MS-01 – MANAGEMENT FUNCTIONS AND BEHAVIOUR

Ans 1 – Tasks of a professional manager –

Management is a discipline. Their are practitioners of this discipline who practice

management as a profession and are hence known as professional managers.Just as there
are doctors and lawyers by profession,similarly there are professional managers.They
practice management.The only difference between professional managers and other
professionals is that,while the latter must possess a formal degree in their discipline,a
professional manager need not have a formal degree or education in management.He may
have learnt the necessary skills and gained competence from his experience.

The second trait of a professional manager is that his primary concern is the organization
or the company with which he works.This is true whether the manager works for a
public/private sector or a multinational company.The professional manager always has
his companies overall perspective in his mind and all his actions are guided by the
companies objectives.

The third trait of a professional manager is the most important one.He is responsible for
performance.Managing involves collecting and utilizing resources ( money,men,materials
and machines) in the optimal manner for achievement of predetermined objectives or
goals.It is his duty to utilize resources to produce the required results.Now,let us try to
understand the various tasks which a manager is expected to do to produce results.

TASKS OF A PROFESSIONAL MANAGER –

1. Providing direction to the firm: The first task, envisioning goals, is one of the
tasks that should never be delegated. This is the ability to define overarching
goals that serve to unify people and focus energies. It’s about effectively
declaring what’s possible for the team to achieve and compelling them to
accomplish more than they ever thought possible.
2. Managing survival and growth: Ensuring survival of the firm is a critical task of
a manager. The manager must also seek growth. Two sets of factors impinge
upon the firm’s survival and growth. The first is the set of factors which are
internal to the firm and are largely controllable. These internal factors are choice
of technology, efficiency of labour, competence of managerial staff, company
image, financial resources, etc. The second set of factors are external to the firm
like government policy, laws and regulations, changing customer tastes, attitudes
and values, increasing competition, etc.
3. Maintaining firm’s efficiency: A manager has not only to perform and produce
results, but to do so in the most efficient manner. The more output a manager
can produce with the same input, the greater will be the profit.
4. Meeting the competition challenge: A manager must anticipate and prepare
for the increasing competition. Competition is increasing in terms of more
producers, products, better quality, etc.
5. Innovation: Innovation is finding new, different and better ways of doing existing
tasks. To plan and manage for innovation is an on-going task of a manager. The
manager must maintain close contact and relation with customers. Keeping track
 of competitor’s activities and moves can also be a source of innovation, as can
improvements in technology.
6. Renewal: Managers are responsible for fostering the process of renewal.
Renewing has to do with providing new processes and resources. The practices
and strategy that got you where you are today may be inadequate for the
challenges and opportunities you face tomorrow.
7. Building Human Organization: Man is by far the most critical resource of an
organization. A good worker is a valuable asset to any company. Every manager
must constantly look out for people with potential and attract them to join the
company.
8. Leadership: Organizational success is determined by the quality of leadership
that is exhibited. "A leader can be a manager, but a manager is not necessarily a
leader," says Gemmy Allen (1998). Leadership is the power of persuasion of one
person over others to inspire actions towards achieving the goals of the
company. Those in the leadership role must be able to influence/motivate
workers to an elevated goal and direct themselves to the duties or responsibilities
assigned during the planning process. Leadership involves the interpersonal
characteristic of a manager's position that includes communication and close
contact with team members. The only way a manager can be acknowledged as a
leader is by continually demonstrating his abilities.
9. Change management: A manager has to perform the task of a change agent.
It’s the managers task to ensure that the change is introduced and incorporated
in a smooth manner with the least disturbance and resistance.
10. Selection Information technology: Today’s managers are faced with a
bewildering array of information technology choices that promise to change the
way work gets done. Computers, the Internet, intranets, telecommunications, and
a seemingly infinite range of software applications confront the modern manager
with the challenge of using the best technology.

TASKS WHICH ARE MORE CHALLENGING FOR SURVIVAL AND GROWTH OF

AN ORGANIZATION –

1. Analyze, on a periodic basis, workload and personnel needs of an organizational unit.

2. Recommend changes in the staff level of the work unit.
3. Review documentation for new positions and positions that have been revised.
4. Obtain approval to modify positions.
5. Interview candidates for employment and make hiring decision or recommendations.
6. Orient new subordinates concerning policy and procedures, work rules, and
performance expectation levels. Review position responsibilities.
7. Plan, delegate, communicate and control work assignments and special projects
concerning subordinates.
8. Establish and maintain specific work goals and objectives or quantitative and
qualitative work standards to be achieved by subordinates.
9. Train, develop, and motivate subordinates to improve current performance and to
prepare for higher- level jobs.
10. Determine significant changes in responsibilities and major duties of subordinates by
reviewing their job responsibilities on a regular basis.
11. Evaluate the performance of subordinates. Document and discuss present and
past performance with each direct report. Keep supervisor informed of results.
 12. Review salaries of subordinates and recommend changes according to policy and
procedures.
13. Recommend personnel actions such as promotions, performance awards, demotions,
etc., according
to budget guidance and policy.
14. Advise superiors and subordinates of developments that impact job duties. Ensure
proper communications.

