Civil aviation authority of nepal

Shanker Dev Campus, kathmandu, Nepal
BBA, TU

1. Anjali Dipesh Pawan Ranjita Uma A REPORT ON MANAGERIAL SKILLS, ROLES & CHALLENGES ON CIVIL AVIATION AUTHORIY OF NEPAL SDC (Shanker Dev Campus)'s Prepared By: BBA 1 st Semester Sec: A 008 Batch Group A

2. Introduction CIVIL AVIATION AUTHORITY OF NEPAL (CAAN) Civil Aviation Authority of Nepal (CAAN) was established as an autonomous regulatory body on 31 December 1998 under Civil Aviation Act, 1996. CAAN is trying to make international and domestic air service affordable, comfortable, safe, reliable and well managed.

3. Tribhuvan International Airport : The lead business center of CAAN

4. Major objectives of CAAN are as follows: To develop and expand civil aviation in Nepal To expand aviation services at the national and international level To develop air communication and air navigation To make air services more secure, reliable and effective

5. The main functions of CAAN are as follows: Permitting Airlines operation Regulating Air Transport and Civil Aviation Activities Constructing, operating and maintaining airports Equipping and maintaining airports with necessary communication and navigational facilities

6. Objectives of Project Report To ascertain the essential skills that should be possessed by a manager. To reveal the importance of interpersonal skill of manager in motivating subordinates. To identify the roles of manager in the context of CAAN. To identify the major challenges facing by the manager in CAAN. To know the quality service provided by CAAN. To give suggestions on the findings.

7. Importance of Study This study develops our habit of working in a group and making decision jointly. The report prepared will be useful for coming batch student. The report prepared will be useful for general reader. The study helps us to understand the role of manager in an organization. This study helps us to understand about the degree of skill requirement to a manager level wise. The conclusion derived from this report can be useful to the organization from where the data and information was collected.

8. Research Methodology Research Design Group is formed by the subject teacher. Questions are prepared by group discussion. Helps are taken from respective teacher. Field visit Source of data Primary data are collected by interviewing Finance Director of CAAN. Secondary data are collected from annual report of CAAN. Presentation and Analysis of Data The collected data have been presented in the form of diagram and text. The data have been analyzed on the basis of different theories of management.

9. Limitation of Project Report Due to time constraint, this study has been conducted in only one organization in limited period of time. Thus it doesn’t provide a whole perspective of managerial skill, roles and challenges in an organization. The finding and solution of this report in CAAN doesn’t apply in all respects in other organizations. This project report is concentrated only on the topic managerial skills, roles and challenges. The degree of truth fully depends upon the information provided by the concerned persons.

10. Managerial Skills A skill is defined as “An ability or proficiency in performing a particular task". Managers working at different levels in the hierarchy require different proportions of managerial skills.

11. Types of Skill required to a manager: Technical Skills Technical skill is the job-specific and techniques that are required to perform an organizational role. Conceptual Skills Conceptual skills involve the ability of the manager to visualize the organization in its totality and its environment.

12. Digital skills The skills involve the ability to use digital technologies. Human skills The skills involve the ability to understand, alter, lead, communicate, coordinate and control the behavior of other individuals and groups.

13. Diagnostic skills Skill that enable a manager to visualize the most appropriate responds to a situation is diagnostic skill. Political skills Political skill refers to the flow of power and influence inside the managers.

14. Degree of Skill Requirement Top Level Lower Level Middle Level Diagnostic Skill Political Skill Interpersonal Skill Digital Skill Technical Skill Conceptual Skill

15. Managerial Role A role is defined as the expected behavior for a certain status or position. Manager has to play many roles to make management effective. Diagrammatical representation of managerial roles is as :-

16. Figurehead Role Interpersonal Informational Decisiona l Leader Role Liaison Role Spokesperson Role Disseminator Role Monitor Role Resource Allocator Role Disturbance Handler Role Entrepreneurship Role Roles of Manager Negotiator Role

17. Interpersonal role In interpersonal roles, managers develop contracts and build relationship with people inside & outside the organization. Interpersonal role consist of: a) Figurehead role b) Leader role c) Liaison role

18. Informational role Informational roles are closely related with tasks necessary to obtain and transmit information. Informational role consist of: a) Monitor role b) Disseminator role c) Spokesperson role

19. Decisional role Decision making involves negotiations and compromises with competing or conflicting interest. Managers develop strategies to deal with such negotiations and uncertainties and put them into action to attain goals. Decisional role consist of: a) Entrepreneurship role b) Disturbance handler role c) Resource allocator role d) Negotiator role

20. Challenges of Management Globalization of Business Work force diversity Empowerment Technology Ethics and responsibility Global outstanding

21. Major challenges for CAAN are :- To designate an appropriate authority for aviation security. Expensive safety equipment and infrastructures at various domestic airports have been badly affected by terrorist attack. Due to lack of financial resources, it is difficult to have the staff involved in fire-services, participate regularity in trainings / workshops / seminars in order to be aware about the changes in technology as well as to keep them physically fit.

22. To make efficient use of limited resources and mobilize new resources. Compulsion to operate and maintain airports and services regardless of the cost effectiveness. Appropriate placement and posting of qualified and trained manpower is not fully exercised. Improper planning to train manpower and lack of identification criteria for training need. To improve co-ordination and performance management.

23. Conclusion The skills of manager are the key to success. On the basis of level, the degree of managerial skills requirement and role varies. Role of manager is to develop a network of contacts and relations within and outside the organization. Manager has to play various roles as per the situation to manage in an organization. As the time passes there arise numerous challenges. So, manager should possess the ability to tackle with those challenges.

24. Recommendation There is lack of co-ordination among the various departments of organization due to which there is delay in providing effective services to the customers. So, there must be good relation among the departments to provide fast and efficient service to the customers.

25. There should be the change in rules and regulations according to the environmental changes and should be new technology according to the requirement. The employees are not punctual. So, the manager should pay their attention towards employee behavior.

26. Special thanks to: Our respected teacher Sanjeev Pradhan Sir , Departmental head of POM of SDC The staffs of CAAN who indirectly assisted us to prepare this report Friend Nawa Raj for his help At last but not the least, our thanks goes to everyone who directly or indirectly assist us in making this project report possible.