Module-1

Introduction to Management

I-Concept – Definition – Nature of Management – Importance of Management – Levels of

Management – Values in Management – Functional Areas of Management (Concept only)
II-Management Thoughts: Scientific Management – Administrative: Management – Modern
Management Theories .

Management:- Definition
According to Mary Parker Follett, “Management is the art of getting things done through
people.”

Harold Koontz defined as, “Management is the art of getting things done through and with
people in formally organized groups.

George.R.Terry’s point of view, “Management is a distinct process, consisting of planning,

organizing, actuating and controlling, performed to determine and accomplish stated goals by
the use of human beings and other resources.”

Peter Drucker:-- Management is a multipurpose organ that manage a business, manages

managers and manages workers and work

Following are the nature and characteristics of Management:

1. Management is an activity. It is a process of organized activity concerned with efficient
utilization of resources of production like men, material, machine, money etc.
2. Management is a purposeful activity. It is concerned with the achievement of an objective
through its functions. Objectives may be explicit or implicit.
3. Management concerned with the efforts of a group. Management is concerned with
management of people and not the direction of things. It motivates the workers to contribute
their best.
4. Management is getting things done. A manager does not do any operating work himself
but gets it done through others.
5. Management applies economic principles. Management is the art of applying the
economic principles that underlie a control of men and materials in the enterprise under
consideration.
6. Management involves decision-making. It is a decision-making process and the decisions
are involved in all the functions of management.
7. Management coordinates all activities and resources. It is concerned with coordination of
all activities and resources to attain the specific objectives.
8. Management is a universal activity. The techniques and tools of management are
universally applicable.
9. Management is an integrating process. It integrates the men, materials and machines for
achieving stated objectives.
10. Management is concerned with direction and control. It is concerned with direction and
control of human efforts to attain the specific objectives.
11. Management is intangible. It is abstract and cannot be seen. It is evidenced by the quality
of organization and through its results.
12. Management is both science and an art. Management has certain universally applicable
principles, laws etc. Hence, it is a science. It is also an art, because it is concerned with
application of knowledge for the solution of organizational problems.
13. Management is a profession. It is becoming a profession because there is established
principles of management which being applied in practice.
14. Management is an inter-disciplinary approach. Management as a body of discipline takes
the help or other social science like psychology, sociology, engineering, economics,
mathematics etc.
15. Management is dynamic and not static. Management adopts itself to the social changes
and also introduces innovation in methodology.

Objectives/ Importance of Management

Business activities are significantly impacted by management.
Management is the catalyst that transforms the inputs of labour, capital, and raw materials
into productive outputs.
Importance are:-
➢ To constantly attempt to accomplish the predetermined performance and
productivity goals of the firm.
➢ To develop the environment that facilitates the optimum use of physical and
human resources to achieve maximum output.
➢ To build a mutually beneficial and integrated relationship between employer and
employees for the effective functioning of the organization.
➢ Effective coordination and cooperation in resource mobilisation and gol
accomplishment.
➢ To provide stability and growth in operations of th organisation throug consistent
innovation and quality enhancement.
➢ T work continuously with integrated effort towards the betterment of the
organization, society and national as a whole by satisfying the organization’s
social responsibilities in an efficient and fair manner.
➢ Management is the catalyst that transforms the inputs of labour, capital, and raw
materials into productive outputs.
Other objectives are:-
1) Optimal Utilization of Resources
2) Achieving specific objectives-personal, organisational, social, economic
3) Improves Efficiency
4) Helps in Development of Society and Nation
5) Creates a Dynamic Organization
6) Brings Harmony in Work and good work culture
7) Adopt and adapt according to the changing environmental needs.

FUNCTIONS OF MANAGEMENT
Different authors offering different names for the same functions of management
Henri Fayol identifies five functions of management viz, planning, organizing, commanding,
coordinating and controlling.

