A research project on:

To study Different function of

manager.

Submitted by:
Prajeesh Prakash

Under the guidance of

DR. B.C. SINHA

Prn no:
210102241010
DIFFERENT FUNCTION OF
MANAGER.
Functions of a Manager are the various roles played by the
manager in an organization. A manager is accountable for all
the happenings in the firm and is answerable to the
management. The seven major roles played by the manager
are −
  Planning
 Organizing
 Staffing
 Directing/leading
 Coordinating

 Planning: This step involves mapping out exactly how to

achieve a particular goal. Say, for example, that the
organization's goal is to improve company sales. The
manager first needs to decide which steps are necessary
to accomplish that goal. These steps may include
increasing advertising, inventory, and sales staff. These
necessary steps are developed into a plan. When the plan
is in place, the manager can follow it to accomplish the
goal of improving company sales.

 Organizing: After a plan is in place, a manager needs to

organize her team and materials according to her plan.
Assigning work and granting authority are two important
elements of organizing.

 Staffing: After a manager discerns his area's needs, 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.

 Leading: A manager needs to do more than just plan,

organize, and staff her team to achieve a goal. She must
also lead. Leading involves motivating, communicating,
guiding, and encouraging. It requires the manager to
coach, assist, and problem solve with employees.
  Controlling: After the other elements are in place, a
manager's job is not finished. He needs to continuously
check results against goals and take any corrective
actions necessary to make sure that his area's plans
remain on track.

All managers at all levels of every organization perform these

functions, but the amount of time a manager spends on each
one depends on both the level of management and the specific
organization. Roles performed by managers

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.

In addition, managers' schedules are usually jam‐packed.

Whether they're busy with employee meetings, unexpected
problems, or strategy sessions, managers often find little spare
time on their calendars. (And that doesn't even include
responding to e‐mail!) In his classic book, The Nature of Managerial
Work, Henry Mintzberg describes a set of ten roles that a manager fill.
These roles fall into three categories:

 Interpersonal: This role involves human interaction.

 Informational: This role involves the sharing and
analyzing of information.
 Decisional: This role involves decision making.
 Table 1 contains a more in‐depth look at each category of
roles that help managers carry out all five functions
described in the preceding “Functions of Managers”
section.
Not everyone can be a manager. Certain skills, or abilities to
translate knowledge into action that results in desired
performance, are required to help other employees become
more productive. These skills fall under the following
categories:

 Technical: This skill requires the ability to use a special

proficiency or expertise to perform particular tasks.
Accountants, engineers, market researchers, and
computer scientists, as examples, possess technical skills.
Managers acquire these skills initially through formal
education and then further develop them through training
and job experience. Technical skills are most important at
lower levels of management.

 Human: This skill demonstrates the ability to work well in

cooperation with others. Human skills emerge in the
workplace as a spirit of trust, enthusiasm, and genuine
involvement in interpersonal relationships. A manager
with good human skills has a high degree of self‐
awareness and a capacity to understand or empathize
with the feelings of others. Some managers are naturally
born with great human skills, while others improve their
skills through classes or experience. No matter how
human skills are acquired, they're critical for all managers
because of the highly interpersonal nature of managerial
work.

 Conceptual: This skill calls for the ability to think

analytically. Analytical skills enable managers to break
down problems into smaller parts, to see the relations
among the parts, and to recognize the implications of any
one problem for others. As managers assume ever‐higher
responsibilities in organizations, they must deal with more
ambiguous problems that have long‐term consequences.
Again, managers may acquire these skills initially through
formal education and then further develop them by
training and job experience. The higher the management
level, the more important conceptual skills become.
Although all three categories contain skills 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 that the American Assembly of Collegiate
Schools of Business (AACSB) is urging business schools to help
their students develop.

 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.

Dispelling Common Management

Myths
Some employees have a hard time describing exactly
what their managers do on a typical day. Because
managers aren't always seen doing tangible hands‐on
work, such as writing a computer program, editing a
book, or selling a product, sometimes employees think
they do nothing but sit and wait for problems to arise.
But that misconception is just one of several myths that
are very different from the many realities of
management. The following examples discuss not only
the most common myths about managers but also the
realities.

 Myth: The manager is a reflective, methodical planner.

 Reality: The average manager is swamped by trivialities

and crises and spends only nine minutes or so on any
activity.

