Manager and Managerial Rales
CHAPTER OUTLINE
4.1 Meaning and Definition of a Manager
4.2 Mintzberg's Managerial Roles
4.3 Management - Meaning and Concept
4.4 Characteristics or Features of Management
4.5 Objectives of
4.6 Importance of Management
• Summary
Exercises
Question Bank
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Every human being has several needs and desires. But no individual can satisfy all his wants alone. Therefore, people work together in groups to achieve what they want. As a result, there exist several types of formal groups, eg, school, business firm, cricket team, army, government. etc. A group can achieve its goals only when its members work together as a team. Someone is needed to coordinate and control their efforts. The person who does so is known as a manager
4.1 MEANING AND DEFINITION OF A MANAGER
A manager is an individual who coordinates the activities and efforts of a formal group of persons to achieve the common goals. He things done through and with others who are called his subordinates. Thus, a manager is an individual who performs the functions of planning. organising, staffing, directing and controlling in order to achieve the desired goals. For example, a factory manager does not himself a machine. Rather he guides and controls the workers in the factory to ensure quantity and quality of output as per the targets.
DEFINITIONS OF A MANAGER
• "A is one who plays inter-personal, informational and decisional roles."
Henry Mintzberg
• "A manager accomplishes results through the efforts of other people"- Lawrence Applay "Managers create, direct, maintain and operate purposive organisations through coordinated, cooperative human effort" Dalton E. McFarland "Manager is defined as a person employed for managing, fulfilling all his functions and
making use of all or some part of organization's resources in order to achieve goals of the
whole organization or its given part."
J. Penc
4.2 MINTZBERG'S MANAGERIAL ROLES
Henry Mintzberg is a renowned writer, academician and management expert who has auth a number of books in the field of management followed by the readers across the globe t famous book titled The Nature of Managerial Work has identified ten roles of a manager. hax classified these ten roles into three categories namely (a) Interpersonal, (b) Informatio and (c) Decisional Rolex These are discussed in a table in detail for a better understanding
Rele
Description
Interpersonal Roles: Interacting with people inside and outside the organisation
Examples
Figurehead
As symbolic head of an organisation. the manager performs routine duties
Leader
Hiring training, motivating and
guiding subordinates. Interacting with other managers
outside the organisation to obtain
favours and information
Receiving official visitors, signing legal documents, distributing gifts to retiring
of a legal or ceremonial nature employees Such activities involve formal authority
Keeping in touch with the external community and Government departmen
through meetings and phone calls
Informational Roles:
Serving as a focal point for exchange of information.
Monitor
Seeks and receives information concerning internal and external events so as to gain understanding of the organisation and its environment
Reading periodicals and reports about internal and external events so as to gain understanding of the organisation and its environment, changes in consumers attitudes, competitors' plans, etc.
Calling staff meeting after a business trip sending memo or reports and making phone calls
Disseminator
Transmits information to subordinates, peers and superiors within the organisation
Spokesperson
Speaking on behalf of the organisation and transmitting information on organisation's plans, groups. policies and action to outsiders
Giving statements in Press, conversation with suppliers, making speech to local
Decisional Roles: Makes important decisions
Entrepreneur
Initiating changes or improvements in the activities of the organisation new projects or products
Disturbance handler
Taking charge and corrective action when organisation faces unexpected crisis
Resource allocator
Negotiator
Distributing organisation's resources like money, time, equipment and labour
Representing the organisation in bargaining and negotiations with outsiders and insiders.
Realigning subordinates' jobs, launching
Resolving conflicts between employees, reacting to an insolvent customer. adjusting to strike at suppliers
Approving budget, scheduling time for projects, awarding bonuses, etc.
Bargaining with trade unions, negotiating with an important supplier, entering into a lease agreement with the local authority etc
Table 4.1: Explanation of Managerial Roles
1. Interpersonal Roles
Manager is playing an interpersonal role in the business concern as the leader figurehead.
He has to play the role of a Motivater, Communicator and Coordinator in and outside the organisation. The interpersonal role of a manager includes (1) Figurehead Role: As a figurehead, a manager performs ceremonial and symbolic activities such as receiving official visitors, presiding over ceremonies and meetings,
etc. A manager represents the company both internally and externally in all matters of
formality. He is a networker but he also serves as an exemplary role model. (ii) Role: As a leader, a manager performs activities required to create and maintain a productive workforce. He reconciles the goals of the organisation and goals of people working in it. Managers also take on a leadership role to get things done within organizations. Managers behave as leaders to influence, motivate, and direct others within organizations and to strategize, plan, organize, control, and develop.
(iii) Liaison Role: In the liaison role, a manager interacts with people who are neither
his subordinates nor his superiors. He also develops a network of contacts outside the
organisation. An important purpose of such liaisons is to build a network of relationships.