Koontz and O’Donnell, divides the management functions into planning, organizing, staffing,
directing and controlling.
Warren Haynes and Joseph Massie classifies management functions into decision-making,
planning, organizing, staffing, directing, controlling, and communicating.

Luther Gulick, states seven such functions under the catch word “POSDCORB” Which stand
for
P – Planning
O – Organizing
S – Staffing
D – Directing
Co – Coordinating
R – Reporting
B – Budgeting

As per managers are concerned, the following five functions are essential. They are Planning,
Organizing, Staffing, Directing, and Controlling. In addition to above five functions, the two
functions such as Innovations and representation are also necessary for managers.

. For managerial purpose, the following five functions are very essential for managers. They
are planning, organizing, staffing, directing and controlling.

(i) Planning:- Planning is the function that determines in advance what should be done. It is
looking ahead and preparing for the future. It is a process of deciding the business objectives
and charting out the methods of attaining those objectives. In other words, it is the
determination of what is to be done, how and where it is to be done, who is to do it and how
results are to be evaluated.
Following are the sub functions of planning: forecasting, decision-making, strategic
formulation, policy-making, programming, scheduling, budgeting, problem solving,
innovation and research activities.

(ii) Organizing:- It refers to coordinate human resources with other resources such as
material, machine, money etc. According to Allen, this organization refers to the structure
which results from identifying and grouping work, defining and delegating responsibility and
authority, and establishing relationships.
The process of organizing involves the followings:
• Identifying the activities necessary to achieve the objectives.
• Grouping activities into various departments.
• Assigning duties or tasks to appropriate individuals.
• Delegating necessary authority to individuals and fixing responsibilities for results.
• Defining authority and responsibility relationship among individuals.

(iii) Staffing:- Staffing may also be considered an important function involved in building
the human organization. In staffing, the manager attempts to find the right person for each
job. Staffing involves the selection and training of future managers and a suitable system of
compensation.
Staffing function has the following sub functions. They are manpower planning, recruitment,
selection, training and development, placement, compensation, promotion, appraisal etc.
(iv) Directing:- After plans have been made and the organization has been established and
staffed, the next step is to move towards its defined objectives. This function can be called
Directing. Through this function the manager explains to his people what they have to do
and helps them do it to the best of their ability.
Directing thus involves three sub-functions. They are as follows • Communication,
Supervision • Leadership and • Motivation. •

(v) Controlling. The manager must ensure that everything occurs in conformity with the
plans adopted, the instructions issued and the principles established.
Three elements are involved in the controlling function.
• Establishing standards of performance.
• Measuring current performance and comparing it against the established standards.
• Taking action to correct any performance that does not meet those standards.

Levels of Management
I.Top Level Management/ Strategic Level
Top level managers are managers who operate from the highest level of an organisation.
Top-level managers, or top managers, are also called Strategic level managers or senior
managers or executives. They include individuals are at the top one or two levels in an
organization and hold titles such as Chief Executive Officer (CEO), Chief Financial Officer
(CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), Chairperson of
the Board, President, Vice president, Corporate head.
Functions:-
1. Top managers have the overall responsibility of managing the organisation.
2. They make organisation wide decision with long term implications for the survival and
growth of the firm.
3. They sets new directions for the firm.
4. They spent more of the time planning and directing and less time on controlling.
5. They determine the nature of relationship between organisation and its external
environment.
6. They also guide the firm’s interaction with external individuals and institutions.

II. Middle Level Management/ Functional Level

The branch managers and departmental managers constitute middle level between the top and
the lower level. They are responsible to the top management for the functioning of their
department. They devote more time to organizational and directional functions. They include,
regional heads, divisional managers, functional managers, project leaders,

Functions:-
They execute the plans of the organization in accordance with the policies and directives of
the top management.
1. They make plans for the sub-units of the organization.
2. They participate in employment & training of lower level management.
3. They interpret and explain policies from top level management to lower level.
4. They are responsible for coordinating the activities within the division or department.
5. It also sends important reports and other important data to top level management.
6. They evaluate performance of junior managers.
7. They are also responsible for inspiring lower level managers towards better performance

III. Lower Level Management/ Operational Level

 Lower level is also known as supervisory/operative level of management. It consists of
supervisors, foreman, section officers, superintendent etc.

