This document discusses the functions, roles, and skills of a manager according to a management course assignment submitted by a group of students. It outlines the five basic functions of a manager as planning, organizing, staffing, directing, and controlling. It describes the interpersonal, informational, and decisional roles of a manager. Finally, it outlines important managerial skills such as technical skills, interpersonal skills, conceptual skills, diagnostic skills, communication skills, decision-making skills, and time-management skills.
This document is an assignment submitted by a group of students at the University of Dhaka on the functions, roles, and skills of a manager. It discusses the five basic functions of managers as planning, organizing, staffing, directing, and controlling. It also outlines the interpersonal, informational, and decisional roles of managers. Finally, it identifies important managerial skills such as technical skills, interpersonal skills, conceptual skills, diagnostic skills, communication skills, decision-making skills, and time management skills.
MB0038 – Management Process and Organization Behaviorswejs
This document discusses managerial roles and skills. It begins by defining key terms like organization, managers, and managerial roles. It then outlines Mintzberg's three categories of managerial roles: informational, decisional, and interpersonal. Within each category are sub-roles that managers fulfill, such as monitor, spokesperson, entrepreneur, and liaison. Next, it discusses three essential management skills according to Katz: technical, human, and conceptual skills. The document then provides tips for improving management skills and discusses methods for shaping employee behavior, including positive reinforcement, negative reinforcement, punishment, and extinction. Factors that influence perception are also outlined, such as characteristics of the perceiver, target, and situational context.
Management involves coordinating organizational resources to achieve goals through planning, organizing, leading, and controlling. There are three levels of managers - first-line managers supervise operations, middle managers supervise first-line managers, and top managers establish goals and monitor middle managers. The four functions of management are planning goals and strategies, organizing people and resources, leading people, and controlling performance to ensure goals are achieved.
This document outlines the key functions and skills of management. It discusses the management process, which includes planning, organizing, leading, and controlling. Managers at different levels focus on these functions in varying proportions. Fundamental management skills include technical skills, interpersonal skills, and conceptual skills. Technical skills involve specialized knowledge, interpersonal skills involve motivating people, and conceptual skills involve seeing the big picture. The document also outlines the three primary managerial roles of interpersonal roles, informational roles, and decisional roles.
This document provides an introduction to pharmaceutical management. It defines key terms like organization, management, and managers. It explains that managers are responsible for coordinating an organization's resources, including human, financial, physical, and information resources, to achieve its goals efficiently and effectively. The management process involves planning and decision making, organizing, leading, and controlling. Good managers need technical, interpersonal, conceptual, diagnostic, communication, decision making, and time management skills to be effective.
Manager refers to someone who oversees and directs other individuals, projects, or organizations. Effective management depends on factors such as company type, organizational structure, the manager's leadership style, and the manager's level within the company. As company size increases, management typically shifts from an informal, centralized structure to a more decentralized, process-driven structure with an emphasis on long-term planning, innovation, and collaborative goal setting. The document provides examples of how different management approaches may be needed for various company and leadership scenarios.
This document provides an overview of management, leadership, and organizational structures. It defines management as achieving organizational objectives through people and resources. There are three levels of management: top management focuses on strategic planning, middle management develops implementation plans, and supervisory management motivates employees. Effective management requires technical, human, and conceptual skills. The four managerial functions are planning, organizing, directing, and controlling. Leadership involves influencing others to achieve goals and can take autocratic, democratic, or free-rein styles. Organizational structures include line, line-and-staff, committee, and matrix configurations.
This document is an assignment submitted by a group of students at the University of Dhaka on the functions, roles, and skills of a manager. It discusses the five basic functions of managers as planning, organizing, staffing, directing, and controlling. It also outlines the interpersonal, informational, and decisional roles of managers. Finally, it identifies important managerial skills such as technical skills, interpersonal skills, conceptual skills, diagnostic skills, communication skills, decision-making skills, and time management skills.
MB0038 – Management Process and Organization Behaviorswejs
This document discusses managerial roles and skills. It begins by defining key terms like organization, managers, and managerial roles. It then outlines Mintzberg's three categories of managerial roles: informational, decisional, and interpersonal. Within each category are sub-roles that managers fulfill, such as monitor, spokesperson, entrepreneur, and liaison. Next, it discusses three essential management skills according to Katz: technical, human, and conceptual skills. The document then provides tips for improving management skills and discusses methods for shaping employee behavior, including positive reinforcement, negative reinforcement, punishment, and extinction. Factors that influence perception are also outlined, such as characteristics of the perceiver, target, and situational context.
