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University of Dhaka Assignment on: Function, Role and Skill of a Manager Principles of Management Course Code: 102Submitted to: Submitted by:Mr. Md. Abdul Jabber Group name: HarbingerLecturer, 1. Md. Moshiur Alam (Roll: 72)Department of Management Studies 2. Md. Sumsuddin (Roll: 37) 3. Md. Yasin Hossain(Roll: 34)University of Dhaka 4. Avijeet Sarkar (Roll:64) 5. Prokash Kumar (Roll: 44) 6. Saidur Rahman (Roll: 98) 7. Md. Masum Billah (Roll: 86) Department of Management Studies Batch No: 19th B.B.A 1st year- 1st semester Section: A Session: 2012-‘13 University of Dhaka
ACKNOWLEDGMENT Alhamdulill ah, fi rst of all we woul d li ke t o thank Godas fi nall y we were abl e t o finish our assignment that has beengiven by our management lecturer Mr. Md. Abdul Jabber to us.He also gave us proper guidelines and co-operated uscompleting this assignment. So, we express our deep gratitudeto him. This task had been done with all afford by group memberseven though a little bit problem were happened among us whiledoing this assignment. Luckily, all the problems can be settleddown and we were able to adapt properly and wisely. We would like to thank Department of Management Studies,University of Dhaka for updated education system inBangladesh. Lastly we would like to deliver our whole hearted thanksto all the students of our class for their cordial cooperation. So we praythe long life and good health for all the persons who have helped andco-operated us in our assignment research.
Functions of Manager There are basically five management concepts that allow anyorganization’s manager to handle the tactical, planned and setdecisions. The five basic functions of the manager are just to have acontrolled plan over the preventive measure. Figure: Functions of ManagerThese Functions can be summarized below:Planning:Planning is the first tool of the four functions in the managerial task.The difference between a successful and unsuccessful manager lieswithin the planning procedure. Planning is the logical thinking throughgoals and making the decision as to what needs to be accomplished inorder to reach the organizations’ objectives. Managers use this processto plan for the future, like a blueprint to foresee problems, decide onthe actions to evade difficult issues and to beat the competition.
Organizing:The second function of the manager (management) is getting prepared,getting organized. Manager must organize all its resources well beforein hand to put into practice the course of action to decide that has beenplanned in the base function. Through this process, manager will nowdetermine the inside directorial configuration; establish and maintainrelationships, and also assign required resources.Staffing:The third function of manager is stuffing. After the organizationalfunctions are done, he may decide to beef up his staffing by recruiting,selecting, training, and developing employees. A manager in a largeorganization often works with the companys human resourcesdepartment to accomplish this goal.Directing: It involves the implementation of plans by mobilizing individuals andgroup efforts through motivation, communication, leadership andsupervision. Directing may be defined as the process of activating theefforts of employees towards the achievement of organizationalobjectives.Controlling:It is the process of regulating the ongoing activities of the organizationto ensure that they are in conformity with the established plans andproduce the desired results. Through the controlling function,management can keep the organization towards its chosen track. Itinvolves: Establishing standards of performance Measuring current performance Comparing actual results with the established standards
Detecting deviations from the standards Taking corrective actions for significant deviations. Roles of Manager A manager wears many hats. Not only is a manager a team leader,but he or she is also a planner, organizer, cheerleader, coach, problemsolver, and decision maker — all rolled into one. And these are just afew of a managers roles. Figure: The Managerial RoleInterpersonal role:The roles in this category involve providing information and ideas. 1. Figurehead - A manager has social, ceremonial and legal responsibilities. He is expected to be a source of inspiration.
People look up to him as a person with authority, and as a figurehead.2. Leader - This is where manager provide leadership for his team, his department or perhaps his entire organization; and its where he (manager) manage the performance and responsibilities of everyone in the group.3. Liaison - Managers must communicate with internal and external contacts. He needs to be able to network effectively on behalf of his organization.Informational Role:The roles in this category involve processing information. 4. Monitor - In this role, manager regularly seek out information related to his organization and industry, looking for relevant changes in the environment. He also monitors his team, in terms of both their productivity, and their well-being. 5. Disseminator - This is where manager communicate potentially useful information to his colleagues and his team. 6. Spokesperson - Manager represents and speaks for his organization. In this role he is responsible for transmitting information about his organization and its goals to the people outside it.Decisional Role:The roles in this category involve using information. 7. Entrepreneur - A manager creates and control change within the organization. This means solving problems, generating new ideas, and implementing them. 8. Disturbance Handler - When an organization or team hits an unexpected roadblock, its the manager who must take charge. He also needs to help mediate disputes within it.