In other words, they are concerned with supervising, direction and controlling function of
management.
Their functions include -

1. Assigning of jobs and tasks to various workers.

2. They guide and instruct workers for day to day activities.
3. They are responsible for the quality as well as quantity of production.
4. They are also entrusted with the responsibility of maintaining good relation in the
organization.
5. They communicate workers problems, suggestions, and recommendatory appeals etc to the
higher level and higher level goals and objectives to the workers.
6. They help to solve the grievances of the workers.
7. They supervise & guide the sub-ordinates.
8. They are responsible for providing training to the workers.
9. They arrange necessary materials, machines, tools etc for getting the things done.
10.They prepare periodical reports about the performance of the workers.
11.They ensure discipline in the enterprise.
12.They motivate workers.

Functionals areas of Management

Production Management
Marketing Management
Human Resources Management
Financial Management
Operations Management
Systems Management

Values in Management
“Values are the moral code of an organization—the set of rules you all embrace and
abide by that reflect the ethics of the people in the organization and hold everyone
accountable to the right standard of behavior.”
These values are the virtues, or principles, that management lives by. They guide all
of the following:
• A manager’s relationships and interactions with employees
• Decision-making processes
• Business decisions
• Relationships with clients
• Workplace processes
• Communication norms
Having great management values improves business.

Value-based management is one of these approaches, where the organization encourages

leaders to implement strategies that increase overall value.
Challenges in Management
⚫ Globalization
⚫ Technological advancement
⚫ Work force diversity
⚫ Innovation and creativity
⚫ Scientific forecasting
⚫ Strategic planning
⚫ Better corporate governance.
⚫ Quality and productivity
⚫ Dynamic environment
⚫ Ethics and social responsibility

Management and its Evolution

The evaluation of management can be categorized into different parts:

I. Classical Era (1880-1930),

II. Neo-classical Era/ Behavioural Approach (1930-1950),
III. Modern Management era (1950-onwards)
.

I. Classical Era (1880-1930),

Classical management theory: emerged from the Industrial Revolution and revolves
around maximizing efficiency and production.

The classical theory of management, which emerged during the 19th century’s
Industrial Revolution, is a management approach that prioritizes efficiency and
productivity in organizations.
It views employees as having primarily economic and physical needs while neglecting
their social needs and job satisfaction.
The theory emphasizes streamlined operations, specialization of labor, and centralized
decision-making under a clear hierarchical structure

Features& Objectives of Classical theories

⚫ Objectives
◼ Maximize productivity
◼ Streamline operations
◼ Achieve efficiency
◼ Centralize decision-making
◼ Specialize labor
◼ Increase profit
Features
⚫ Hierarchial structure-different levels --structure ensures smooth communication,
well-defined roles, and effective decision-making.
⚫ Specialisation in job-increase efficiency and productivity by preventing
multitasking and reducing time wasted on task switching
⚫ Incentives-workers are primarily driven by economic needs, and offering them
monetary rewards for increased productivity will boost their motivation to work
harder and be more efficient.
⚫ Autocratic Leadership--allows for quick decision-making without the need for
extensive consultations. The leader’s instructions are communicated downward to
the employees, ensuring a clear chain of command.

Classical Theories of Management

1. Scientific Management Approach
2. Administrative Mangement Approach
3. Bureaucratic Approach

1. Scientific Management Approach

Scientific Management Theory, also known as Taylorism, is a management approach
developed by Frederick W. Taylor (father of scientific management) with the aim of
enhancing economic efficiency and labor productivity-- employs scientific methods to
analyze work processes and optimize production.

