Assignment # 1

Principles and Practicals of management

Submitted by:
Gurleen, Sandeep, Naman, Gotam,
Sahil, Mohammad Adil, Vikram

Submitted to:
Dr. Niyati choudhary

Department of Business Administration

Chaudhary Devil Lal University
Sirsa, Haryana

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Meaning of Manager :
A Manager is a person who manages or is in charge of something. Managers can control
departments in companies, or guide the people who work for them. Managers must often
make decisions about things.

According to Henri Fayol, a French management theorist, managers must be able to do:

1. planning
2. organizing
3. leading
4. co-ordinating
5. controlling
The manager is responsible for overseeing and leading the work of a group of people in many
instances. The manager is also responsible for planning and maintaining work systems,
procedures, and policies that enable and encourage the optimum performance of its people
and other resources within a business unit.

Managers play an important role in the overall success of a company. They are responsible
for leading teams to meet goals and achieve performance targets. If you're considering
becoming a manager, it's important to understand the role and the career path you can take.

Management is an art of getting things done through and with the help of people informally
organised groups. It is an art of creating and environment in which people can perform and
individuals can cooperate towards attainment of group rules.

It is the universal phenomena all organisation business, political, cultural or social are
involved in management because it is management with helps and directs the various efforts
towards attaining a definite purposes.

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Roles of Manager :

According to Mintzberg typology, managerial roles fall into three basic categories:

1.Interpersonal roles - This category includes the roles which

concern interactions with people working inside and outside the
organization. Basically, the majority of managers’ time is spent on
interpersonal communication through which things get done.

The managerial roles in this category are figurehead, leader, and liaison.

Figurehead:
This role requires performing social, ceremonial, and legal responsibilities. The Figurehead
represents the organization, as well as motivates the team to achieve goals. For people, this
managerial role is a source of power and authority.

Examples:

 Managers in the figurehead role attend social event where they promote their
company.
 Greeting a potential business client and giving a tour.

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Leader:
The leader role is the most pivotal as it shows to which extent a manager’s potential is
realized. Managers are in charge of their people's performance, which may mean leading a
team, a department, or an entire organization.

The responsibilities include hiring and training (direct leadership) and encouragement of
employees (indirect leadership). Leaders influence and motivate people, giving them a sense
of purpose to reach organizational goals.

Example:

 A manager sets a goal for the team and communicates his expectations, making sure
that people understand them. He monitors their progress and provides feedback and
resources if needed.

Liaison:
Managers in the liaison role develop and maintain internal and external relationships. They
are a connection link that bridges the gap between employees of different levels to ensure
work is done smoothly. Liaisons transfer knowledge through different members of the
organization, up and down the chain of command, and can also involve their business
contacts from outside the company.

Examples:

 A manager coordinates with people inside the company, as well as coordinating work
between the company’s units.
 A manager coordinates with people outside the organization, such as buyers,
suppliers, and strategic partners.
 Manager-client-employee interaction. A manager communicates with a client to see
what the client's needs are, providing this information to the employees after the fact.

2.Informational roles - The informational category involves creating, receiving, or

sharing information with co-workers. The manager collects
information from sources both inside and outside the organization,
processes it, and delivers it to those who need it.
The managerial roles in this category are monitor, disseminator,
and spokesperson.

Monitor:
In the monitor role, managers are expected to look for information necessary for their
organization, as well as for information that can concern potential industry changes. They
gather internal and external sources, trying to identify problems and opportunities for growth.
In other words, they scan the environment to assess the current state of things in a company
and see if corrective action is needed.

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Examples:

 Seeking customer feedback to see how exactly you can improve your products or
services.
 Monitoring industry trends, like products made by competitors or government
regulatory changes, in order to meet standards and stay on track.

Disseminator:
Receiving information from various sources, a manager in the disseminator role is
responsible for sharing it with those who may need it. This can be done in both verbal and
written forms.

A manager can pass on information directly to the appropriate person, or pass it on between
subordinates if they lack contact. The information can concern the organization's direction or
strategy, as well as specific technical issues.

Examples:

 A one-on-one conversation between a manager and an employee where a certain issue

is discussed.
 Developing a proposal for a new product design, submitting it to upper management
for approval, and providing it to the employees so that they can get familiarized with
it.

Spokesperson:
Managers in a spokesperson role speak for their organization, defending the company's
interests. Their responsibility is to make the organization look good in the eyes of potential or
new clients and the general public.

Examples:

 A manager attends the annual shareholders’ meeting, informing the attendees about
the results her team has achieved this year and presenting statistics.
 A manager speaks on behalf of the company at a conference.
 Division leaders talk to other division leaders, informing them about strategies and
resource requirements.
3.Decisional roles - Interpersonal roles are about dealing with people, and informational
ones are about dealing with knowledge. Decisional roles are about
action. By communicating with people and using information,
managers make decisions that lead the organization to its goals.