Managers can use their networks to help coordinate the work of their units with others.
to gain access to valuable information, and more generally to get things done,
2. Informational Roles
Manager has to play an important role of communicating information to his subordinates, peers, superiors and also with outsiders. The informational role of a manager includes (i) Monitor's Role: In this role, a manager collects information about tasks and functions for which he is responsible. He also acquires information about business environment through documents, meetings and conversations. This role enables the manager to keep
abreast of what going on both inside and outside the organisation (i) Disseminator's Role As a disseminator a manager shares information with subordinates. The information may be shared orally (telephone, face-to-face talk etc.) and in writing memo, e-mail, order and instructions, etc.) Manager trammis information internally that is obtained from either internal or external sources, highlights factual or value-based extemal views into the organization and to subordinates. This
(i) Spokesperson's Role:
etc of the organization:
requires both filtering and delegation skills manager acts as the official spokesperson of his organization As a spokesman the manager represents the company and he communicates to the outside world on corporate policies, performance and other relevant information for external parties. Such information relates to the plans, policies, actions, performance
3 Decisional Roles
role of a manager is an important aspect to be taken due care by the managers in an organization. He has to play a significant role in decision-making procedure of a business concern as he has to execute business plans and policies effectively and efficiently The decisional roles of a manager are discussed here with for better understanding-
(1) Entrepreneurial Role : In this role, a manger identifies business serves as a change agent, and makes efforts to improve the working and performance of the cirganisation. Managers must make sure that their organizations innovate and change when necessary, developing or adopting ideas and technologies and improving own products and processes.
(ii) Disturbance Handler Role: A manager takes actions to resolve unexpected problems and issues. A disturbance may occur in the form of natural disaster (earthquakes, fire in the factory or office, leakage of gas, accident, breakdown of plant and machinery, injury or death of a worker, conflict between subordinates and so on. Such disturbances hinder smooth operations in the organisation and must be resolved quickly and effectively to ensure uninterrupted operations
Resource Allocator's Role: Resources are scarce and can be used in many different ways A critical responsibility of managers is to decide how to allocate the scarce resources under their control in order to meet the organization's goals in a best possible way In this role, a manager allocates scarce resources among multiple and competing claims. He (a) decides who gets what and how much (b) develops and monitors budgets (c) predicts future needs for resources (d) prepares schedules, and (e) gets requisition orders.
(iv) Negotiator's Role: A manager negotiates with suppliers, worker's union, govemment, lenders, investors and other groups. It is continual for managers. They negotiate with suppliers for better delivery, higher-quality inputs and lower prices etc. They negotiate with peers in their own organization over shared resources and cooperative efforts. They negotiate with their superiors for access to scarce resources, including capital, personnel. and facilities. They even negotiate with subordinates, trying to allocate employees between tasks to meet the goals of both the organization and individual employees.
The interpersonal roles are derived from the formal authority of a manager. With the authority of his position, a manager interacts with subordinates, superiors and peers. These interpersonal contacts enable the manager to collect and distribute With the help of information. a manager decisions to get the done. Thus, the three types of roles are interrelated At a given point in time, a manager may be engaged in several roles simultaneously. The time spent on each role may differ under different conditions. The significance of these roles may vary depending on the size of the organisation, the personality of the manager, the type of industry and other factors.
43 MANAGEMENT
MEANING AND CONCEPT
Meaning of Management: Management is related to dynamic process of establishing objectives of the organisation, harnessing and co-ordinating its human as well as other resources and ultimately the attainment of goals. It is a process of creating an environment favourable to perform by human efforts, thus it helps in attaining the goals with minimum sacrifice
Traditionally management means getting things done by others. In this context C.S. George views, "Management consists of getting things done through others, a manager is one, who accomplishes objectives by directing the efforts of others." Traditional concept of management restricted management to getting things done. According to modern view, management covers wide range of business-related activities. According to modern thinkers, management is a process, an activity, a discipline and an effort to co-ordinate, control and direct individual and group efforts towards attaining the cherished goal of the business. Another aspect of management is presented by Harold Koontz and O' Donnell, "Management is the art of getting things done through and with the help in formally organised group." To be more specific, to manage is to and to plan, to organise, to command, to co-ordinate and to control.
Concept of Management: Management is a set of functions directed at the efficient and effective utilisation of resources in the pursuit of organisational goals. To be more specific, to manage is to forecast and to plan, to organise, to command, to co-ordinate and to control. To foresee means examining the future and drawing up the plan of action. To organise means building up the dual structure, material and human of the undertaking. To command means maintaining activity among the personnel. To co-ordinate means binding together, unifying and harnessing activities and efforts. To control means seeing that everything occurs in conformity with the established rules and expressed command. By efficient utilisation of resources means using resources wisely and in a cost-effective manner. By effectiveness, we mean making the right decisions and successfully implementing them. Efficiency and effectivenes are interrelated. For instance, it is easier to be effective if one ignores efficiency. The effect of good management is nothing short of remarkable. Take an under-performing - even chaotic - organisation and install a skilled manager, and he soon can have the enterprise humming like a well-tuned machine. Studies have shown that 90 per cent of the businesses fail generally due to poor management.