 Myth: The effective manager has no regular duties to

perform.
 Reality: Managers attend upper management meetings,
meet regularly with employees, coworkers, and potential
clients, and absorb and process information on a
continued basis.

 Myth: The manager's job is a science.

 Reality: Managers rely heavily on interaction and

judgment.

 Myth: Managers are self‐starters, self‐directed, and

autonomous.

 Reality: Good managers are self‐managing: They accept

autonomy, while seeking input from supervisors.

 Myth: Good managers seek out the information they

require.

 Reality: Managers don't always have access to

information they need.

 Myth: Competition among managers is good for business.

 Reality: Collaboration (the pooling of resources) and

cooperation (working together) among managers creates
a better business.
 Today, the concepts of TQM indicate that organizations
function better if resources and knowledge are shared, and
individuals work together as a team.

Organizational behavior reflects the behavior of the people and

management all together, it is considered as field study not just
a discipline. A discipline is an accepted science that is based
upon theoretical foundation, whereas OB is an inter-disciplinary
approach where knowledge from different disciplines like
psychology, sociology, anthropology, etc. are included. It is
used to solve organizational problems, especially those related
to human beings.
There are four different types of models in OB. We will throw
some light on each of these four models.

 AUTOCRATIC MODEL
The root level of this model is power with a managerial
orientation of authority. The employees in this model are
oriented towards obedience and discipline. They are dependent
on their boss. The employee requirement that is met is
subsistence. The performance result is less.
The major drawbacks of this model are people are easily
frustrated, insecurity, dependency on the superiors, minimum
performance because of minimum wage.

CUSTODIAL MODEL
The root level of this model is economic resources with a
managerial orientation of money. The employees in this model
are oriented towards security and benefits provided to them.
They are dependent on the organization. The employee
requirement that is met is security.
This model is adapted by firms having high resources as the
name suggest. It is dependent on economic resources. This
approach directs to depend on firm rather than on manager or
boss. They give passive cooperation as they are satisfied but not strongly
encouraged.

SUPPORTIVE MODEL
The root level of this model is leadership with a managerial
orientation of support. The employees in this model are
oriented towards their job performance and participation. The
employee requirement that is met is status and recognition.
The performance result is awakened drives.
This model is dependent on leadership strive. It gives a climate
to help employees grow and accomplish the job in the interest
of the organization. Management job is to assist the employee’s
job performance. Employees feel a sense of participation.

COLLEGIAL MODEL
The root level of this model is partnership with a managerial
orientation of teamwork. The employees in this model are
oriented towards responsible behavior and self-discipline. The
employee requirement that is met is self-actualization. The
performance result is moderate zeal.
This is an extension of supportive model. The teamwork
approach is adapted for this model. Self-discipline is
maintained. Workers feel an obligation to uphold quality
standard for the better image of the company. A sense of
“accept” and “respect” is seen.
In today's tough and uncertain economy, a company needs
strong managers to lead its staff toward accomplishing
business goals.
But managers are more than just leaders — they're problem
solvers, cheerleaders, and planners as well. And managers
don't come in one‐size‐fits‐all shapes or forms.
Managers fulfill many roles and have many different
responsibilities at each level of management within an
organization.

Organizations abound in today's society. Groups of individuals

constantly join forces to accomplish common goals. Sometimes
the goals of these organizations are for profit, such as franchise
restaurant chains or clothing retailers. Other times, the goals
are more altruistic, such as nonprofit churches or public
schools. But no matter what their aims, all these organizations
share two things in common: They're made up of people, and
certain individuals are in charge of these people.

Enter managers. Managers appear in every organization — at

least in organizations that want to succeed. These individuals
have the sometimes‐unenviable task of making decisions,
solving difficult problems, setting goals, planning strategies,
and rallying individuals. And those are just a few of their
responsibilities!

To be exact, managers administer and coordinate resources

effectively and efficiently to achieve the goals of an
organization. In essence, managers get the job done through
other people.

No matter what type of organization they work in, managers

are generally responsible for a group of individuals'
performance. As leaders, managers must encourage this group
to reach common business goals, such as bringing a new
product to market in a timely fashion. To accomplish these
goals, managers not only use their human resources, but they
also take advantage of various material resources as well, such
as technology.

Think of a team, for example. A manager may be in charge of a

certain department whose task it is to develop a new product.
The manager needs to coordinate the efforts of his
department's team members, as well as give them the material
tools they need to accomplish the job well.