Modern Managers iy University of Dhaka ; some Tiseaeett ‘As well asthe previous 5 functions of management, modern Center managers ae kely to include: + Delegate - give subordinates the authority o carry out tasks. This ips with motivation and reduces work load. The overall responsibilty will stil ie with the manager who delegated the authority. * Mofivaie Rather than simply teling workers to work harder you 2 ‘encourage them by helping them to enjoy their tasks through team. memes ‘working, participation in decision making, and by giving them some powers. Role of manager + Firstly a manager is responsible for making things happen. + Managers are responsible for drawing out the best in their team and ensuring that their staff's efforts become more and more effective. + As well as coordinating the activities of the team a manager must act as a facilitator, bringing together the different skills of the team so that team members can share skills and learn from one another. A manager is in charge of a specific group of employees, the manager has a duty to make sure that all the workers are able to do their job. + The manager has the final say in any decision concerning employees duties.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 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 toreach 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.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 staifing by recruiting, selecting, training, and developing employees. A manager ina large organization often works with the company's human resources department to accomplish this goal. Directing: It involves the implementation of plans by mobilizing uals 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+ Detecting deviations from the standards + Taking corrective actions for significant deviations. Roles of Manager ‘Amanager 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 few of amanager'sroles. Prowde Infomation Process Use Infomation Figure: The Manogerial 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.People look up to him as @ 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 intemal and external contacts. He needs to be able to network effectively on behali 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, generatingnew 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.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 fut Enumerous roles the manager also need a he wants to be succeed. The mast number of specific sk fundamental management skills are technical, Interpersonal, conceptual, communication decision making and time management skills. Figure: Managerial Skil (Fer Ali Level Managers) ‘Technical Skills: Technical skills are the skills necessary to accomplish or understand the specific kind of work being done inan organization, Technical skills are especially important for first line managers. These managers spend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. Intempersonal Skill: ‘Managers spend considerable time interacting with people both inside and outside the organization. For obvious reasons then the manager also needs interpersonal sl 'y 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 ls- the al 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 Sh Conceptual skills depend on the manager's ability to thinkin 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 ina holistic manner. This allows them to think strategically, to see the ‘big picture’, and to make broad based decisions that serve the overall organization.Diagnostic Skill 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. 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.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’ 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 fora 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 ity. relative importance tends to vary by level of managerial respon: 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: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 ll confidence Resistance to stress — ability to perform under stressful conditions Tolerance for uncertainty — abi to perform in ambiguous situations2 ober tmueleriay Jead and Managed ESensialiy 2 aN ust) Bleed Seer TNA tote Various Sain Eat Batenuilection of Resourc Distribution Cl cae insignis ueiges ees (ote va otic“ eu Meneame Neamt reletsen a eats