Management involves coordinating organizational resources to achieve goals through planning, organizing, leading, and controlling. There are three levels of managers - first-line managers supervise operations, middle managers supervise first-line managers, and top managers establish goals and monitor middle managers. The four functions of management are planning goals and strategies, organizing people and resources, leading people, and controlling performance to ensure goals are achieved.
This document outlines the key functions and skills of management. It discusses the management process, which includes planning, organizing, leading, and controlling. Managers at different levels focus on these functions in varying proportions. Fundamental management skills include technical skills, interpersonal skills, and conceptual skills. Technical skills involve specialized knowledge, interpersonal skills involve motivating people, and conceptual skills involve seeing the big picture. The document also outlines the three primary managerial roles of interpersonal roles, informational roles, and decisional roles.
This document provides an introduction to pharmaceutical management. It defines key terms like organization, management, and managers. It explains that managers are responsible for coordinating an organization's resources, including human, financial, physical, and information resources, to achieve its goals efficiently and effectively. The management process involves planning and decision making, organizing, leading, and controlling. Good managers need technical, interpersonal, conceptual, diagnostic, communication, decision making, and time management skills to be effective.
Manager refers to someone who oversees and directs other individuals, projects, or organizations. Effective management depends on factors such as company type, organizational structure, the manager's leadership style, and the manager's level within the company. As company size increases, management typically shifts from an informal, centralized structure to a more decentralized, process-driven structure with an emphasis on long-term planning, innovation, and collaborative goal setting. The document provides examples of how different management approaches may be needed for various company and leadership scenarios.
This document provides an overview of management, leadership, and organizational structures. It defines management as achieving organizational objectives through people and resources. There are three levels of management: top management focuses on strategic planning, middle management develops implementation plans, and supervisory management motivates employees. Effective management requires technical, human, and conceptual skills. The four managerial functions are planning, organizing, directing, and controlling. Leadership involves influencing others to achieve goals and can take autocratic, democratic, or free-rein styles. Organizational structures include line, line-and-staff, committee, and matrix configurations.
This document provides answers to questions related to organizational behavior and management skills. It discusses the different areas of management skills including project management, time management, conflict management, self-management, and team management. It also discusses learning theories that can be adopted by managers such as reinforcement theory. Contemporary motivation theories are also explained including the ERG theory and cognitive evaluation theory. The impact of roles and behaviors in groups on team effectiveness is discussed. Behavioral leadership theory is also explained.
concept of change, nature of organisational change, factors responsible for organisational change, causes for resistance to change, management of change, process of planned change, guiding principles of change
The roles and responsibilities of managers vary depending on factors like their industry, company culture, and level within the organization. Generally, managers plan projects, organize resources, lead employees by motivating and communicating with them, and ensure goals are met through controlling and corrective actions. Successful managers draw on an array of skills including technical proficiency, strong interpersonal skills to build relationships, and conceptual skills to strategize and solve problems.
Giving Presentations to Senior Managersdeanpbriggs
This document provides guidance for project managers on preparing and delivering presentations to senior management. It discusses understanding the purpose of the meeting, working with one's boss, what to include in the presentation, how to rehearse, tips for the actual presentation, handling questions, and following up after the presentation. The goal is to keep presentations concise yet informative for an audience that may not be deeply familiar with the project details.
The document discusses key aspects of effective leadership and management. It provides principles for leading people, such as knowing your job, setting an example, caring for people, communicating, educating, equipping, motivating teams, and developing teamwork. It also discusses characteristics of high-performing teams, including participative leadership, shared responsibility, common purpose, communication, and being future-focused. Overall, the document emphasizes the importance of competent leadership, developing teams, and focusing on people to achieve goals in complex and unpredictable work environments.
The document discusses the roles and responsibilities of managers at different levels in an organization. It identifies 17 common managerial roles grouped under the four main functions of management: planning, organizing, leading, and controlling. Some of the key roles discussed include strategic planner, motivator and coach, monitor, resource allocator, and team builder. The document also explains that management involves technical, interpersonal, conceptual, diagnostic, and political skills. Overall, the summary provides an overview of management functions, roles, and skills from a theoretical perspective.
