perspective management project

1. RESPONSIBILIT
YOF
MANAGER
ROLES &

2. introduction
Over the years of corporate and government
administration, there has been a common
foundation on which any organization or
government sustains.
The foundation being 'Managers'
Managers are needed for management or
simply put as the organization and
coordination of the activities of a business in
order to achieve defined objectives.
Managers are needed for successful
functioning of any organization.

3. Definition of manager
An individual who is in charge of a certain group
of tasks, or a certain subset of a company. A
manager often has a staff of people who report
to him or her.

4. Information
al
Interpersonal
Decisio
nal
THE ROLES OF
MANAGER

5. Management also goes hand in hand with leadership
But there is a basic distinction as to know what makes a manager different
from a leader.
The distinction being a Manager manages task, while a Leader leads
people.
In leadership, one tries to get the people in a group or an organization to
understand an overall vision, and inspire them to join forces and work
together towards the accomplishment of the vision so as to meet the
defined targets and goals.
Management, on the other hand, refers to administering tasks and
ensuring that day-to-day occurrences are going according to plan.

6. 0
2
0
1
0
4
0
3
0
5
Daily Operations
The primary role of a manager is to ensure the daily
functioning of a department or group of employees.
Set Goals
A manager articulates both short and long-term goals
to ensure a company’s longevity
Delegation
Effective managers have confidence in their employees
and delegate tasks according to the department’s needs.
Enforcing Policy
Managers enforce company policy to cultivate an
environment that makes employees hold one another
accountable for their actions.
Evaluation
To encourage satisfactory work, managers evaluate
data and employee performance.
Responsibilities
of a Manager

7. MANAGER APPROACH

8. Planning
Organizing
Coordinating
Reporting
Budgeting
PODSCORB
Staffing
Directing

10. Directive
Management
Style
• The manager places a high value
on discipline
• The manager takes on the “do as
I say” approach.
• The manager keeps a close eye
on the employees and their every
move
The Directive Manager
• Full control of the direction
• more focus
• Manager is always kept in the
loop
Advantage
• Promotes very little learning
• Possibility of employee morale
being high is very low
• Employee enthusiasm has a
tendency to sink
Disadvantage
• Suddenly faced with a crisis
• In cases of emergencies
When to use the Directive style?
• If the employees are still new or
underdeveloped
• If the employees are already
highly skilled and qualified.
When not to use the Directive style?

11. • The manager sets the vision of
the company
• The manager takes on a firm but
fair stance
• Manager motivates subordinates
by using persuasion
The Authoritative Manager
• This leadership style gives
employees a sense of freedom
• Since feedback is provided
• Lifts employees’ pride and self-
esteem
Advantage
• Some employees may become
complacent
• Does not care about how the
employees are working
Disadvantage
• A business or company that does
not have a clear direction
• Authoritative management style
works best in cases where we
have a manager who has a lot of
credibility
When to use the Authoritative style?
• When the employees are
undertrained or underdeveloped.
• When the manager does not have
enough credibility
When not to use the Authoritative
style?
Authoritative
Management
Style

12. • Puts the people first
• Focuses on avoiding conflicts
• Seeing to it that everyone is
happy and satisfied.
The Affiliative Manager
• Employees will be happy
• Shows enough flexibility
• Emphasizes conflict management
Advantage
• Tendency to be complacent about
their performance and output
• Management style requires more
time
• Puts the manager at risk,
Disadvantage
• Does not have the spirit of
teamwork
• When used with other
management styles
• If the tasks performed by
employees are routine
When to use the Affiliative style?
• Businesses that are output-driven
• During times of crisis
When not to use the Affiliative style?
Affiliative
Management
Style

13. • Willingness to listen to everyone
• Encourages employee
participation in decision-making
• Motivates by recognizing team
effort.
The Participative Manager
• Maintain trust in relationships
• Encourages cooperation among
employees
• Employees will feel more
important and morale will be
high
Advantage
• Progress is often slow
• This will demand a lot from the
manager
Disadvantage
• Environment that requires
brainstorming
• Working environment is steady
• Subordinates are experienced
When to use the Participative style?
• If the employees do not have
enough training and experience
• During times of business crisis
When not to use the Participative style?
Participative
Management
Style

14. • The manager often prefers to
personally do many things
himself.
• Expects the employees to be able
to pick up where they left off.
• Motivates by setting high
standards of excellence.
The Pacesetting Manager
• More freedom to put their skills
and competence to good use.
• Perform their tasks with high
energy and engagement.
• Feel more inclined to face up to
the challenge.
Advantage
• Too much pressure
• Exhausting for some employees
• The managers set impossibly high
standards
Disadvantage
• The managers set impossibly high
standards when the employees
are experts
• If the manager is an expert in the
specific area or field
• Where the work force needs very
little direction and coordination
When to use the Pacesetting style?
• If the nature of the work requires
development and coaching.
• If the workload is too heavy.
When not to use the Pacesetting style?
Pacesetting
Management
Style

15. • Known as the “developmental”
manager
• Great willingness to help
employees
• Manager is expected to be an
expert and highly experienced
The Coaching Manager
• Great way to develop a strong
bond
• Encourages a thirst for learning
• Greater tendency to feel proud of
their achievements
Advantage
• Creates a high demand for highly
skilled and expert managers.
• May promote unhealthy
competition among the
employees
Disadvantage
• Employees are in need of
instruction and training
• When the employees are
motivated
When to use the Coaching style?
• If the manager himself lacks
experience and expertise
• When the business is facing a
crisis
When not to use the Coaching style?
Coaching
Management
Style

16. Reference
 https://jobs.telegraph.co.uk/article/what-are-the-main-responsibilities-of-managers/
 https://www.cleverism.com/management-styles/
 http://www.businessdictionary.com/definition/manager.html

17. Devang-15
Mit -18
Pawan-29
Rutvij-36
Sanket -47