Functions of the Management Flashcards
Management entails four basic functions:
planning, organizing, leading, and
controlling resources
Managers perform ceremonial obligations;
provide leadership to employees; build a
network of relationships with bosses, peers, and
employees; and act as liaison to groups and
individuals both inside and outside the company
(such as suppliers, competitors, government
agencies, consumers, special-interest groups,
and interrelated work groups).
INTERPERSONAL ROLES
It means symbolic-head. His
activities include ceremony, status requests and
solicitations.
Figurehead
It means responsible for motivating and
activating the subordinates. His activities include
responsibility for staffing, training, subordinate’s
team building, etc.
Leader
It means maintaining a self-developed
network of outside contacts and information. His
activities include interactions with outsiders,
responding to mails, external board work. etc.
Liaison
Managers spend a fair amount of time gathering
information by questioning people both inside
and outside the organization. They also
distribute information to employees, other
managers, and outsiders.
Information Roles
This means seeking and receiving a wide variety of special
information to develop a thorough understanding of organization and
environment. He acts as the nerve centre of internal and external
information. His activities include receiving information and creating a knowledge-based.
Monitor
This means transmission of outside information to his
subordinates. His role includes filtering, clarifying, interpreting and
integrating different information so that value- added knowledge
emerges for organizational use. His activities also support verbal
communication with subordinates’ review meeting, etc.
Disseminator
This means transmitting information to outsiders on
behalf of the organization or department that he heads. He serves as an
expert to clarify the organizational plan, policies, actions and results. His
activities include handling mails and contacts with outsiders.
Spokesperson
Managers use the information they gather to
encourage innovation, to resolve unexpected
problems that threaten organizational goals
(such as reacting to an economic crisis), and to
decide how organizational resources will be
used to meet planned objectives.
DECISIONAL ROLES
This means searching the organization and its environment
for opportunities and initiating the “improvement (or change) process” to
bring about transformation. This involves designing and completing projects
for changes, leading to improvements. His actions involve strategy
formulation, change-management, team-building and project handling.
Entrepreneur
This means responsibility related to corrective actions
when organization faces sudden, unexpected disturbances. His actions
include review and rectification of the crisis.
Disturbance Handler
This means responsibilities related to the allocation of
resources of the organization among all concerned people or departments.
His actions involve scheduling. budgeting, allocation of duties to
subordinates, authorization, etc.
Resource Allocator
This means representing the organization at major negotiations. His
actions include bringing advantage to the organization during the process of
negotiation
Negotiator
He demonstrates that when managers
possess the right combination of vision, skill,
experience, and determination, they can lead an
organization to success. To do this, however, they
must perform the basic functions of management:
Steve Case
primary management function, the one on which all
others depend. Managers engaged in planning develop strategies for
success, establish goals and objectives for the organization, and
translate their strategies and goals into action plans. To develop long-
term strategies and goals, managers must be well informed on a number of key issues and topics that could influence their decisions.
Planning
Example of planning
Strategic Plan, Tactical Plan, Operational Plan
the process of arranging resources to carry out the organization’s plans is the second major function of managers. During
the organizing stage, managers think through all the activities that
employees carry out (from programming the organization’s computers to mailing its letters), as well as all the facilities and equipment employees need in order to complete those activities.
Organizing
The process of influencing and motivating people to work effectively
and willingly toward company goals—is the third basic function of
management. Managers with good leadership skills have greater
success in influencing the attitudes and actions of others, both through
the demonstration of specific tasks and through the manager’s own behavior and spirit.
Directing Functions
fourth basic managerial function. In management,
controlling means monitoring a firm’s progress toward meeting its
organizational goals and objectives, resetting the course if goals or
objectives change in response to shifting conditions, and correcting deviations if goals or objectives are not being attained.
Set, assess, compare, corrective
Controlling
To communicate with other people, work
effectively with them, motivate them, and
lead them are interpersonal skills.
INTERPERSONAL
SKILLS
A person who knows how to operate a
machine, prepare a financial statement,
program a computer, or pass a football has
technical skills: Managers
Technical skills
Managers need conceptual skills to see the
organization as a whole, in the context of
its environment, and to understand how
the various parts interrelate. Conceptual
skills are especially important to top
managers. These managers are the
strategists who develop the plans that
guide the organization toward its goals
Conceptual skills
The management is segmented into three distinct layers in an
organization. These layers are
Top management, Middle management, and lower (operating) management