9. Resource Allocator – A manager also needs to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.10. Negotiator – A manager may be needed to take part in, and direct, important negotiations his team, department, or organization. Skills of Manager In addition to fulfilling numerous roles the manager also need anumber of specific skills if he wants to be succeed. The mostfundamental management skills are technical. Interpersonal,conceptual, communication decision making and time managementskills. Figure: Managerial Skill (For All Level Managers)Technical Skills:Technical skills are the skills necessary to accomplish or understand thespecific kind of work being done in an organization. Technical skills areespecially important for first line managers. These managers spend
most of their time training subordinates and answering question aboutwork related problems. They must know how to perform tasks assignedto those they supervise if they are to be effective managers.Interpersonal Skills:Managers spend considerable time interacting with people both insideand outside the organization. For obvious reasons then the manageralso needs interpersonal skills- the ability to communicate with,understand and motivate both individuals and groups. As a managerclimbs the organizational ladder, he or she must be able to get alongwith subordinates, peers and those at higher level of the organization.Because of the multitude of roles manager must fulfill, a manager mustable to work with suppliers, customers, investors, and others outside ofthe organization. Although some managers have succeeded with poorinterpersonal skills, a manager who has good interpersonal skills islikely to be more successful.Conceptual Skills:Conceptual skills depend on the manager’s ability to think in theabstract. Managers need the mental capacity to understand the overallworking of the organization and its environment, to grasp how all thepart of the organization fit together, and view the organization in aholistic manner. This allows them to think strategically, to see the ‘bigpicture’, and to make broad based decisions that serve the overallorganization.
Diagnostic Skills:Successful managers also possess diagnostic skills, or skills that enablea manager to visualize the most appropriate response to a situation. Aphysician diagnoses a patient illness by analyzing symptoms anddetermining their probable cause. Similarly, a manager can diagnoseand analyze a problem in the organization by studying its symptomsand then developing a solution.Communication Skills:Communication skills refer to the manager’s ability both to effectivelyconvey ideas and information to others and to effectively receive ideasand information from others. This skills enable a manager to transmitideas to subordinates so that they know what is expected, tocoordinate work with peers and colleagues so that they work welltogether properly, and to keep higher level managers informed aboutwhat is going on. In addition, communication skills help the managerlisten to what others say and to understand real meaning behindletters, reports, and other written communication.Decision-Making Skills:Effective managers also have good decision making skills. Decisionmaking skills refers to the manager’s ability to correctly recognize anddefine problems and opportunities and to then select an appropriatecourse of action to solve the problems and capitalize on opportunities.
No manager makes the right decision all the time. However, effectivemanagers make good decision most of the time. And when they domake a bad decision, they usually recognize their mistake quickly andthen make good decision to recover with as little cost or damage totheir organization as possible.Time-Management Skills:Finally, effective managers usually good time management skills. Timemanagement skills refer to the manager’s ability to prioritize work, towork effectively, and to delegate appropriately. As already noted,managers face many different pressures and challenges. It is too easyfor a manager to get bogged down doing work that can easily bepostponed or delegated to others. When this happens, unfortunately,more pressing and higher priority work may get neglected. Although above described skills are essential for managers, theirrelative importance tends to vary by level of managerial responsibility.Business and management educators are increasingly interested inhelping people acquire technical, human, and conceptual skills, anddevelop specific competencies, or specialized skills, which contribute tohigh performance in a management job. Following are some of theskills and personal characteristics:
Leadership — ability to influence others to perform tasksSelf-objectivity — ability to evaluate yourself realisticallyAnalytic thinking — ability to interpret and explain patterns ininformationBehavioral flexibility — ability to modify personal behavior toreact objectively rather than subjectively to accomplishorganizational goalsOral communication — ability to express ideas clearly in wordsWritten communication — ability to express ideas clearly inwritingPersonal impact — ability to create a good impression andinstill confidenceResistance to stress — ability to perform under stressfulconditionsTolerance for uncertainty — ability to perform in ambiguoussituations