Taylor’s core principles include selecting methods

⚫ Management must adopt scientific methods in Industry,
⚫ Specialisation should be practiced--assigning tasks based on worker aptitudes,
⚫ Scientific selection and training methods should be adopted
⚫ Standardization in task needed---dividing the workload effectively- standard time
for each task---task to be developed through work analysis
⚫ Differential piece rate system to be followed---wage incentives should be utilized.
⚫ By conducting time and motion studies, managers can identify the most efficient
ways to perform tasks and improve overall efficiency.
⚫ intimate friendly cooperation between the management and workers

Criticism of Scientific Management

Scientific management focused on the stakeholders in the process of
industrial management. Hence, it was criticized by the employers, workers
and leaders:
a. By insisting on one best way of doing a work, scientific management
ignored the creativity and innovation of the workers while on job.
b. In the name of increasing the productivity and improvement in the
standard of work, the workers were reduced to a cog in the machine.
c. Analysis of the task in the job led to work getting fragmented with
narrow specialization. The result was on the mechanical way of
conducting a particular task.
d. The management emphasized on the design and planning of the job,
ignored the worker and his experience, thus making it repetitive and
boring.
e. The over emphasized practice of the rule of thumb methods made the
workers feel insecure in the name of scientific standards given by the
management.

2. Henry Fayol’s Administrative Management Theory

Administrative Management Theory, developed by Henri Fayol, focuses on
organizing and managing an organization’s entire structure. It emphasizes formal
structures, clear roles, and efficient coordination to enhance productivity.
Fayol’s 14 principles of management helped to guide effective management practices.
The theory advocates five essential managerial functions: planning, organizing,
commanding, coordinating, and controlling.
Fayol’s principles continue to influence modern management practices worldwide.
However, the approach has limitations, neglecting human behavior and adaptability in
dynamic environments.
Fayol’s principles highlight top-level management’s role as a foundation for overall
productivity.

14 Principle of management by Henry Fayol

1. Division of labour:- Henri Fayol has stressed on the specialization of jobs. He
recommended that work of all kinds must be divided & subdivided and allotted to
various persons according to their expertise in a particular area.
2. Authority and Responsibility:- Authority & responsibility are co-existing. If
authority is given to a person, he should also be made responsible. In a same way, if
anyone is made responsible for any job, he should also have concerned authority.

3. Discipline:- Discipline means sincerity, obedience, respect of authority &

observance of rules and regulations of the enterprise”. This principle applies that
subordinate should respect their superiors and obey their order. It is an important
requisite for smooth running of the enterprise.

4. Unity of command:- A sub-ordinate should receive orders and be accountable to

one and only one boss at a time. In other words, a sub-ordinate should not receive
instructions from more than one person
5. Unity of direction:- Fayol advocates one head one plan which means that there
should be one plan for a group of activities having similar objectives.

6. Subordination of individual interest to general interest:- An organization is

much bigger than the individual it constitutes therefore interest of the undertaking
should prevail in all circumstances.

7.Remuneration:- The quantum and method of remuneration to be paid to the

workers should be fair, reasonable, satisfactory & rewarding of the efforts.

8. Centralization:- Centralization means concentration of authority at the top level.

In other words, centralization is a situation in which top management retains most of
the decision making authority.

9. Scalar Chain:- Fayol defines scalar chain as ’The chain of superiors ranging from
the ultimate authority to the lowest”. Every orders, instructions, messages, requests,
explanation etc. has to pass through Scalar chain.

10. Order:- This principle is concerned with proper & systematic arrangement of
things and people.
Arrangement of things is called material order and placement of people is called
social order.
11. Equity:- It implies that managers should be fair and impartial while dealing with
the subordinates. They should give similar treatment to people of similar position.
They should not discriminate with respect to age, caste, sex, religion, relation etc.