Traditional and Modern Concept of Management: According to traditional concept, management is an art of getting things done whereas modern concept defines it as a process of accomplishing certain objectives through the utilisation of human and other resources. The traditional view point of management is considered in the present-day environment where workers are educated and have higher level of aspirations. In present-day environment, it is not possible to direct the efforts of employees by force. On the other hand, according to modern concept management is a process of getting things done with the aim of achieving goals effectively and efficiently.
To conclude, we can say that management is the process of planning, organising, staffing directing and controlling the enterprise resources efficiently and effectively for achieving the goals of the organisation. Effectiveness in management is concerned with doing the right task completing activities and achieving goals, whereas efficiency means doing the task correctly and with minimum cost
Definitions of Management
It is very difficult to define the term "Management bringing in all the characteristics of a good definition. word management' is being used by different eminent authors in varying meanings. Different writers have attempted to define it in different ways. A few definitions by some of the prominent writers on the subject are given below
• "Management is simply the process of decision-making and control over the actions of human beings for the express purpose of attaining predetermined goals
Stanley Vance
The following three points are clear about management by analysing the above definitions (a) Management is a process of decision-making. (b) Management is a process of controlling human activities, and (c) Managerial activities are performed for attaining predetermined goals
• "Management is the art of getting things done through and with people in formally
organised groups It is the art of creating an environment in which people can perform
as individuals and yet co-operate towards attainment of group goals. It is the art of removing blacks to such performances, a way of optimising efficiency in reaching goals Koontz O'Donnell "Management is the art of knowing what you want to do and then seeing that they do
it in the best and the cheapest way
F. W. Taylor
"Management is a distinct process consisting of planning, organising activating and
controlling, performed to determine and accomplish the objectives by the use of the
people and resources.
George R. Terry
The following features of management are clear by analysing the above definition (a) Management is a distinct process, (b) Management includes planning, organising, activating and controlling, (c) The people and resources are used, and (d) Management is used for determining and attaining the objectives.
"Management is a multipurpose organ that manages a business, manages managers and
manages workers and work
Peter E. Drucker
The following features of management are clear from the definition of Peter F. Drucker (a) Management is a multipurpose organ. (b) It manages business. (c) Management manages managers also; and (d) Management manages both workers and work
This outlook shows the importance of managerial group but it does not throw light on the elements and functions of management
"To manage is to forecast and to plan, to organise to command to co-ordinate and to control According to Henry Fayol, management means to forecast the future, to plan, to organise Henry Fayal
to direct and to motivate and to control "Management is the development of people and not the direction of things."
Lawrence A. Appley This outlook of management also does not clear the meaning of management. "Management is the process of releasing and directing human energies towards attaining a definite goal.
C. W. Wilson
From analysing the above definitions we can conclude that. "Management is the process of planning, organising, actuating and controlling an organisation's in order to achieve co-ordination of men, machine, money and material essential in the effective and efficient attainment of objectives."
Effectiveness vs. Efficiency
Effectiveness refers to complete the task on time, no matter whatever is the cost and on the other hand, efficiency refers to do the task in a cost-effective manner. Effectiveness and efficiency both equally important as being effective means completing the task on time but it must done correctly without any wastage of resources. Effectiveness and efficiency together lead to higher profit and prosperity of an organisation. And failure of organisation is due to inefficiency and ineffectiveness.
No doubt, effectiveness and efficiency are different but are interrelated. In other words, we can say that they are two sides of the same coin
For example, if employees have a target to produce 5,000 units in one month and they achieve it with high wastage and mishandling of resources, it is not at all beneficial for the organisation. It is worth to mention here that undue emphasis on high efficiency without being effective is also not desirable. Hence, if employees spend time on careful handling of machines not achieve the desired target then also it is not in the interest of organisation. Obviously. the employees are expected to handle the resources carefully and also keep the wastage within noms and yet achieve their targets. Now we can conclude that efficiency and effectiveness lead to higher profit and prosperity of an organisation. The difference between effectiveness and efficiency is given in the following table:
Basis of Difference
Effectiveness
1. Meaning
2. Objective
It refers to complete the task on time, no matter whatever is the
cost.
It is concerned with end result on time.
Efficiency
It refers to complete the task correctly with the cost-effective manner.