This document provides an overview of management essentials including the roles and responsibilities of managers. It discusses key manager functions such as planning, organizing, staffing, directing and controlling. It also distinguishes between leadership and management, noting that the most effective managers also demonstrate leadership skills. The document outlines steps to plan and build a department including establishing mission, goals and objectives. It also covers topics such as delegation, discipline, and controlling the department. The overall summary is that the document presents fundamental management concepts and best practices for planning, leading and controlling a department effectively.
Managers play an important role in influencing employees and maintaining ethics and discipline in the workplace. They are responsible for communicating and enforcing codes of conduct, as well as providing training programs to encourage ethical behavior. Managers must also lead by example and maintain transparency to prevent misconduct among employees. Effective managers exhibit leadership traits like taking risks and having a future orientation. They also understand employees' needs and ensure a safe work environment by preventing violence and resolving conflicts.
The document discusses the different types and roles of managers. It describes top managers who make organization-wide decisions, middle managers who oversee first-line managers, and first-line managers who directly manage non-managerial employees. Ten managerial roles are identified relating to interpersonal relationships, information transfer, and decision-making. Managerial skills include technical skills for job tasks, human skills for working with people, and conceptual skills for strategic thinking.
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
The document discusses working in a team environment. It covers identifying team roles and objectives, stages of team development including forming, storming, norming, performing, and adjourning. Effective team characteristics include clear goals, trust, support, communication and democratic processes. Coaching aims to improve performance by focusing on the present. The purpose of coaching can be to increase skills, compliance, safety, productivity or prepare for new responsibilities. Benefits of teamwork include improved organizational and individual performance as well as staff morale.
The document discusses various concepts related to organizing in management. It defines organizing as how to group organizational elements. Job design determines individual work responsibilities, while job specialization divides overall tasks into smaller parts. Specialization can increase proficiency but also risks boredom. Alternatives like job rotation, enlargement and enrichment aim to address these limitations. The document also defines concepts like chain of command, delegation, decentralization and centralization related to authority and responsibility within an organization.
This document discusses the role of a manager. It defines a manager as someone elected by top management to manage activities and fulfill organizational goals and objectives. A manager is responsible for planning, organizing, staffing, directing, and controlling to accomplish predetermined goals, but does not do the work themselves - instead they guide others. The document then outlines various roles and responsibilities of managers, including interpersonal roles like being a figurehead, leader, and liaison; informational roles as a recipient, disseminator and spokesman; and decisional roles such as being an entrepreneur, disturbance handler, and negotiator. It emphasizes that a good manager can get ordinary employees to perform extraordinarily through motivation, communication, team-building and developing employees'
The document outlines the key roles and responsibilities of a manager. It discusses that a manager's main purpose is to achieve objectives by ensuring each team member achieves their goals. A good manager can get ordinary employees to perform extraordinarily. Managers work with others as coaches and counselors, while workers work alone. Key responsibilities include ensuring objective achievement, decision making, developing team members, strong customer focus, planning, monitoring, controlling, and appraising. The document also contrasts effective versus ineffective manager traits and Mintzberg's 10 management roles.
The document discusses various dimensions of managerial jobs including:
1) General functions like planning, organizing, leading, and controlling.
2) Functional dimensions defined by Henri Fayol including technical, commercial, financial, security, accounting, and managerial.
3) Ten managerial roles identified by Henry Mintzberg such as figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.
The document discusses the key managerial processes of planning, organizing, leading, and controlling. It provides details on each process:
- Planning involves setting goals and determining future courses of action to achieve objectives. It requires decision-making.
- Organizing coordinates activities and allocates resources identified in plans to reach goals. It establishes the organizational structure.
- Leading manages, motivates, and directs people. It creates a positive attitude and influences behavior toward work and goals.
- Controlling monitors and evaluates activities by measuring performance, finding deviations, and correcting them to ensure goal fulfillment.
The document discusses various managerial skills including technical, human relations, conceptual, analytical, decision-making, digital, and communication skills. It explains that different levels of managers require different skill sets, with technical skills being most important for first-level managers and conceptual skills being most important for top-level managers. Overall, the document provides an overview of the key skills necessary for successful management at different levels within an organization.
