This PPT is for Managers role and responsibilities in the organisation.

1. INDORE INSTITUTE OF
MANAGEMENT &
RESEARCH
PROJECT REPORT ON
PRINCIPLES & PRACTICES OF
MANAGEMENT
Submitted BY
Astha Pandey
Submitted TO
Professor-

2. CONTENTS
• Who is a Manager?
• Roles of a Manager
• Functions of a Manager
• Responsibility of a Manager

3. WHO IS A MANAGER
• A manager is the person responsible for planning
and directing the work of a group of individuals,
monitoring their works, and taking corrective action
when necessary.
• A manager is a person responsible for supervising
and motivating employees and for directing the
progress of an organization.

5. ROLES OF MANAGER

6. • Interpersonal roles help the
manager keep the organization
running smoothly. Managers
play the figurehead role when
they perform duties that are
ceremonial and symbolic in
nature.
• These include greeting the
visitors, attendingsocial
functions involving their
subordinates (like weddings,
funerals), handing out merit
certificates to workers showing
promise etc.
INTERPERSONAL

7. • Mintzberg mentioned that
receiving and communicating
information are perhaps the
most important aspects of a
manager’s job. In order to make
the right decisions, managers
need information from various
sources.
• Typically, this activityis done
through reading magazines and
talking with others to learn about
changes in the customers’
tastes, competitors’ movesand
the like.
INFORMATIONAL

8. • There are four decision role that
manager adopts. In entrepreneur, the
manager tries to improve the unit. He
initiates planned changes to adapt to
environmental challenge.
• As disturbance handler, managers
respond to situations that are beyond
their control such as strikes, shortages of
materials, complaints, grievances, etc.
• In the role of a resource allocators,
manager are responsible for allocating
human, physical and monetary
resources.
• As negotiators, managers not only
mediate in internal conflicts but also
carry out negotiations with other
unites to gain advantages for their own
unit.
DECISIONAL

9. FUNCTIONS OF MANAGER
• Henry Fayol – Functions of Manager.

10. • Planning is the process of
making decisions about future. It
is the process of determining
enterprise object objectives and
selecting future courses of
action necessary for their
accomplishment.
• It is the process decidingin
advance what is to be done,
when and where it is to be done
and by whom.
PLANNING

11. • Organising is concerned with
the arrangement of an
organisation's resources –
people, materials, technology
and finance in order to achieve
enterprise objectives.
• It involvesdecisions about the
division of work,allocation of
authority and responsibilityand
the coordination of tasks.
ORGANISING

12. • Staffing is the function of
employing suitable persons for
the enterprise. It may be defined
as an activitywhere people are
recruited,selected,trained,
developed, motivated and
compensated for manning
various positions.
❖ Some important elements are:
• Recruitment may be defined as the process of
attracting themaximum of application for a
particular job.
• Selection is the process of screening the
candidates and choosing the best ones out of
them.
• Training involvesimparting the necessary
knowledge and skills required for the
performance of a particular job.
STAFFING

13. • The function of guiding and
supervising the activities of the
subordinates is known as directing.
❖ This work involves four important
elements:
• Leadership: Leadership is the process
influencing the actions of a person or a group
to attain desired objectives.
• Motivation:Motivation is the work a manager
performs to inspire, encourage and impel
people to take action.
• Communication:Communication is the
transfer of information and understanding from
one person to another.
• Supervision: In getting the work done it is not
enough manager to tell the subordinateswhat
they are required to do.
DIRECTING

14. • The objective of controlling is to not
ensure that action contribute to goal
accomplishment. It helps in keeping
the organisation activities on the right
path and aligned with plans and goal.
• In controlling, performance are
observed, measured and compared
with what had been planned.
❖ Thus, controlling includes four
things:
• Setting standardsof performance,
• Measuring actual performance,
• Comparing actual performance against the
standard
• Taking correctiveactions to ensure goal
accomplishment.
CONTROLLING

15. RESPONSIBILITIES OF MANAGER
• Accomplishes department objectives by managing staff;
planning and evaluating department activities.
• Maintains staff by recruiting, selecting, orienting, and training em
ployees.
• Ensures a safe, secure, and legal work environment.
• Develops personal growth opportunities.
• Accomplishes staff result by communicating job expectations;
planning, monitoring, and appraising job results.
• Coaches, counsels, and disciplines employees.