12. Stability of tenure:- Fayol emphasized that employees should not be moved
frequently from one job position to another i.e. the period of service in a job should be
fixed.

13. Initiative:- Workers should be encouraged to take initiative in the work assigned
to them. It means eagerness to initiate actions without being asked to do so.

14. Espirit de Corps:- It refers to team spirit i.e. harmony in the work groups and
mutual understanding among the members. Espirit De’ Corps inspires workers to
work harder.

3. Max Weber’s Bureaucracy Theory

The Bureaucracy Theory of Management, introduced by Max Weber, emphasizes
efficient organizational structure and administration.

Features of Bureaucratic approach are:-

⚫ Tasks are divided into specialised jobs. A clear and meticulous division of labor,
⚫ A rigorous set of rules must be followed to ensure predictability and reduce
uncertainty.
⚫ A stable and well defined hierarchy of authority should be followed.
⚫ Superiors must have impersonal attitude
⚫ Employment and promotion based on merit & technical competency
⚫ Life long employment.
⚫ Qualified personals with necessary credentials should be placed in jobs. Selection
based on merit only.
⚫ Written records should be maintained by keeping extensive files.

Bureaucracy, as defined by Weber, is an organizational structure characterized by

rules, standardized processes, procedures, and requirements, as well as a clear and
meticulous division of labor, clear hierarchies and professional and almost impersonal
interactions between employees.

II.Neo-Classical Theories

Also called human relations and behavioural science approach.

Neo-Classical theory gave greater emphasis to man behind the machine and stressed
the importance of individual as well as group relationship in the plant or workplace.
Human Relations management theory originated between 1924 and 1932 during
experiments conducted at the Hawthorne plant of the Western Electric Company in
Cicero, Illinois.1

These studies were started by scholars from the Massachusetts Institute of

Technology (MIT), but Elton Mayo and Fritz J. Roethlisberger of the Harvard
Business School became involved in 1927 and eventually popularized the subject.
Neo-Classical approach may be analysed in three parts, namely
1. Hawthorne Experiment, 2. Human Relation Movement, 3 Behavioural Approach.

1.The Hawthorne experiment consists of four phases. These parts are briefly
described below:-
Phase-I---Illumination Experiment--When the intensity of light was increased, the
output also increased. The output showed an upward trend even when the illumination
was gradually brought down to the normal level.--other factors like length of the
working day, rest hours, and other physical conditions
Phase-II------Relay Assembly Test Room Experiment.
A small homogeneous work-group of six girls was constituted. These girls were
friendly to each other and were asked to work in a very informal atmosphere under
the supervision of a researcher. Productivity and morale increased considerably
during the period of the experiment. Productivity went on increasing and stabilized at
a high level even when all the improvements were taken away and the pre-test
conditions were reintroduced.
Phase-III--Interviewing Programme.-Initially, a direct approach was used whereby
interviews asked questions considered important by managers and researchers. The
researchers observed that the replies of the workmen were guarded. Therefore, this
approach was replaced by an indirect technique, where the interviewer simply listened
to what the workmen had to say. The findings confirmed the importance of social
factors at work in the total work environment.
Phase- IV--Bank Wiring Test Room Experiment.--The experiment was conducted
to study a group of workers under conditions which were as close as possible to
normal. This group comprised of 14 workers. After the experiment, the production
records of this group were compared with their earlier production records. It was
observed that the group evolved its own production norms for each individual worker,
which was made lower than those set by the management. Because of this, workers
would produce only that much, thereby defeating the incentive system. Those workers
who tried to produce more than the group norms were isolated, harassed or punished
by the group.
The findings of the study are:-
Each individual was restricting output.
The group had its own “unofficial” standards of performance.
Individual output remained fairly constant over a period of time.
Informal groups play an important role in the working of an organization.