The document discusses key concepts related to entrepreneurship and business management. It defines entrepreneurship as taking on new business ventures and opportunities to create economic value. Good management involves planning, organizing, leading, and controlling a business to achieve its goals. The different forms of business ownership - sole proprietorship, partnership, corporation - determine how profits/losses are shared and the legal liabilities of the owners. Capital requirements, market factors, and registration also influence the type of business structure chosen.
Management is to supervise and coordinate the activities of a group in order to design and maintain an environment in which individuals of a group can accomplish their pre selected objectives.
A manager coordinates and oversees the work of others to accomplish organizational goals. There are three types of managers: first-line managers oversee non-managerial employees, middle managers oversee first-line managers, and top managers create organizational context and monitor the business environment. Management involves planning work activities, organizing resources, leading employees, and controlling performance. Effective managers utilize technical, human, and conceptual skills.
This document provides an overview of management and organization. It defines management as achieving organizational objectives through people and resources. The key functions of management are identified as planning, organizing, staffing, communicating, motivating, leading, and controlling. Managers direct individuals to pursue organizational goals by assuming interpersonal, informational, and decisional roles. An organization is a collection of people working together to achieve a common purpose and is the means by which objectives are achieved.
This document provides answers to questions related to organizational behavior and management skills. It discusses the different areas of management skills including project management, time management, conflict management, self-management, and team management. It also discusses learning theories that can be adopted by managers such as reinforcement theory. Contemporary motivation theories are also explained including the ERG theory and cognitive evaluation theory. The impact of roles and behaviors in groups on team effectiveness is discussed. Behavioral leadership theory is also explained.
concept of change, nature of organisational change, factors responsible for organisational change, causes for resistance to change, management of change, process of planned change, guiding principles of change
The roles and responsibilities of managers vary depending on factors like their industry, company culture, and level within the organization. Generally, managers plan projects, organize resources, lead employees by motivating and communicating with them, and ensure goals are met through controlling and corrective actions. Successful managers draw on an array of skills including technical proficiency, strong interpersonal skills to build relationships, and conceptual skills to strategize and solve problems.
Giving Presentations to Senior Managersdeanpbriggs
This document provides guidance for project managers on preparing and delivering presentations to senior management. It discusses understanding the purpose of the meeting, working with one's boss, what to include in the presentation, how to rehearse, tips for the actual presentation, handling questions, and following up after the presentation. The goal is to keep presentations concise yet informative for an audience that may not be deeply familiar with the project details.
The document discusses key aspects of effective leadership and management. It provides principles for leading people, such as knowing your job, setting an example, caring for people, communicating, educating, equipping, motivating teams, and developing teamwork. It also discusses characteristics of high-performing teams, including participative leadership, shared responsibility, common purpose, communication, and being future-focused. Overall, the document emphasizes the importance of competent leadership, developing teams, and focusing on people to achieve goals in complex and unpredictable work environments.
The document discusses the roles and responsibilities of managers at different levels in an organization. It identifies 17 common managerial roles grouped under the four main functions of management: planning, organizing, leading, and controlling. Some of the key roles discussed include strategic planner, motivator and coach, monitor, resource allocator, and team builder. The document also explains that management involves technical, interpersonal, conceptual, diagnostic, and political skills. Overall, the summary provides an overview of management functions, roles, and skills from a theoretical perspective.
This document provides an overview of management essentials including the roles and responsibilities of managers. It discusses key manager functions such as planning, organizing, staffing, directing and controlling. It also distinguishes between leadership and management, noting that the most effective managers also demonstrate leadership skills. The document outlines steps to plan and build a department including establishing mission, goals and objectives. It also covers topics such as delegation, discipline, and controlling the department. The overall summary is that the document presents fundamental management concepts and best practices for planning, leading and controlling a department effectively.
Managers play an important role in influencing employees and maintaining ethics and discipline in the workplace. They are responsible for communicating and enforcing codes of conduct, as well as providing training programs to encourage ethical behavior. Managers must also lead by example and maintain transparency to prevent misconduct among employees. Effective managers exhibit leadership traits like taking risks and having a future orientation. They also understand employees' needs and ensure a safe work environment by preventing violence and resolving conflicts.