The managerial roles in this category are entrepreneur,

disturbance-handler, resource-allocator, and negotiator.

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Entrepreneur:
In the entrepreneur role, a manager organizes and runs business processes. This role develops
and implements new ideas or strategies, which often means coming up with innovative
solutions. Entrepreneurs create conditions for change since innovation and change are needed
for a company to stay competitive. Besides, they make sure a company adopts new products
and processes pioneered by others or change the organizational structure.

Examples:

 A manager decides to use social media to increase sales.

 A manager reorganizes a weak department, or uses mergers or acquisitions.

Disturbance handler:
A manager solves issues as they arise – like sales that grow too slowly, a client breaking a
contract, or valuable employees leaving. The task of the manager in the disturbance handler
role is to fix the problem, maintaining productivity.

Example:

 When two members of a team have a conflict, it’s the manager’s responsibility to help
them resolve it.

Resource Allocator:
The resource allocator role requires a manager to determine how and where to apply
organizational resources. By resources we mean equipment, staff, funding, facilities, and
time. Typically, the resources an organization has are limited, so it takes some effort to
decide how to best allocate them.

Example:

 A manager divides funding between the departments of his organization, based on

their current and future needs.
 A marketing manager divides funding between media advertising and promotions.

Negotiator:
Managers participate in negotiations, trying to reach their goals. This managerial role
includes negotiating with external parties, where they represent the interests of their
organizations, as well as negotiating with internal parties, such as other departments or team
members.

Examples:

 A manager negotiates pricing, delivery, and design with customers.

 A manager negotiates over access to capital and personnel with seniors.

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Types of Skills :

According to American social and organizational psychologist Robert Katz, the three basic
types of management skills include:

1. Technical Skills

Technical skills involve skills that give the managers the ability and the knowledge to use a
variety of techniques to achieve their objectives. These skills not only involve operating
machines and software, production tools, and pieces of equipment but also the skills needed
to boost sales, design different types of products and services, and market the services and the
products.

2. Conceptual Skills

These involve the skills managers present in terms of the knowledge and ability for abstract
thinking and formulating ideas. The manager is able to see an entire concept, analyse and
diagnose a problem, and find creative solutions. This helps the manager to effectively predict
hurdles their department or the business as a whole may face.

3. Human or Interpersonal Skills

The human or Interpersonal skills involve the ability to communicate and build relationships
with others. Often called ‘people skills’, they tend to incorporate both your innate personality
traits and how you have learned to handle certain social situations. Effective interpersonal

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skills can help you during the job interview process and can have a positive impact on your
career advancement.

Some other Skills of Manager :

1. Planning- Planning is a vital aspect within an organization. It refers to one’s ability to
organize activities in line with set guidelines while still remaining within the limits of the
available resources such as time, money, and labour. It is also the process of formulating a set
of actions or one or more strategies to pursue and achieve certain goals or objectives with the
available resources.

2. Communication - Possessing great communication skills is crucial for a manager. It can

determine how well information is shared throughout a team, ensuring that the group acts as a
unified workforce. How well a manager communicates with the rest of his/her team.
Communication involves the flow of information within the organization, whether formal or
informal, verbal or written, and it facilitates the smooth functioning of the organization.

3. Decision-making - Another vital management skill is decision-making. Managers make

numerous decisions, whether knowingly or not, and making decisions is a key component in
a manager’s success. Making proper and right decisions results in the success of the
organization, while poor or bad decisions may lead to failure or poor performance.

4. Delegation - Delegation helps the manager to avoid wastage of time, optimizes

productivity, and ensures responsibility and accountability on the part of employees. Every
manager must have good delegation abilities to achieve optimal results and accomplish the
required productivity results. A manager with good delegation skills is able to effectively and
efficiently reassign tasks and give authority to the right employees.

5. Problem-solving - Problem-solving is another essential skill. A good manager must have

the ability to tackle and solve the frequent problems that can arise in a typical workday.
Problem-solving in management involves identifying a certain problem or situation and then
finding the best way to handle the problem and get the best solution. It is the ability to sort
things out even when the prevailing conditions are not right.

6. Motivating - The ability to motivate is another important skill in an organization.

Motivation helps bring forth a desired behaviour or response from the employees or certain
stakeholders. There are numerous motivation tactics that managers can use, and choosing the
right ones can depend on characteristics such as company and team culture, team
personalities, and more.

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All Sources :

1) en.wikipedia.org
2) corporatefinanceinstitute.com
3) runn.io
4) au.indeed.com
5) notes

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