It is concerned with the cost benefit analysis, i.e. using less resources and getting maximum
3. Consideration
benefit out of it Its main consideration is to Its main consideration is to produce target production to its minimum
4. Focus
produce target production on time.. The focus is given on the quality
Cost The focus is given on the optimum of the end product and on its utilisation of the resources. There
completion within the given time. is a continuous cost benefit analysis
i.e., more benefit at a lower cost.
Accomplishment of Goals Effective: Completing task on time Efficiency: Completing task with lesser cost
Thus, management must try to achieve goals, ie, effectiveness at a minimum cost ie., efficiency and maintain a balance between effectiveness and efficiency. Poor management is due to both inefficiency and ineffectiveness.
It is, therefore, most important for the management to achieve the goals effectively and also with minimum consumption of resources. It has to maintain a balance between the efficiency and effectiveness. The aim of every manager should be that he should try to be highly effective and also efficient. In the process the quality should not be compromised.
Need for Management
Management is needed in every type of business, whether it is small in size or large size It is needed to manage economic or non-economic, individual or social, local, region national or public problems It is also needed to manage specific resources and operations such as financial management, personnel management or marketing management. Management developed as a specialised knowledge and is considered a 'profession' As a science, managemen has its own principles and as an art it is concerned with the skill applied in improving busine performance. From head of the family to the Prime Minister of the country, or from the worker to the Managing Director in a company, everybody is engaged in managing different activities he comes across in discharging entrusted duties.
4.4 CHARACTERISTICS OR FEATURES OF MANAGEMENT An analysis of the above definitions reveals the following important features of management
1. Management is a Goal-oriented Process. An organisation has a set of basic goals which are the basic reasons for its existence. These goals should be simple and clearly stated Different organisations have different goals. These goals may be economic or social. Management integrates the efforts of different individuals in the organisation towards the achieving of these goals. The success of management is measured by extent to the established goals are achieved. For example, the goal of a retail store may be required to increase sales, but the goal of the education society is to impart education to children. Management unites the efforts of different individuals in the organisation towards achieving these goals.
2. Management is all Pervasive. Management is a universal phenomenon. The use of management is not restricted to business firms only, it is also applicable in profit- making, non-profit making, business or non-business organisations, even a hospital. school, hostel, club and even house has to be managed properly Thus, management is a universal concept It is widespread and is observed while
doing each and every activity. 3. Management is Multi-dimensional. Management is a complex activity that has three
main dimensions. These are:
(i) of Work: All organisations for the performance of some work Management activities aim at achieving goals or tasks to be accomplished. The task or work depends upon the nature of business, for example, work to be accomplished in a school is providing education, is to treat patient in hospital, to manufacture some products in industry Management is to assure that work is accomplished effectively and efficiently.
(ii) Management of People: Management of people means to develop people m a manner such that they move towards the accomplishment of organisational objectives. Manpower is an important asset of an organisation. Management of people is done in two contexts (1) taking care of employee's individual needs and (2) taking care of a group of people
(iii) Management of Operations: Any type of organisation for its survival has to produce and provide services. For this, a production process, where finished goods prepared with the use of raw material and technology, is required. Management of both people and work is related to it. So, for the management of operations management of both work and people is to be done.
4. Management is a Continuous Process. There is always a continuous need the solution of problems and improvements in the business. That is the reason why management is a continuous process. This activity is going to be complex day by day due to the d changes in the size and situations prevailing in the business
5 Management is Group Activity. Management is a team work According to Kootz O'Donnell, Its task is that of getting things done through people." An is a collection of diverso with different needs Every member of the group has a different purpose for the organisation but as members of the organisation they work towards fulfilling the common organisational goal This requires team work and co-ordination of individual efforts in a common direction. At the same time management should enable all its members to grow and develop as needs opportunities change Thus, Individually say I Teams say "We A successful team beats
with one heart. Together everyone achieves more
6. Management is a Dynamic Function. Management is a creator rather than a creation of the economy It is a dynamic and growth-oriented function Management is not just passive but adaptive behaviour It means taking action to make the desired results to come to pass Principles, techniques, methods and skill of management are changing over a period of time. In order to be successful, an organisation must change itself and its goals according to the needs of the environment
7. Management is an Intangible Force. Management is an unseen force Its is not visible but its results are asparent. People judge the effectiveness of management on the basis of the end results although they cannot observe it during operation. However, the people who manage an organisation are tangible and visible. For example. Mc Donald's, the fast food giant made major changes in its menu to survive in the Indian market
Gre
Dyna
Intangi
Science
Fig. 4.2: Character
8. Management is Both a Science and an Art: Management consists of a systematic body of knowledge as well as the skill of applying that knowledge to practical situations The science and art of management are complementary Scientific principles help to improve the technique of managing With every improvement in the scientific principles of management, the art of management is bound to improve
Management is the art of securing maximum results with minimum efforts so as to secure maximum prosperity and happiness for both employer and employee and give best possible service to the public. Management is today accepted as a distinct type of activity it is the art of getting things done through people.