The document discusses the different types and roles of managers. It describes top managers who make organization-wide decisions, middle managers who oversee first-line managers, and first-line managers who directly manage non-managerial employees. Ten managerial roles are identified relating to interpersonal relationships, information transfer, and decision-making. Managerial skills include technical skills for job tasks, human skills for working with people, and conceptual skills for strategic thinking.
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
The document discusses working in a team environment. It covers identifying team roles and objectives, stages of team development including forming, storming, norming, performing, and adjourning. Effective team characteristics include clear goals, trust, support, communication and democratic processes. Coaching aims to improve performance by focusing on the present. The purpose of coaching can be to increase skills, compliance, safety, productivity or prepare for new responsibilities. Benefits of teamwork include improved organizational and individual performance as well as staff morale.
The document discusses various concepts related to organizing in management. It defines organizing as how to group organizational elements. Job design determines individual work responsibilities, while job specialization divides overall tasks into smaller parts. Specialization can increase proficiency but also risks boredom. Alternatives like job rotation, enlargement and enrichment aim to address these limitations. The document also defines concepts like chain of command, delegation, decentralization and centralization related to authority and responsibility within an organization.
This document discusses the role of a manager. It defines a manager as someone elected by top management to manage activities and fulfill organizational goals and objectives. A manager is responsible for planning, organizing, staffing, directing, and controlling to accomplish predetermined goals, but does not do the work themselves - instead they guide others. The document then outlines various roles and responsibilities of managers, including interpersonal roles like being a figurehead, leader, and liaison; informational roles as a recipient, disseminator and spokesman; and decisional roles such as being an entrepreneur, disturbance handler, and negotiator. It emphasizes that a good manager can get ordinary employees to perform extraordinarily through motivation, communication, team-building and developing employees'
The document outlines the key roles and responsibilities of a manager. It discusses that a manager's main purpose is to achieve objectives by ensuring each team member achieves their goals. A good manager can get ordinary employees to perform extraordinarily. Managers work with others as coaches and counselors, while workers work alone. Key responsibilities include ensuring objective achievement, decision making, developing team members, strong customer focus, planning, monitoring, controlling, and appraising. The document also contrasts effective versus ineffective manager traits and Mintzberg's 10 management roles.
The document discusses various dimensions of managerial jobs including:
1) General functions like planning, organizing, leading, and controlling.
2) Functional dimensions defined by Henri Fayol including technical, commercial, financial, security, accounting, and managerial.
3) Ten managerial roles identified by Henry Mintzberg such as figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.
The document discusses the key managerial processes of planning, organizing, leading, and controlling. It provides details on each process:
- Planning involves setting goals and determining future courses of action to achieve objectives. It requires decision-making.
- Organizing coordinates activities and allocates resources identified in plans to reach goals. It establishes the organizational structure.
- Leading manages, motivates, and directs people. It creates a positive attitude and influences behavior toward work and goals.
- Controlling monitors and evaluates activities by measuring performance, finding deviations, and correcting them to ensure goal fulfillment.
The document discusses various managerial skills including technical, human relations, conceptual, analytical, decision-making, digital, and communication skills. It explains that different levels of managers require different skill sets, with technical skills being most important for first-level managers and conceptual skills being most important for top-level managers. Overall, the document provides an overview of the key skills necessary for successful management at different levels within an organization.
The document discusses key concepts related to entrepreneurship and business management. It defines entrepreneurship as taking on new business ventures and opportunities to create economic value. Good management involves planning, organizing, leading, and controlling a business to achieve its goals. The different forms of business ownership - sole proprietorship, partnership, corporation - determine how profits/losses are shared and the legal liabilities of the owners. Capital requirements, market factors, and registration also influence the type of business structure chosen.
Management is to supervise and coordinate the activities of a group in order to design and maintain an environment in which individuals of a group can accomplish their pre selected objectives.
A manager coordinates and oversees the work of others to accomplish organizational goals. There are three types of managers: first-line managers oversee non-managerial employees, middle managers oversee first-line managers, and top managers create organizational context and monitor the business environment. Management involves planning work activities, organizing resources, leading employees, and controlling performance. Effective managers utilize technical, human, and conceptual skills.
