Kwanai imi madako

1. Management
Functions&Roles
By T.T.Dzvairo
CHANS

2. • Management is defined as a process of overseeing and co-
ordinating resources efficiently and effectively in line with the
goals of an organisation. In short, management refers to the
process of delegating tasks to employees to be performed
successfully. The Manager is involved in various basic
activities. These activities are usually grouped in a concept
categorised as management function.

3. Planning
• Defining objectives to be achieved for a given period and what
needs to be done to achieve the said objectives. All
management levels in an organisation need to be involved in
planning. Managers need to develop objectives in line with
the overall strategies of the organisation.

4. Organizing
• Determining what tasks are to be done, who will implement
and co-ordinate it, how the tasks are to be grouped, who
reports to whom and where decisions are to be made. The
manager needs to logically and effectively organise the
information, resources and the workflow of the organisation
so that he is able to react positively towards the changes in
the business environment.

5. Leading
• An art in motivating subordinates, selecting the most effective
communication channels, resolving conflicts and directing as
well as guiding the actions of others with the intention to
achieve all objectives that have been set. The effective leader
of today has to be visionary in foreseeing the future, sharing
the vision and encouraging employees in realising the vision.

6. Controlling
• The measuring of performance in all pre-determined
objectives, determining reasons for deviation and taking
appropriate actions, where necessary. Controlling is an
important function in the management process as it provides
ways to ensure the organisation moves towards achieving its
objectives.

7. Monitoring/Evaluation
• Monitoring and Evaluation (M&E) is used to assess the
performance of projects, institutions and programmes set up
by governments, international organizations and NGOs.
• Its goal is to improve current and future management of
outputs, outcomes and impact. Monitoring is a continuous
assessment of programmes based on early detailed
information on the progress or delay of the ongoing assessed
activities.
• An evaluation is an examination concerning the relevance,
effectiveness, efficiency and impact of activities in the light of
specified objectives.

8. • The management process at all levels of an organisation
involves planning, organising, leading and controlling of
resources in an organisation. A manager does not necessarily
have to know how to perform a specific job as he only acts as
a co-ordinator to ensure the smooth running of operations.

9. Management Roles

10. •In the late 1960s, Henry
Mintzberg conducted a precise
study of managers at work.
•He concluded that managers
perform ten different roles,
which are highly interrelated.

11. •Management roles refer to
specific categories of
managerial behaviour.
•Overall there are ten specific
roles performed by managers
which are included in the
following three categories.

12. 1. Interpersonal roles:
Include:
• figurehead,
• leadership,
• and liaison activities.

13. 2. Informational roles:
Include:
•monitoring,
•disseminating,
•and spokesperson activities.

14. 3. Decisional roles:
Include:
•entrepreneur,
•disturbance handler,
•resource allocator,
•and negotiator.

15. •Although the functions
approach represents the most
useful way to describe the
manager’s job, Mintzberg’s
roles give additional in sight
into managers’ work.

16. •Some of the ten roles do not
fall clearly into one of the four
functions, since all managers
do some work that is not
purely managerial.

17. Management Skills

18. •Managers need certain skills to
perform the challenging duties
and activities associated with
being a manager.

19. •Robert L. Katz found through
his research in the early 1970s
that managers need three
essential skills.

20. 1. Technical skills:
•These are job-specific
knowledge and techniques
needed to proficiently perform
specific tasks.

21. 2. Human skills:
•Are the ability to work well
with other people individually
and in a group.

22. 3. Conceptual skills:
•Are the ability to think and to
conceptualize about abstract
and complex situations.

23. •These skills reflect a broad
cross-section of the important
managerial activities that are
elements of the four
management functions.

24. Challenges of Being a Manager :
Challenges:
a) Managers may have difficulty in effectively
blending the knowledge, skills,ambitions, and
experiences of a diverse group of employees.
b) A manager’s success typically is dependent on
other s’ work performance.

25. Rewards of Being a Manager :
Rewards:
• a) Managers have an opportunity to create a work
environment in which organizational members
can do their work to the best of their ability and
help the organization achieve its goals.

26. b) Managers often receive recognition and status in
the organization and in the larger community;
influence organizational outcomes; and receive
appropriate compensation.

27. c) Knowing that their efforts, skills, and abilities
are really needed by the organization gives many
managers great satisfaction.

28. • The manager of today must integrate
management skills with new approaches that
emphasize the human touch, enhance flexibility,
and involve employees.