4.5 OBJECTIVES OF MANAGEMENT
Management seeks to achieve certain objectives which are the desired results of any activity They must be derived from the basic purpose of the business. In any organisation there are different objectives and management has to achieve all objectives in an effective and efficient manner Objectives can be classified into organisational objectives, social objectives and personal or individual objectives.
1. Organisational/Economic Objectives: Management is responsible for setting and
achieving objectives for the organisation It has to achieve a variety of objectives all areas considering the interest of all stakeholders including shareholders, employee customers and the government The main objective of an organisation should be to utilise human and material resources to the maximum possible advantage, ie to fulfill the economic objectives of a business. These are (a) Survival, (b) Profit, and (c) Growth (i) Survival: Every business wants to survive for long. So, management by taking positive decisions with regard to different business activities should ensure that
business survives for long (ii) Profit: Mere survival is not enough for business Management has to ensure tha the organisation makes a profit Profit provides a vital incentive for the continued successful operation of the enterprise Profit is essential for covering costs and risks of the business
(iii) Growth: A business needs to add to its prospects in the long run. for this it is
important for the business to grow. To remain in the industry, management must
exploit fully the growth potential of the organisation Growth of a business can
be measured in terms of sales volume, increase in the number of employees, the
number of products or the increase in capital investment, etc There can be other
indicators of growth
Through this management can communicate the values of 'Growth for all by ensuring
future growth and also development of business
2. Social Objectives: It involves the creation of benefit for society As a part of society
every organisation whether it is business or non-business, has a social obligation to fulfill
This refers to consistently creating economic value for various constituents of society This includes using environment-friendly methods of production, giving employment opportunities to the disadvantaged sections of society and providing basic amenities like schools and cheches to employees The following are the main objectives of management (1) Prevent environment from pollution (1) Availability of sufficient employment opportunities, (ii) Contribution in raising standard of living. (iv) Contribution towards health and education; (v) Qualy
control. (vi) Prevent adulteration, and (vi) Not to indulge in vulgar advertisement
3. Personal or Individual Objectives: Organisations are made up of individuals who have different personalities, backgrounds, experiences and objectives. They all become part of the organisation to satisfy their diverse needs. These vary financial needs such as competitive salaries and perks, social needs such as peer recognition and higher level
needs such as personal growth and development Management has to reconcile personal goals with organisational objectives for harmony in the organisation Main objectives of management towards employees are as follows: (1) adequate reward to employees, (u) to provide healthy atmosphere: (i) to allow worker's participation in management; (iv) to provide participation in profit, (v) to provide safety in service; (vi) to provide necessary arrangement for training, and (v) to provide
opportunities for promotion and development
In order to bring harmony in the organisation, management has to integrate personal
goals with the organisational goals.
4.6 IMPORTANCE OF MANAGEMENT
It is said that anything minus, management amounts to nothing. The main role of management is to organise human and physical resources and direct them towards efficient performance and higher productivity, at the minimum cost American President, Mr. Roosevelt had once remarked that a government without good management is like a house built on sand. Management provides life to what would otherwise remain only potentialities. Management plays a pivotal and crucial role in a changing and complex society. In case of a business enterprise, management is all the more important. Every business needs repeated stimulus which can only be provided by management.
The inputs of labour, capital and raw material never become productive without the catalyst of
management "Management is a dynamic life-giving element in an organisation, without it the resources of production remain mere resources and never become production" Peter E. Drucker
Management is an important organ of the society since it is charged with the responsibility of making resources productive. To quote Urwick and Brech. "No ideology, no ism, no political theory can win greater output with less efforts from a given complex of human and material resources, only sound management." The present century may be viewed as a adopt effective management. Let us remember, "There are no underdeveloped countries. There are only under-managed one." Management is all The following points bring out the importance of management in sharp
between management and disaster." In order to avert disaster, we must Importance of Mana
1. Management helps in achieving Group Goal. Success of a business
enterprise lies in three important factors, 1.e. (1) how efficiently and economically the organisation has used its human and physical resources,
(i) how effectively the organisation had adapted to the prevailing business environment, and
(iii) how far the existing business policies have succeeded in realising the aims and objectives of the business.
Management brings the enterprise in tune with the requirements of a
changed environments by removing its weaknesses, by innovating new
products or policies, or by making other adjustments in its policies and plans.