This document provides an overview of management and organization. It defines management as achieving organizational objectives through people and resources. The key functions of management are identified as planning, organizing, staffing, communicating, motivating, leading, and controlling. Managers direct individuals to pursue organizational goals by assuming interpersonal, informational, and decisional roles. An organization is a collection of people working together to achieve a common purpose and is the means by which objectives are achieved.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals effectively and efficiently. The document outlines the traditional management functions and describes the types of managers (strategic, tactical, operational), skills required of managers (technical, interpersonal, conceptual), and levels of management (first-line, middle, top). Good managers focus on both effectiveness, doing the right things, and efficiency, doing things right, to accomplish organizational objectives with minimum waste of resources.
An organization is a social unit of people that is structured and managed to meet goals. Organizations have management structures that determine relationships between activities and members, and assign roles and responsibilities. Managers at different levels engage in different amounts of planning, organizing, leading, and controlling functions to achieve organizational goals. Managers fulfill decisional, interpersonal, and informational roles like being a leader, liaison, or monitor. Key managerial skills include technical skills, conceptual skills, interpersonal and communication skills, decision-making skills, and diagnostic and analytical skills. These skills allow managers to perform tasks, coordinate activities, communicate effectively, make good decisions, and analyze situations.
An organization is a social unit of people that is structured and managed to meet goals. Organizations have management structures that determine relationships between activities and members, and assign roles and responsibilities. Managers at different levels engage in different amounts of planning, organizing, leading, and controlling functions to achieve organizational goals. Managers fulfill decisional, interpersonal, and informational roles like being a leader, liaison, or monitor. Managerial skills needed include technical skills, conceptual skills, interpersonal and communication skills, decision-making skills, and diagnostic and analytical skills. These skills allow managers to perform tasks, think strategically, interact effectively, make good decisions, and analyze situations.
The document discusses the concepts of managerial excellence and business excellence. It defines managerial excellence as displaying strong leadership and management skills, obeying company policies, and getting the best from employees. Business excellence refers to outstanding organizational practices for achieving results based on fundamental values and models. The key aspects of managerial excellence are types of managers, required qualities, competencies, roles and skills. It emphasizes developing technical, human and conceptual skills through roles like monitoring, decision making, and people management.
MB0038 – Management Process and Organization Behaviorswejs
This document provides an overview of management processes and organization behavior for a Master of Business Administration program. It discusses managerial roles and skills, including monitoring work, integrating efforts, and providing leadership. It describes the three main roles according to Mintzberg as informational, decisional, and interpersonal. Technical, human, and conceptual skills are also outlined. Methods for shaping employee behavior are discussed, including positive reinforcement through rewards and negative reinforcement by removing rewards for undesired behavior.
Principles of Management NUML University Lecture 2pal83111
Here are a few things I would do in this situation:
1. Meet individually with each employee to understand their roles and responsibilities better, listen to any concerns they have, and start building rapport.
2. Hold a group meeting to introduce myself, discuss my management philosophy of teamwork and collaboration, and ask for their input on how to improve morale and work as a cohesive unit.
3. Work with the previous manager to better understand the history and context before making any major changes. Tap into their expertise while also making clear I aim to do things differently with more of a team-focused approach.
4. Develop a plan to delegate more and empower employees so they feel invested and accountable rather than like they're
Management skills can be defined as certain attributes or abilities that help managers solve problems and deal effectively with subordinates. Management skills include technical skills, conceptual skills, and human or interpersonal skills. Some important management skills are planning, communication, decision-making, delegation, problem-solving, and motivating. Effective managers possess skills in each of these areas to achieve organizational goals.
The document discusses the definition and functions of management, including planning, organizing, leading, and controlling. It describes management as the process of achieving organizational goals through coordinating human and other resources. The roles of managers are explained as including interpersonal roles like leadership, informational roles like monitoring, and decisional roles such as resource allocation.
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
Management is the coordination and administration of tasks to achieve a goal. Such administration activities include setting the organization’s strategy and coordinating the efforts of staff to accomplish these objectives through the application of available resources. Management can also refer to the seniority structure of staff members within an organization.Companies and organizations need effective management to achieve business goals. There are different levels of management that aim to organise and coordinate the business functions of a company. If you're interested in becoming a manager, you may want to learn more about what a manager does. In this article, we discuss what management is and its unique characteristics, objectives, levels and functions.
1) The document discusses the topic of management, defining it as the process of achieving goals effectively and efficiently through people. It describes management functions like planning, organizing, staffing, leading, and controlling.
