Management Functions, Skills and Roles.pptx

Brief discussion on management functions, skills and roles to be an effective manager

1. Management Functions, Skills and Roles Brigadier General Dr Zulfiquer Ahmed Amin M Phil, MPH, PGD (Health Economics), Fellow HA (AIIMS, Delhi), MBBS

2. Managerial functions define managerial processes that are used by managers to convert inputs into outcome to achieve organizational goals. Management skills are the learned abilities, competencies and expertise that help people in leadership positions succeed and achieve perfection . Roles define pattern of behavior socially recognized , providing a means for identifying and placing an individual in an organization or society ( eg parent–child roles). Managerial role is an obligation .

3. Planning is the fundamental management function, which involves making decision for future events . It is deciding the direction in which all the efforts and resources of the organization will be directed, to attain a goal. Plan is made by scanning the business environment by SWOT (Strength, Weakness, Opportunity and Threat) analysis. Planning:

4. TYPES OF PLAN

5. Types of Plan Strategic Planning Strategic plans are all about ‘what we need to achieve’ . Strategic plans are generally long-term (5-10 years or beyond) plan made by the top-level managers. It focus on goal, mission, vision, policy. A strategy should be ‘SMART’ , an acronym stands for Specific, Measurable, Achievable, Realistic and Time bound . eg , SDG-3, Vision-2030, Smart BD-2041.

6. Tactical Planning Tactical plans are about ‘methods to attain strategic goals’ . It is the process of breaking down the strategic plan into distinctive short term (1-5 years) plans made at mid level manager. It focus inputs required and necessary coordination .

7. Operational Planning It is transforming plan into action, for daily activities (<1 year) to achieve goal. It mostly focus on control , and performed by first line manager.

8. Contingency Planning Contingency plans are back-up plans , when primary plan fails , or when something unexpected happens, or something needs to be changed .

9. Organizing ‘Organizing’ is the process of identifying and grouping the activities to be performed, by delegating responsibilities with appropriate authority , and establishing relationship among each other.

10. In organizing a task, there are 3 factors: Authority : Is the right to make decisions , issue orders and allocate resources . Responsibility : This is an obligation incurred by individuals in performing their roles in the formal organization. Accountability : The extent to which an individual is answerable to the stakeholders.

11. Types of Organization Line Organization Line and Staff Organization Functional/ Staff Organization Matrix Organization Project Structure Organization

12. Line Organization The organization in which the authority and responsibility moves downward in a linear pattern, and accountability flows upward . In this model, the person at each management level communicates with only those directly above and below them. eg , Army

13. Functional/Staff Organization Functional organization is a type of organizational structure that uses the principle of specialization . They are grouped based on their specific skills and knowledge . Functional organizations contain specialized units that report to a single authority , usually called top management. They function independently . eg , Pharmaceutical Companies, Medium business entities.

14. Line and Staff Organization is a combination , where Line Managers are there to set directives and control activities and Staff Personnel composed of specialist persons in particular function are there who advise the line managers to facilitate the task through their skilled knowledge and expertise.

15. Matrix Organization A matrix organization is a company-structure where teams report to multiple leaders . The matrix design keeps open communication between teams and can help companies create complex and innovative products and services . eg , large and complex organization, BSMMU

16. Project Structure Organization Projects are one-time, unique expenditures with a defined budget, beginning and end dates , performing a specific goal . A project organization is a structure where every dept is independent that facilitates implementation of activities with minimum disruptions and conflict. eg , Padma Bridge Project.

17. Staffing: Staffing is the process of “ personnelizing ” the organization, by hiring the right type and quantity of workers, train and place them in the right position, offer satisfactory remuneration and other fringe benefits.

18. Directing Directing is an aspect of management that deals with influencing, guiding, supervising, and motivating staffs for goal directed behaviors. Elements of Directing: 1. Leadership. 2. Supervision. 3. Motivation. 4. Communication. 5. Coordination.

19. Coordination: Coordination is the integration and synchronization of people and their work , so they work together in the same direction to achieve an organizational goal.

20. Controlling Controlling is the measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them, are accomplished. Two components of Controlling: Monitoring Evaluation

21. Monitoring : Monitoring is the continuous over-seeing of a project in relation to the pre-determined plan. Evaluation: Evaluation is analysis of completed activities that determine accountability, effectiveness, efficiency and relevancy of a project.

22. A skill is the ability to do something proficiently . It is the competency that allows for performance to be superior in the field in which the worker has acquired skill. A skill is developed with knowledge and repeated performances . There are 3 types of managerial skill. Management Skill

23. Managerial Skills

24. Conceptual skill Conceptual Skill is the ability to formulate ideas . Conceptual skills are analytical skills , that can  predict the future of the business or department as a whole, are able to grasp complex ideas and come up with answers for difficult problems . Conceptual skills are vital for top managers.

25. Human or Interpersonal Skills Human or interpersonal management skills enable the managers to make use of human potential in the company and motivate the employees for better results. Sometimes known as “ soft skills ,” they constitute aspects such as empathy, compassion, team work, adaptability, communication etc . Human skills are vital for all level managers .

26. Technical Skill Technical Skills basically involve the use of knowledge, methods and techniques in performing a job effectively. This is a specialized knowledge and expertise which is utilized in dealing with day­ to-day problems and activities . For example, auditors, accountants, computer programmers and systems analysts. Technical skills are most important for first-level managers .

27. Relationship among the Management Functions and Management Skills

28. Managerial Roles Role is the position that one gets by its virtue; whereas function is the performance/functions that a role entails. eg , ‘father’ is position (Role), the function of which is to take care of family, earn livelihood etc. Henry Mintzberg distinguishes ten key managerial roles grouped into 3 categories , that managers need to fulfill.

29. Ten Roles Managers Play