2. Management increases efficiency and effectiveness. For the success of an organisation
its objective must be attained efficiently and effectively. Management is a power which
makes it possible with the optimum utilisation of available resources Management reduce the cost to minimim for ensuring efficiency. For being effective, it gets completed the work in time by taking the right decisions Management keeps the close watch on the changing environment which also helps in gaining efficiency and effectiveness 3. Management creates a dynamic organisation. All organisations have to function an environment which is constantly changing. It is generally seen that individuals in an
organisation resist change as it often means moving from a familiar, secure environme
into a newer and more challenging one. Management helps people adapt to these changes
so that the organisation is able to maintain its competitive edge
4. Management helps in achieving personal objectives. A manager motivates and leads his team in such a manner that individual members are able to achieve personal goals while contributing to the overall organisational objective Through motivation and leadership the management helps individuals to develop team spirit, co-operation and committment to group success
5. Management helps in the development of society. Management brings about co-
operation between organisational and individual objectives, economic, cultural and social
considerations conflicting organisational behaviours, long-term and short-term objectives
organisational social values for the overall benefit of organisation and society Management
tools and techniques make difficult task easier and unprofitable jobs, more profitable By making the best utilisation of resources it improves the standard of living of the people The given mathematical equation highlights the importance of management very well. Hereby anything we mean all types of activities whether business or non-business. If we are not
Anything Management - Zero
going to manage these activities the result will be zero.
Functions of Management
Management functions are inter-related and overlapping, but they may be grouped into the following categories
1. Planning: It involves taking decisions in advance and specifying what is to be done, how and when
2. Organising: It refers to identification of activities to be carried out, grouping of similar activities and creation of departments Organisation leads to creation of authority and responsibility relationship throughout the enterprise.
3 Staffing: The staffing function relates to steps necessary for the recruitment and selection of competent personnel tor various jobs in the enterprise.
4. Directing: It includes functions of supervision, motivation, leadership and communication
Managers act as leaders and guide them to right direction, so directing function includes
(1) Supervising.
(ii) Communicating,
(m) Leadership, and
(iv) Motivating.
5. Controlling: It refers to the process of ensuring that activities are in conformity with the predetermined goals.
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SUMMARY
Meaning of Manager: An ideal who gets things done through and with people working together as a formal group.
Managerial Roles
(1) Interpersonal figurehead, leader, tason.
2) Informational-monitor, disseminator. spokesperson .
(3) Decmonal erdrepreneur, disturbance handler, resource allocator, and negotiator.
Concept of Management Management is a process of planning organising, motivating and controlling the enterprise resources for the purpose of achieving the goals of the organisation.
Characteristics or Features of Management: Goal oriented process. All pervasive. Continuous process, Group activity. Dynamic function, Intangible force, an art as well as science.
Objectives of Management Objectives can be classified into Organisational Objectives; importance of Management: Management is important because it increases efficiency and effectiveness; creates
Social objectives:
Personal or individual Objectives.
a dynamic organisation helps
achieving personal objectives helps in the development of society
Regardless of the type of firm, all managers have certain basic functions Planning, Organising, Statting Directing
and Controlling
OFunctions at a Glance.
Planning: Deciding the objectives and future course of action
Organising Assembling of resources to achieve future goals. Staffing Recruitment, selection, training of human resources
Directing: Issuing of instructions for performance of jobs
Controlling Linking of various managerial functions Thus, it can be finally concluded that a manager plane, organizes staffs, directs and controls the working of an
enterprise
These functions are interrelated and together constitute the management procesa
.
EXERCISES
1. Multiple Choice Questions (Select the best alternative)
1. Which of the following is not an Interpersonal Role of a manager according to Henry Mintzberg?
(a) Figurehead Role (b) Resource Allocator (c) Leader head
(d) Liaison head
2. Which of the following is a Decisional Role of a Manager according
to Mintzberg?
(a) Disturbance handler (b) Resource Allocator (c) Negotiator
(d) All of these
3. Which of the following is not an informational Role
of a manager according to Mintzberg?
(a) Liaison head
(b) Spokesperson
(c) Monitor
(d) Disseminator
4. How many roles has been identified by Henry Mintzberg for a manager?
(a) 10
(b) 15
(c) 13
(d) 12
5. Henry Mintzberg has
classified Manager's Role into (a) Interpersonal Roles: (b) Informational Roles (c) Decisional Rotes
which category of the following?