2) It also discusses the different levels of management from top to lower levels. Top management focuses on long-term planning while lower management handles day-to-day operations.
3) The roles and skills of managers are explained. Managers have interpersonal, informational, and decisional roles. Conceptual, technical, and human skills are important for effective managerial performance.
The Management Process TodayChapter1Wh.docxcherry686017
This document provides an overview of management concepts including:
- The four main functions of management are planning, organizing, leading, and controlling.
- Managers at different levels include first-line managers, middle managers, and top managers.
- Managerial roles involve decisional, informational, and interpersonal tasks. Conceptual, human, and technical skills help managers perform these roles.
- Building a competitive advantage allows organizations to outperform others by increasing efficiency, quality, flexibility, and customer responsiveness.
This document summarizes key concepts from a workshop on organizational behavior. It outlines the basic requirements to pass the subject, including assignments, workshops, and exams. It also provides an overview of the topics that will be covered, which include individual behavior, group dynamics, and organizational systems. The document summarizes models of organizational behavior and discusses what managers do, including their roles, skills, and functions.
This document provides an overview of key concepts in management. It defines management as the process of planning, organizing, leading and controlling work to achieve organizational goals. Management occurs at three levels - top management sets goals, middle management implements plans, and lower managers directly oversee work. Good management requires technical, human, and conceptual skills. Managers perform interpersonal, informational, and decisional roles like leading, monitoring environment, and allocating resources. The document outlines these concepts and roles in management.
This document provides an overview of managerial roles and skills. It discusses the challenges managers face, including global competition, quality, productivity, and risk management. An integrative framework is presented that balances internal/external focuses and efficiency/flexibility. Managerial roles fall under three categories: formal authority, interpersonal relationships, and decision making. Essential skills include technical, human, and conceptual abilities. Managerial knowledge encompasses facts, procedures, and processes. Experience and education are important for developing skills and knowledge.
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
This document discusses why management should be studied and provides an overview of key management concepts.
It begins by explaining that management is important to study because organizations impact our daily lives and we will all either manage or be managed. It then discusses some core management principles like the universality of management in all organizations.
The document also defines key terms like what an organization is, the different levels of managers, and operative employees. It describes management as coordinating work through people to be efficient and effective. The main functions of management that managers engage in are identified as planning, organizing, leading and controlling. Finally, it outlines important skills that successful managers possess such as conceptual, interpersonal, technical and political skills.
Management involves planning, organizing, leading, and controlling organizational activities and resources. It is the process of coordinating work activities to achieve organizational goals efficiently and effectively. Key functions of management include planning work, organizing resources, leading or directing employees, and controlling quality and outcomes. Managers at different levels focus on short, medium, and long-term goals and tasks. Conceptual, human, and technical skills are important for managers to perform their roles in coordinating work, sharing information, and making decisions.
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1. University of Dhaka
Assignment on:
Function, Role and Skill of a Manager
Principles of Management
Course Code: 102
Submitted to:
Mr. Md. Abdul Jabber
Lecturer,
Department of Management Studies
University of Dhaka
Submitted by:
Group name: Harbinger
1. Md. Moshiur Alam (Roll: 72)
2. Md. Sumsuddin (Roll: 37)
3. Md. Yasin Hossain(Roll: 34)
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
2. ACKNOWLEDGMENT
Alhamdulillah, first of all we would like to thank God
as finally we were able to finish our assignment that has been
given by our management lecturer Mr. Md. Abdul Jabber to us.
He also gave us proper guidelines and co-operated us
completing this assignment. So, we express our deep gratitude
to him. This task had been done with all afford by group members
even though a little bit problem were happened among us while
doing this assignment. Luckily, all the problems can be settled
down 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 in
Bangladesh. Lastly we would like to deliver our whole hearted thanks
to all the students of our class for their cordial cooperation. So we pray
the long life and good health for all the persons who have helped and
co-operated us in our assignment research.
3. Functions of Manager
There are basically five management concepts that allow any
organization’s manager to handle the tactical, planned and set
decisions. The five basic functions of the manager are just to have a
controlled plan over the preventive measure.