15. Maintain discipline, recommend and administer corrective action according to policy
and procedures.

16. Communicate and administer personnel programs in accordance with design and
objectives.
17. Maintain proper documentation on all subordinates.
18. Direct the business activities of the company for the achievement of short and long
term business/policy objectives, increased profit, production activity, or market share.
19. Establish the business's objectives, policies and programmes within the context of the
overall Corporate plan and, where appropriate, recommend standards and set targets
(may include manufacturing, sales, marketing, distribution and administration).
20. Prepare, or arrange for the preparation of the business's budgets, reports and
forecasts, and ensure they are presented in a timely manner to the MANAGEMENT.
21. Appraise the activities of the BUSINESS according to overall strategies and objectives,
and monitor and evaluate branch and division performance, the efficiency of staff,
procedures and production costs.
22. Co-ordinate subordinate staff to optimise the use of human and material resources to
achieve goals. Consult with subordinate staff and review recommendations and
reports.
23. Oversee the development and implementation of all BUSINESS activities including
production, distribution and sales, to protect the funds invested.
24. Plan and review the BUSINESS operating costs particularly with regard to production,
output, quality and quantity, cost, time available, labour requirements, planned
production programmes and control activities, inventory levels, freight and
advertising.
25. Direct the preparation of marketing plans, key customer strategies and sales forecasts
recommended by subordinate managers and ensure adequate support is provided in
all branches/areas.
26. Control use of production plant facilities by planning maintenance, designating
operating hours and supply of parts and tools.
27. Direct research into new and improved production methods and products, changes in
selling policies, and other areas necessary to ensure the continued growth of the
business.
28. Select, or approve the selection and training of senior staff. Establish lines of control
and delegate responsibilities to staff.
29. Provide overall direction and management of the business, including personnel,
technological resources and assets. Maintain necessary contact with major suppliers,
customers, industry associations and government representatives to achieve the
objectives of the business.
30. Ensure all the business's activities comply with relevant Acts, legal demands and
ethical standards.

The organization, I am familiar with is a

-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM

various survival & growth options

A number of programs were put into
place, both with the intention of
-surviving the competition
-maintaining a growth of 20% a year for 5 years.
*Technical training for all company sales staff.
*Management development programs for middle managers.
*Pay for performance, with built-in incentives.
*Introduction to more innovative products.
*Training of the sales staff of the various channels.
*Improvements in customer coverage.
*Improvements in product ranging.
*Introduction ERP software for cost reduction/ efficiency improvements.
*Organization restructures to make the ''VALUE CHAIN'' more effective.
*Outsourcing some activities like warehousing etc.
*Introduction of e-commerce.
*Introduction of e-learning.

Ans 2 – DECISION MAKING –

Decision making can be regarded as an outcome of mental processes (cognitive

process) leading to the selection of a course of action among several
alternatives. Every decision making process produces a final choice. The output
can be an action or an opinion of choice.

According to George R Terry, “ Decision making is the selection based on some

criteria from two or more possible alternatives “.

According to D.E McFarland , A decision is an act of choice wherein an executive

forms a conclusion about what must be done in a given situation “.

It is a known fact that decision making is a part of everyday life.The fact that I
have taken up a course in management is a product of my decision to do it
against other alternatives which were available to me.Whether we are in a board
meeting or in a playground,we are almost constantly making
decisions,sometimes working on several at the same time.These maybe major or
minor,but some of these might have proved to be effective decisions i.e
appropriate,timely and acceptable while some decisions can be wrong.Making
decisions has been identified as one of the primary responsibilities of any
manager.Decisions may involve allocating resources,appointing people,investing
capital or introducing new products.Decision making is at the core of all planned
activities.

On the basis of the above decisions,it may be concluded that decision making is the
selection of the best possible alternative from among the various alternatives available for
the solution of a given problem.It is an act wherein a manager arrives at a conclusion
about what must be done in a particular situation.It involves the choice of a course of
action to achieve predetermined objectives.

TYPES OF DECISIONS –

IGNOU Book – Decision Making – Pg 19 to page 21 to be copied.Types of managerial

decisions

MANAGERIAL DECISIONS MADE IN AN ORGANIZATION –

IGNOU Book – Decision Making – Pg 5 to page 11 ( till policies ) to be copied.Pg 12 &

Pg 13 also to be copied.Examples given in the points.

Ans 3 - IGNOU Book – Organisational Climate and change – Pg 21 – introduction to

organizational conflict to be copied.
Pg 22 – types of conflict to be copied fully.

STRATEGIES TO RESOLVE INTER PARTY CONFLICT –

IGNOU book – Organisational climate and change-Pg 33-pg 35 to be copied.example to

be made.

Ans 4 – IGNOU Book – Organisation structure and processes – Pg 25 – pg 26 – 1st para

to be copied.
Pg 31 IGNOU Book – Organisation structure and processes – channels of comm. – to pg
34.
For example – pg 35
& from the book management concepts and ob – pg 247& pg248-copy adv of verbal and
written comm. In the form of an example.empahise more on the advantages of each point.

Ans 5 – IGNOU book – behavioural dynamics – pg 21 – introduction and leadership

styles – pg 24.
from the book management concepts and ob-pg 223-types of leadership.with examples