(d) All of these
6. Management is
(a) Art
(b) Science
(c) Both (a) and (b)
(d) None of these
7. The social responsibility of management is
(a) Towards all
(b) Towards employee only
(c) Towards the government
(d) Towards consumers only
8. "Management is the development of people and not the direction of things. This statement is of
(a) George R. Terry
(b) Lawrence A Appley
(c) Henry Fayol
(d) None of these
9. Management is an art of (a) Doing work himself
(b) Taking work from others (d) None of these
(c) Both (a) and (b)
10. "To manage is to forecast and to plan, to organise, to command, to coordinate and to control"
This statem
is of
(a) Henry Fayol
(b) RC Davis
(c) Keith and Gubelline
(d) George R Terry
11. The nature of management is as an
(a) inborn ability
(b) Acquired
ability (c) Both (a) and (b) (d) None of these
12. The following is not an objective of management
(a) Earning profits
(b) Growth of the organisation
(c) Providing employment
(d) Policy making
13. When a manager performs ceremonial and symbolic activities such as receiving official visitors
it shows and
highlights which role of a manager? (a) Leader
(b) Figurehead
(c) Liaison
(d) Monitor
14. A manager takes actions to resolve unexpected
problems and issues. This highlights which role of
a manage (d) Disturbance handle
(a) Entrepreneur (b) Resource allocator (c) Negobator 15. The process of getting things done through and with people organised into a formal group is
called as-
(a) Management 16. Management involves management of-
(b) Coordination
(c) Entrepreneurship
(d) Monitoring
(a) People
(b) Work
(c) Operations
(d) All of the above
17. Management is accomplished by & with and through people, this highlights that- (b) Management is a social process
(a) Management is a group activity
(c) Management is universal
(d) Management is a continuous process
18. Team work and coordination in the group is created
by-
(a) Businessman
(b) Management
(c) Employees
(d) Entrepreneurs
19. Whatever managers do, they do through
(a) Creativity
(b) Intuition
(c) Making decisions (d)
Innovation
20. Management helps to satisfy the economic and social needs of (a) Employees (b) Customers
(c) Competitors
(d) Society
Ans. 1 (b) 2 (d)
3
(a)
4 (a)
5 (d)
6. (c)
7 (a)
8
(b)
9 (c)
10. (a) 20 (a)
11. (c) 12 (d) 13 (b) 14 (d) 15 (a) 16. (d) 17. (b) 18 (b) 19 (c)
1. create, direct, maintain and operate purposive organisations through coordinated, cooperative
II. Fill in the blanks.
human efforts
2. The author of "The Nature of Managerial work is a
3. A manager also works as
as he/she transmits information to subordinates, peers and supenon
within the organisation.
4. Resource allocator, negotiator and entrepreneur are,
roles of a manager
5. Keeping in touch with external community and government department through meetings and phone calls
interpersonal role of a manager 6. is the art of getting things done through and with the help in formally organised group
7. Efficient utilization of resources means using resources wisely and in a
8.means completing the task on time, no matter whatever is the cost. refers to identification of activities to be carried out, grouping of similar activities and creation.
10. Objectives of management can be classified into Organisational objectivities, individual or personal objectives and objectives.
2. Henry Mintzberg
Ans. 1. Managers S. son
6. Management 10. Social
3. disseminator
4. decisional
3. Organising
7. cost-effective
8. Effectiveness
Short Answer Type Questions
1. Who is a manager?
2. Name three categories
of roles played by a manager 3. What is the for management? 4. Name the interpersonal roles played by a manager.
5. Name the informational roles played by a manager. 6. Name the decisional roles played by a manager.
7. What is the role of manager as negotiator?
& How does a manager act as a disseminator? 5. Manager is also a resource allocator. Discuss in brief.
10. Describe the role of manager as a leader.
11. What is management? Define it.
12. Name any two important features of management.
13. Discuss in brief the importance of management.
M. Long Answer Type Questions
1. Explain the roles of a manager as suggested by Henry Mintzberg- 2. What is management? Describe the main characteristics of management.
3. "In the absence of management, the productive resources will remain resources and shall never become
production." In the light of this statement, explain the importance of management.
4. "Without effective management an organisation is like a house built on sand." Explain.
QUESTION BANK
L. Very Short Answer Questions
1. What is meant by management?
Ans. "Management is the process of planning, organising, directing and controlling order to achieve co-ordination of men, machine, money and material essential in the effective and efficient an organisation's operations in attainment of objectives."
2. What is meant by effectiveness in management?
Ans. Effectiveness refers to complete the task on time, no matter whatever is the cost. In other words, it is concerned with the achievement of end result.
3. Why is management considered to be a multidimensional concept?
Ans. Management is a complex activity that has three main dimensions Management of work, people and operations. That is why management is known as multidimensional concept.
4. What is meant by 'Management of work"?
Ans. Management of work refers to translating work in terms of goals to be achieved and assigning the means to achieve them.
5. Which function of management is considered as the gist of management?
Ans. 'Co-ordination' is considered to be the gist of management.
6. Management helps in increasing the working efficiency. How?
Ans. A manager makes effective utilisation of all resources, such as human resources, machines, material and funds.
7. What is meant by "Management of people'?
Ans. Management of people means dealing with employees as individuals with diverse needs and behaviour as well as dealing with individuals as a group of people. Why is "Management called a group activity? 8.
