MANAGERIAL ROLES,FUNCTIONS & SKILLS. Conceptualised by :- Prof. S.C.Kapoor Spadework :- Aditi Bhatnagar Nitasha Kapoor. MANAGERIAL ROLES. Roles are the organised set of behaviours which are identified with the position.
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Conceptualised by:- Prof. S.C.Kapoor
1. Entrepreneur:- Managers try to improve their units. When, for example, managers get hold of a good idea, they might launch a development project to make it a reality. In this role, they initiate change of their own free will.
2. Disturbance Handler:- No organisation runs smoothly all the time. There is almost no limit to the number and types of problems that may occur, from financial difficulties to strikes to a drop in earnings. Managers are expected to come up with solutions to difficult problems and to follow through – even on unpopular decisions
3.Resource Allocator – Every manager faces a number of organisational goals, problems, and needs – all of which compete for her / his time and resources (both human and material). Because such resources are always limited, each manager must strike a balance between various goals and needs.
4.Negotiator – Managers spend a lot of their time negotiating because only they have the knowledge and authority this role demands. Some of these negotiations involve outside organisations. Managers also handle negotiations within the organisation. People working for the same organisation often disagree about goals or the most effective way of attaining them.
Planning involves selecting missions and objectives and the actions to achieve them; it requires decision making, that is, choosing future courses of action from among alternatives.
Organising is that part of managing that involves establishing an intentional structure of roles for people to fill in an organisation. It is intentional in the sense of making sure that all the tasks necessary to accomplish goals are assigned and, it is hoped, assigned to people who can do them best.
Staffing involves filling, and keeping filled, the positions in the organisation structure. This is done by identifying work-force requirements, inventorying the people available; and recruiting, selecting, placing, promoting, appraising, planning the careers of, compensating, and training or otherwise developing both new entrants and current jobholders so that tasks are accomplished effectively and efficiently.
Directing is influencing people so that they will contribute to organisation and group goals; it has to do predominantly with the interpersonal aspect of managing. Directing involves motivation, leadership styles and approaches and communication.
Controlling is measuring and correcting individual and organisational performance to ensure that events conform to plans. It involves measuring performance against goals and plans, showing where deviations from the standards exist, and helping to correct those deviations. In short, controlling facilitates the accomplishment of plans.
Coordinationis balancing and keeping together the team by ensuring suitable allocation of tasks to the various members and seeing that the tasks are performed with due harmony among the members themselves.
Robert L. Katz, a teacher and business executive, has
identified three basic kinds of skills: technical, human
Every manager needs all three.
Technical skill is the ability to use the procedures, techniques and knowledge of a specialized field. Surgeons, engineers, musicians and accountants all have technical skills in their respective fields.
Human skill is the ability to work with, understand and motivate other people, as individuals or in groups.
Conceptual skill is the ability to coordinate and integrate all of an organisation’s interests and activities. It involves seeing the organisation as a whole, understanding how its parts depend on one another and anticipating how a change in any of its parts will affect the whole.
Diagnostic Skill refers to manager’s analytical ability where a manager can objectively and logically investigate and analyse a problem or an opputinity and use scientific approaches to arrise at a feasible and optimum solution. This skill overlaps with other skills because a manager may need to use technical, human, conceptual, political skills to solve the problem that has been diagnosed.
Political Skill can be described as an ability to get your own way without seeming to be selfish or self oriented. It is the ability to get your share of power and use it without fear of losing it.It is required for establishing the right connections and impressing the right people and then skillfully using these connections to your own advantage.
AT DIFFERENT ORAGNISATIONAL LEVELS
Sometimes the interest of these groups conflict with each other.