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Fns of MGMT & MGMT Roles

The document outlines the five basic functions of management: planning, organizing, staffing, directing, and controlling, each with specific activities and objectives. It also describes the ten managerial roles categorized into interpersonal, informational, and decisional roles, highlighting their significance in effective management. Additionally, it classifies managerial skills into technical, human, and conceptual skills, emphasizing their importance at different management levels.

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17 views6 pages

Fns of MGMT & MGMT Roles

The document outlines the five basic functions of management: planning, organizing, staffing, directing, and controlling, each with specific activities and objectives. It also describes the ten managerial roles categorized into interpersonal, informational, and decisional roles, highlighting their significance in effective management. Additionally, it classifies managerial skills into technical, human, and conceptual skills, emphasizing their importance at different management levels.

Uploaded by

gokulak723
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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1.5.

FUNCTIONS OF MANAGEMENT
The following are five basic functions of management.
1. Planning
2. Organising
3. Staffing
Introduction to Management and Organizations 1.7

4. Directing
5. Controlling
1. Planning:
Planning simply is looking ahead. It is the process of preparing a list of activities
for future. Effective planning leads to efficient management. Effective planning
provides answers to questions such as What to do?, When to do?, How to do? and
Who is to do?.

The planning process involves the following activities:


(i) Determination of the goal of the organisation.
(i) Formulating policies, rules, procedures etc. for the organisation.
(iii) Forecasting the future based on past and present activities.
2. Organising:
Organising establishes the harmonious relationship among all workers of an
organisation by providing them with suitable authority and responsibility.
Organisation process involves the following activitics:
() Identification and analysis of activities required for the attainment of
organisational objectives.
(ii) Assignment of duties to the individuals concerned.
(ii) Follow-up the activities.
3. Staffing:
Staffing process involves the selection of candidates for positions, fixing salary,
training and developing them for effective organisational functions. The manager
performs the duties of job analysis, job description etc. which come under the
staffing function.
4. Directing / Leading:
Directing involves the activities such as guiding, supervising, communicating
and motivating the subordinates in their jobs. Motivation, leadership and
communication are three important sub-functions of directing. Motivation helps to
increase the performance of workers. Communication provides a proper information
1.8 Principles of Management

to the subordinates for the improved and effective management. Leadership is the
process by which a manager guides and influences the work of his subordinates.
5. Controlling:
Controlling deals with the checking and verifying the activities against the
predetermined standards. It is the process of ensuring that the actual activities
confim to the planned activities. Controlling process involves the following steps:
(i) Establishing standards.
(ii) Measuring the current performance.
(iii) Comnparing this performance to the established standards.
(iv) Taking t corrective actions if deviations are detected.
1.10. MANAGERIAL ROLES OR ROLES OF MANAGER
Henry Mintzberg describes a set of ten roles that a manager performs. These
roles fall into the following three categories as shown in Figure 1.2.

Roles of Manager

Interpersonal Roles. Informational Roles Decisional Roles

Figurehead Monitor Entrepreneur


Leader Disseminator Disturbance handler

Liaison Spokesperson Resource allocator

Negotiator
Figure 1.2 Roles of manager
(a) Interpersonal roles:
These roles involve people (subordinates and persons outside the organisation)
and other duties which are ceremonial and symbolic in nature. The three
interpersonal roles include: Figurehead role, Leader, and Liaison.

1. Figurehead role:
It is the role to perform ceremonial and symbolic duties such greeting visitors
and signing legal documents.
2. Leader:

Leader is the person who directs and motivates subordinates, counsels and
communicates with subordinates and it is responsible for staffing and training.
Principles of Management
|1.16
3. Liaison:
Liaison maintains the information links between both inside and outside
organisation via mail, e-mail, phone calls and meetings.

(b) Informational roles:


It involves receiving, collecting and disseminating information. The three
informational roles include: Monitor, Disseminator, and SpokesperSon.
1. Monitor:
Monitor is the person who seeks and receives the information, scans periodicals
and reports and maintains the personal contact with stakeholders.
2. Disseminator:

Disseminator is the person who forwards information to organisation members,


via memos, reports and phone calls.
3. Spokesperson:
Spokesperson transmits the information to outsiders via reports, memos and
speeches.
(c) Decisional roles:
It is the role to revolve around making choices. The four decisional roles include:

Entrepreneur, Disturbance handler, Resource allocator and Negotiator.


1. Entrepreneur:
Entrepreneur initiates or starts the improvement in projects, identifies new ideas
and delegates responsibility to others.
2. Disturbance handler:
Disturbance handler takes the corrective action during disputes or crises,
resolves conflicts among subordinates and adapts to environments.
3. Resource allocator:
Resource allocator decides who gets resources, prepares allocation of budgets,
sets schedules and determines priorities.
Introduction to Management and Organizaltions |1.17
4. Negotiator:
Negotiator is the person who represents the department during negotiations of
union contracts, sales, purchases and budgets.

1.11. MANAGERIAL SKILLS

For analysis, skills required of any manager are classified under three different
heads such as technical, human and conceptual skills.
1. Technical Skill:
Technical skills are skills that reflect both an understanding of and a proficiency
in a specialized field such as engineering, computers, accounting or manufacturing.
These skills are more important at lower levels of management since these managers
are dealing directly with employccs doing the organisation's work.
2. Human Skill:
Human skill refers the ability of the manager to work effectively as a group
member and to build the cooperative effort in the team he leads. Human skills are
concerned with the understanding of 'pcople'. Managers with good human skills are
able to get the best out of their people. They know how to communicate, motivate,
lead and inspire enthusiasm and trust.
3. Conceptual Skills:
This skill is also called design and problem solving skill. It involves the ability:
to see the organisation and various components of it as a whole
to understand how its various parts and functions mesh together
> to foresee how changes in any one of them may affect all the others.
analyzing the environment and
A higher degree of conceptual skill helps
identifying the opportunities.

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