Ans. Management is a group activity because when people work in a group, for achievement of a common
necessity of management is felt
9. "Management increases efficiency." How?
Ans. Objective of management is to increase productivity and reduce cost of production through ideal planning organisation, appointments and control.
10. Why is it said that management is a goal-oriented process?
Ans. Management is an objective-oriented process because it makes continuous efforts for effective utilisation human and physical resources for achievement of the prefixed objectives of the organisation.
11. "A good manager born made." Do you agree?
Ans. No, a manager achieves perfection after long practice and through learning and process.
12. Why is it said that 'management is all pervasive'?
Ans. Management is all pervasive because it can be applied to all types of organisation.
13. How does the goals minimum
Ans. By maintaining a balance between effectiveness and efficiency.
14. What is the role of management in an organisation?
Ans. To guide the efforts of the people working in the organisation towards achieving a common objective.
11. Short Answer Questions
1. What is the reason that 'Management' is not considered to be fully developed profession?
Ans. Management cannot be considered as fully developed profession because of the following reasons:
(0) No uniform educational qualifications are prescribed for the managers,
(i) There is no recognised/representative organisation for determination of educational and training standards related to the profession of management and
(ii) There is no fixed code of conduct for the managers.
2. Is the management helpful in maintaining a balance between efficiency and effectiveness and ensuring that all work is successfully accomplished?
Ans. Yes, management attempts to attain successful attainment of work by establishing a balance between these two. Efficiency and effectiveness result into prosperity of the organisation by providing maximum gains. Lack of efficiency and effectiveness results into failure of the organisation.
3. Distinguish between Effectiveness and Efficiency.
Ans. The difference between the two is given in the following table:
Basis of difference
Effectiveness
Efficiency
Meaning and
concept
It refers to complete the task on time, no matter whatever is the cost. of cost and with no wastage of resources.
It refers to complete the task correctly with minimum)
Objective and
It is concerned with the achievement of end result or it focuses on the end
result of the task. Consideration Its main consideration is producing. It is concerned with the cost benefit analysis, utilizing minimum of resources and getting maximum benents out of it.
Its main consideration is producing target production target production on time.
4. What is the need for Management?
Ans. is needed in every type of business, whether it is small in size or large in size. It is needed to to its minimum cost.
manage economic or non-economic, Individual or social, local, regional, national or public problems. It is also needed to manage specific resources and operations such as financial management, personnel management or marketing management. Management has developed as a specialised knowledge and is considered a 'profession As a tience, mament has its own principles and as an fet it is concerned with the skill applied in improving business performance. From head of the family to the Prime Minister of the country, or from the worker to the Managing Director in a company, everybody is engaged in managing different activities he comes across in
discharging his entruged duties
5. "A manager seeks to achieve both efficiency and effectiveness." Comment.
Ans. Efficiency means doing things rightly whereas effectiveness means doing the right things. Both are essential. For example, a sales manager should build long-term with customers (effectiveness) and achieve high sales at low cost (efficiency).
Ill. Long Answer Questions
1. The importance of management has increased in modern times. Why?
Ans. Management has become more important in modern times due to the following reasons:
(1) Growing size and complexity of organisations. (i) Increasing competition in the market.
(i) Growing specialisation of work.
(iv) Rising expectations of employees and customers. (v) Fast changing technology.
(vi) Scarcity of resources.
Increasing social pressures on business.
2. "A manager plays several roles". Elucidate.
Ans. According to Henry Mintzberg, a manager plays three types of roles. First, in interpersonal roles a manager acts as a figurehead, leader and liaison. Second, informational roles involve monitoring, dissemination and spokesmanship. Third, decisional roles consist of entrepreneur, disturbance handler, resource allocator and negotiator. On the basis of his official authority, a manager interacts with people inside and outside his organisation. Such interactions enable the manager to collect and provide information. On the basis of such information, the manager takes decisions. Thus, the three types of roles are interrelated.
3. 'Whatever managers do, they do through making decisions'. Discuss.
Ans. Mintzberg identifies four roles a manager plays which are based on different types of decisions: entrepreneur,
disturbance handler, resource allocator and negotiator. As entrepreneurs, managers make decisions about changing what is happening in an organisation. As disturbance handlers, managers are required to make decisions arising from events that are beyond their control and are unpredictable. The ability to react to events as well as to plan activities is an important aspect of management.
An important class of management decisions involves resource allocation. Organizations never have enough money, time, facilities, or people to satisfy all their needs. Resources are scarce and can be used in many different ways. A crucial decision responsibility of managers is to decide how best to allocate the scarce resources under their control between competing claims in order to meet the organization's goals. The negotiation role is important as a manager has to negotiate with others and in the process be able to make decisions about the commitment of organisational resources.
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