MANAGEMENT
Management is a process of integrating resources and tasks towards the
achievement of the stated organizational goals. It is often referred to as a
process of
-Planning
-Organizing
-Staffing
-Directing
-Controlling
Management literature labels them as the functions of management.
Thus it involves a process which is functional and social as well, as it deals
with people in the organizational context.
PROCESS of MANAGEMENT
A process is a systematic way of doing things.
The management process emphasizes that all managers,
regardless of their particular aptitude/ skills engaged in certain
interrelated activities to achieve the desired goals.
It is a process which is continuous, ongoing and a systematic way of
doing things.
However, the managerial role is evidenced in an organization through
the strategic, tactical and operational responsibilities that the managers
discharge in an organization.
MANAGERIAL ROLES
A classic study of top executives found that they spend their time in
performing ten roles, which are grouped under three categories
interpersonal, informational and decisional.
Interpersonal role
The three interpersonal roles provide information and are primarily
concerned with interpersonal relationships. The figurehead role allows the
manager to represent the organization in all official business. As a
symbolic head, the manager performs a number of routine duties of a
legal and social nature. As a leader, the top level manager represents the
company legally to those outside the organization. The supervisor
represents the work group to the higher management and is responsible
for motivating the group along with participating in the hiring, training,
and related duties as the leader.
The manager uses the liaison role to gain favors from his
subordinates and information, while the supervisor uses the same to
maintain the routine flow of work. He also uses this role to create his own
networks, external and internal, to maintain the relationships.
The Informational role
The informational role ensures that information is provided and that
the manager has enough information to do his routine work. This role links
, all the managerial work together. The manager in interpersonal role is
placed in a unique position to receive lots of information.
Thus, the three informational roles are primarily concerned with the
informational aspect of the managerial role. Receives and collects
information in monitoring role, resulting in a
thorough understanding of the organization and its internal /external
environment. Since manager monitors, it is considered the focal point of
internal and external information. As the spokesperson transmits
information to the outsiders on the organizational policies, actions and
decisions. Since the information is received, monitored and stored by the
manager,
disseminates both factual and analytical information, thus serving as the
industry expert and the supervisor serves as the unit expert.
The Decisional role
The decisional role makes significant use of the information. The
unique access to information places the manager in the centre of the
organizational decision making.
There are four decisional roles that the manager performs. The
manager initiates and searches for new opportunities and projects to
initiate change in the organization in his entrepreneurial role.
In the disturbance handling role the manager deals with the
threats to the
organization and takes corrective action accordingly.
In the resource allocation role, the manager chooses where the
organization will spend for its efforts. He takes an active role in providing
financial and other resources to the departments/units/people including
approving organizational decisions in the resource allocation front.
The manager negotiates on behalf of the organization in the
negotiation role. He engages in negotiations with the parties outside
the organization as well as inside the organization and is responsible for
representing the organization in major negotiations.
Since leadership permeates all the activities, the leadership role is
among the most important of all the roles across all levels of
management.
MANAGEMENT SKILLS
A manager’s job is complex considering the functions and the roles
one has to perform. Hence, they need certain skills to perform the
functions associated with their job. The key skills of a manager are:
Technical skills
Technical skills are those skills, which enable an individual to carry
out specialized tasks /activities that involve a certain method or a process.
Managers develop technical skills to perform the activities that are part of
their daily work life. For the performance of such daily activities, a
manager should possess a basic education in the related field and gain
knowledge
Management is a process of integrating resources and tasks towards the
achievement of the stated organizational goals. It is often referred to as a
process of
-Planning
-Organizing
-Staffing
-Directing
-Controlling
Management literature labels them as the functions of management.
Thus it involves a process which is functional and social as well, as it deals
with people in the organizational context.
PROCESS of MANAGEMENT
A process is a systematic way of doing things.
The management process emphasizes that all managers,
regardless of their particular aptitude/ skills engaged in certain
interrelated activities to achieve the desired goals.
It is a process which is continuous, ongoing and a systematic way of
doing things.
However, the managerial role is evidenced in an organization through
the strategic, tactical and operational responsibilities that the managers
discharge in an organization.
MANAGERIAL ROLES
A classic study of top executives found that they spend their time in
performing ten roles, which are grouped under three categories
interpersonal, informational and decisional.
Interpersonal role
The three interpersonal roles provide information and are primarily
concerned with interpersonal relationships. The figurehead role allows the
manager to represent the organization in all official business. As a
symbolic head, the manager performs a number of routine duties of a
legal and social nature. As a leader, the top level manager represents the
company legally to those outside the organization. The supervisor
represents the work group to the higher management and is responsible
for motivating the group along with participating in the hiring, training,
and related duties as the leader.
The manager uses the liaison role to gain favors from his
subordinates and information, while the supervisor uses the same to
maintain the routine flow of work. He also uses this role to create his own
networks, external and internal, to maintain the relationships.
The Informational role
The informational role ensures that information is provided and that
the manager has enough information to do his routine work. This role links
, all the managerial work together. The manager in interpersonal role is
placed in a unique position to receive lots of information.
Thus, the three informational roles are primarily concerned with the
informational aspect of the managerial role. Receives and collects
information in monitoring role, resulting in a
thorough understanding of the organization and its internal /external
environment. Since manager monitors, it is considered the focal point of
internal and external information. As the spokesperson transmits
information to the outsiders on the organizational policies, actions and
decisions. Since the information is received, monitored and stored by the
manager,
disseminates both factual and analytical information, thus serving as the
industry expert and the supervisor serves as the unit expert.
The Decisional role
The decisional role makes significant use of the information. The
unique access to information places the manager in the centre of the
organizational decision making.
There are four decisional roles that the manager performs. The
manager initiates and searches for new opportunities and projects to
initiate change in the organization in his entrepreneurial role.
In the disturbance handling role the manager deals with the
threats to the
organization and takes corrective action accordingly.
In the resource allocation role, the manager chooses where the
organization will spend for its efforts. He takes an active role in providing
financial and other resources to the departments/units/people including
approving organizational decisions in the resource allocation front.
The manager negotiates on behalf of the organization in the
negotiation role. He engages in negotiations with the parties outside
the organization as well as inside the organization and is responsible for
representing the organization in major negotiations.
Since leadership permeates all the activities, the leadership role is
among the most important of all the roles across all levels of
management.
MANAGEMENT SKILLS
A manager’s job is complex considering the functions and the roles
one has to perform. Hence, they need certain skills to perform the
functions associated with their job. The key skills of a manager are:
Technical skills
Technical skills are those skills, which enable an individual to carry
out specialized tasks /activities that involve a certain method or a process.
Managers develop technical skills to perform the activities that are part of
their daily work life. For the performance of such daily activities, a
manager should possess a basic education in the related field and gain
knowledge