2. Human relations Approach

The human relations approach, as its primary objective, seeks to examine and
analyses the impact of the human factor towards more effective management.
Some specific contributions of this approach are:
(i) An organization is a social system; with a culture of its own.
(ii) Informal groups have a serious impact on workers’ productivity.
(iii) There are conflicts between the organisation and the individuals.
(iv) Friendly supervision has a favourable influence on human efficiency at work.
(v) Free flow of communication, in the organisation makes for good human relations.

3. Behavioural approach

⚫ Behavioural approaches have been explained in the works of Ivan Pavlov,

Edward Lee Thorndike, John B. Watson and B.F. Skinner.
⚫ Instead of focusing on the internal conflicts in the form of thoughts and beliefs,
the focus of behaviourism approach is on observable or overt patterns which are
learnt from the environment.
⚫ Behavioural Psychology is a learning theory which is based on the notion that all
behaviours are an outcome of conditioning.
⚫ Because of the interaction with the environmental factors, behaviourists opine
that our actions or responses are governed by the environmental stimuli.
⚫ According to the Behaviourists, behaviour can be systematically studied and
analyzed, irrespective of the internal mental conditions like moods, emotions and
cognitions which are relatively too subjective.
⚫ Key stress of behaviourists is on conditioning. They believed that any individual
can be trained to handle any task irrespective of genetic traits or internal feelings
by way of effective conditioning.

III.Modern Management Theory

Modern management theory: followed on the heels of World War II and combines
mathematical principles with sociology to develop holistic approaches to management.

Modern Management Theory is a contemporary approach that views organizations as

dynamic systems influenced by both internal factors and the larger external
environment.
The modern theory recognizes that individuals are driven by various factors, such as
satisfaction and personal growth.
1. Decision Theory of Management
2. Management Science Theory
3. System Theory of Management
4. Contingency Theory

1. .Decision Theory of Management

Decision theory of management is a study of how decisions are made amid
uncertainty in the workplace. It uses tools like math, philosophy, and psychology to
understand the decision-making process. This theory aims to make rational choices
that bring the most value to the organization, enhancing effectiveness and efficiency.
Herbert Simon, Luther Gulick, and Lyndall Urwick are notable contributors.
The theory guides managers in logical decision-making, considering probabilities and
uncertain consequences. It emphasizes making informed choices under uncertain
conditions, benefiting organizations by improving decision-making processes.

2. Management Science Theory

Management Science Theory, also known as Operations Research or the Quantitative
Approach, is a problem-solving method that uses mathematical and statistical tools to
address complex business challenges.
It involves optimizing processes, decision-making, and resource allocation.
This approach complements other management theories, empowering managers to
make informed decisions by crunching numbers and analyzing data.
Major contributors include George Dantzig, John von Neumann, and Tjalling
Koopmans.
While it enhances efficiency and planning, critics point out its potential overemphasis
on quantitative methods, unrealistic assumptions, and limited application in dynamic
environments.
3. System Theory of Management
The System Theory of Management sees organizations as interconnected systems
working towards common goals.
It shifts from viewing organizations as machines to a holistic approach.
Departments are interdependent, and changes in one can affect others. The system is
open, receiving inputs and producing outputs that impact the environment.
This approach assesses the organization’s overall effectiveness, emphasizing synergy
between subsystems.
Benefits include a broader perspective, better decision-making, problem-solving,
adaptability, and collaboration.
Critics find it abstract with vague guidelines and may not address specific issues
effectively.

4.Contingency Theory of Management, also known as the situational theory, acknowledges

that there is no one-size-fits-all approach to management. It emphasizes adapting leadership
and decision-making based on specific situations. Managers must analyze internal and
external circumstances and tailor their actions accordingly.
The theory’s history dates back to the mid-20th century when researchers observed the need
for customized solutions for different organizations. Pros include flexibility, context-
sensitive decision-making, and better problem-solving. However, criticisms point to
challenges in identifying all relevant contingencies and a lack of clear guidelines.
Major contributors include Fred Fiedler and Joan Woodward. To implement the theory,
managers need to analyze the context, assess their leadership style, and be flexible in
decision-making and communication.

