<br />
  19. 19. Directing<br />It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes.<br />
  20. 20. Direction has following elements:<br />Supervision<br />Motivation<br />Leadership<br />Communication<br />
  21. 21. Directing<br />Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers.<br />Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose.<br />
  22. 22. Directing<br />Leadership- may be defined as a process by which manager guides and influences the work of subordinates in desired direction.<br />Communications- is the process of passing information, experience, opinion etc from one person to another. It is a bridge of understanding.<br />
  23. 23. Controlling<br />According to Theo Haimann, “Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation”. <br />According to Koontz & O’Donell “Controlling is the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished<br />
  24. 24. Controlling has following steps:<br />Establishment of standard performance.<br />Measurement of actual performance.<br />Comparison of actual performance with the standards and finding out deviation if any.<br />Corrective action.<br />
  25. 25. Managerial Levels<br />
  26. 26. Top Level Managers<br />It consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating function<br />
  27. 27. Middle Level of Managers<br />The branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level managers.<br />
  28. 28. Lower Level of Managers<br />Lower level is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc. <br />
  29. 29. Activities includes<br />Assigning of jobs and tasks to various workers.<br />They guide and instruct workers for day to day activities.<br />They are responsible for the quality as well as quantity of production.<br />They are also entrusted with the responsibility of maintaining good relation in the organization.<br />They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers.<br />
  30. 30. Managerial Skills<br />
  31. 31. Technical skills<br />Technical skills include knowledge of and proficiency in certain specialized field, such as engineering, computers, accounting, or manufacturing. These skills are more important at lower level management since these managers are dealing directly with employees doing the organizational work.<br />
  32. 32. Human Skills<br />Human skills involve the ability to work well with other people both individually and in group. Because managers deal directly with people, this skill is crucial. Managers with good human skills are able to get the best out of their people<br />
  33. 33. Conceptual Skills <br />Conceptual Skills are the skills managers must have to think and to conceptualize about abstract and complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relations among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top level managers<br />
  34. 34. Diagnostic skills<br />Diagnostic skills. Diagnostic skills include the ability to determine, by analysis and examination, the nature of a particular condition. A manager can diagnose a problem in the organization by studying its symptoms<br />
  35. 35. Political skills<br />Political skills. Political skill is the ability to acquire the power necessary to reach objectives and to prevent others from taking power. Political skill can be used for the good of the organization and for self-interest.<br />
  36. 36. Communication Skills<br />Good communication is the foundation of sound management.<br />Proper communication eliminates delays ,<br />misunderstanding ,confusion.<br />Communication Skills namely writing ,reading ,listening and non verbal are important ingredients of successful managers.<br />