Figure: Functions of Manager
These 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 lies
within the planning procedure. Planning is the logical thinking through
goals and making the decision as to what needs to be accomplished in
order to reach the organizations’ objectives. Managers use this process
to plan for the future, like a blueprint to foresee problems, decide on
the actions to evade difficult issues and to beat the competition.
4. Organizing:
The second function of the manager (management) is getting prepared,
getting organized. Manager must organize all its resources well before
in hand to put into practice the course of action to decide that has been
planned in the base function. Through this process, manager will now
determine the inside directorial configuration; establish and maintain
relationships, and also assign required resources.
Staffing:
The third function of manager is stuffing. After the organizational
functions are done, 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.
Directing:
It involves the implementation of plans by mobilizing individuals and
group efforts through motivation, communication, leadership and
supervision. Directing may be defined as the process of activating the
efforts of employees towards the achievement of organizational
objectives.
Controlling:
It is the process of regulating the ongoing activities of the organization
to ensure that they are in conformity with the established plans and
produce the desired results. Through the controlling function,
management can keep the organization towards its chosen track. It
involves:
Establishing standards of performance
Measuring current performance
Comparing actual results with the established standards
5. 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, problem
solver, and decision maker — all rolled into one. And these are just a
few of a manager's roles.
Figure: The Managerial Role
Interpersonal 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.
6. 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 it's 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, it's the manager who must take charge.
He also needs to help mediate disputes within it.
7. 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 a
number of specific skills if he wants to be succeed. The most
fundamental management skills are technical. Interpersonal,
conceptual, communication decision making and time management
skills.
Figure: Managerial Skill (For All Level Managers)
Technical Skills:
Technical skills are the skills necessary to accomplish or understand the
specific kind of work being done in an organization. Technical skills are
especially important for first line managers. These managers spend
8. most of their time training subordinates and answering question about
work related problems. They must know how to perform tasks assigned
to those they supervise if they are to be effective managers.
Interpersonal Skills:
Managers spend considerable time interacting with people both inside
and outside the organization. For obvious reasons then the manager
also needs interpersonal skills- the ability to communicate with,
understand and motivate both individuals and groups. As a manager
climbs the organizational ladder, he or she must be able to get along
with subordinates, peers and those at higher level of the organization.
Because of the multitude of roles manager must fulfill, a manager must
able to work with suppliers, customers, investors, and others outside of
the organization. Although some managers have succeeded with poor
interpersonal skills, a manager who has good interpersonal skills is
likely to be more successful.
Conceptual Skills:
Conceptual skills depend on the manager’s ability to think in the
abstract. Managers need the mental capacity to understand the overall
working of the organization and its environment, to grasp how all the
part of the organization fit together, and view the organization in a
holistic manner. This allows them to think strategically, to see the ‘big
picture’, and to make broad based decisions that serve the overall
organization.
9. Diagnostic Skills:
Successful managers also possess diagnostic skills, or skills that enable
a manager to visualize the most appropriate response to a situation. A
physician diagnoses a patient illness by analyzing symptoms and
determining their probable cause. Similarly, a manager can diagnose
and analyze a problem in the organization by studying its symptoms
and then developing a solution.
Communication Skills:
Communication skills refer to the manager’s ability both to effectively
convey ideas and information to others and to effectively receive ideas
and information from others. This skills enable a manager to transmit
ideas to subordinates so that they know what is expected, to
coordinate work with peers and colleagues so that they work well
together properly, and to keep higher level managers informed about
what is going on. In addition, communication skills help the manager
listen to what others say and to understand real meaning behind
letters, reports, and other written communication.
Decision-Making Skills:
Effective managers also have good decision making skills. Decision
making skills refers to the manager’s ability to correctly recognize and
define problems and opportunities and to then select an appropriate
course of action to solve the problems and capitalize on opportunities.
10. No manager makes the right decision all the time. However, effective
managers make good decision most of the time. And when they do
make a bad decision, they usually recognize their mistake quickly and
then make good decision to recover with as little cost or damage to
their organization as possible.
Time-Management Skills:
Finally, effective managers usually good time management skills. Time
management skills refer to the manager’s ability to prioritize work, to
work effectively, and to delegate appropriately. As already noted,
managers face many different pressures and challenges. It is too easy
for a manager to get bogged down doing work that can easily be
postponed 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, 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, which contribute to
high performance in a management job. Following are some of the
skills and personal characteristics:
11. 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