Role of Managers
The Mintzberg managerial roles are categorized under three sections—interpersonal,
informational, and decisional.
These three categories comprise 10 roles of a manager. To be a good leader, you have
to manage your teams by leveraging strengths, resolving conflicts, and prioritizing
tasks.
He divided them into three categories:
• Interpersonal Roles -Relating To A Manager’s Authority In An Organization
• Informational Roles -Involving Communicating Important Information and
Data
• Decisional Roles- Concerning Decision-Making, Negotiations and
Implementation.
Interpersonal Roles:

1. Figurehead
As the Figurehead, a manager is responsible for official and social duties that reflect
their status and authority in the organization. It’s about building a strong
relationship with peers and subordinates. You can become a good role model by
being empathetic and compassionate.

2. Leader
 The Leader inspires, encourages, and builds morale. Managers build lasting
relationships with team members by monitoring their performance and coaching
them when needed. Emotional intelligence can help you develop a trust-based
relationship with your team.

3. Liaison
A manager has to exchange information with various departments and teams as well
as with external stakeholders. Liaising with other organizations, competitors, and
government representatives is equally important for professional development.

Informational Roles:

1. Monitor
The Monitor is responsible for gathering intel for sustained competitive advantage.
To do that, a manager has to assess the market for changes and collect relevant data
that could impact the organization. These are stages in the process of strategic
management that helps an organization to survive the competition.

2. Disseminator
The Disseminator communicates useful and relevant information to team members
and subordinates. It’s important to invite feedback, ideas, and views from each
employee to keep an open channel of communication.

3. Spokesperson
Convey important information about the organization to external stakeholders. This
could be for PR purposes, addressing government policies, or dealing with suppliers.
You must have a clear idea of your company’s brand image to become a successful
spokesperson.

Decisional Roles:

1. Entrepreneur
Be prepared to take initiative as part of your managerial duties. Initiate projects and
address concerns with effective problem-solving skills. Icebreakers and team-
building activities will help you connect with your team.

2. Disturbance Handler
The Disturbance Handler ensures that everything runs smoothly. Key
responsibilities include resolving conflicts with mentoring sessions, identifying
areas for improvement, and addressing gaps in teamwork.

3. Resource Allocator
 The Resource Allocator is concerned with fund allocation, cutting costs, and
distributing resources across the organization. You have to apportion available
resources such as funding, human resources, and materials where needed.

4. Negotiator
A successful negotiation leads to a win-win outcome. A manager has to participate
in negotiations with team members and other stakeholders to reach a favorable
outcome for both parties. This role distinguishes you from other managers because
you have to consider your team’s best interests.
Henry Mintzberg’s managerial roles are useful to assess your strengths and
weaknesses as a manager. You can improve your managerial duties with practice and
experience.

Managerial Skills
⚫ Human/Interpersonal Skill The human or the interpersonal skills are the
skills that present the managers’ ability to interact, work or relate effectively with
people
⚫ 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.
⚫ Decision Making skills Effective decision-making requires thoughtful
consideration without overthinking or becoming sidetracked by minor details.
⚫ Communication Skills A manager's ability to relate and communicate
effectively can unify and motivate a team.
⚫ Conceptual Skills The manager is able to see an entire concept, analyze and
diagnose a problem, and find creative solutions.

Characteristics of Good Manager

⚫ Understand the vision and communicating it.

⚫ Independent thinking and assuming responsibility.
⚫ Taking the right decisions at the right time
⚫ Demonstrating leadership and motivating the team
⚫ Must acquire sufficient knowledge.
⚫ Empathy.
⚫ Emotional balance
⚫ Capability to resolve conflicts and grievances

Assignment-1
Explain the recent challenges faced by managers in organisations.