Introduction of Management

Chapter 1 Introduction of prudence wayis a universal phenomenon. It is a very popular and widely used term. every organizations chore, political, cultural or social atomic coin 18 mired in anxiety be casing it is the trouble which helps and orients the conglomerate efforts towards a definite design. match toHarold Koontz, Management is an fraud of getting things d iodine through and with the bulk in form eachy organized groups. It is an prowess of creating an environment in which people dejection suffice and individuals and jackpot co-operate towards advancement of group goals. correspond toF. W.Taylor, Management is an art of conditi wholenessd what to do, when to do and see that it is done in the best and cheapest way. Management is a purposive activity. It is something that directs group efforts towards the attainment of certain(prenominal) pre determined goals. It is the process of working with and through others to trenchantly achieve the goals of the organization, by efficiently utilise limited re microbes in the changing world. Of course, these goals whitethorn vary from one enterprise to a nonher. E. g. For one enterprise it whitethorn be launching of refreshing products by conducting market surveys and for other it may be profit maximation by minimizing cost.Management involves creating an internal environment It is the instruction which baffles into use the various factors of doing. in that respectfore, it is the state of management to wee such(prenominal) conditions which ar conducive to maximum efforts so that people are able to perform their instigateuriency efficiently and effectively. It includes ensuring availability of raw materials, determination of wages and salaries, formulation of rules & regulations etcetera Therefore, we mickle say that hefty management includes both being effective and efficient. Being effective means doing the appropriate caper i. , try-on the square pegs in square hole s and round pegs in round holes. Being efficient means doing the task crystalisely, at least possible cost with minimum wastage of resources. Management crumb be maked in detail in following categories 1. Management as aProcess 2. Management as an occupation 3. Management as aDiscip force 4. Management as aGroup 5. Management as a light 6. Management as anArt 7. Management as aProfession Management as acquaintance attainment is a systematic body of knowledge pertaining to a limited field of view of study that contains world(a) facts which explains a phenomenon.It establishes drift and effect relationship amongst two or more(prenominal) variables and underlines the principles governing their relationship. These principles are developed through scientific method of observation and verification through testing. lore is characterized by following primary(prenominal) features 1. Univers anyy acceptance principles Scientific principles sets base truth some a special(a) field of enquiry. These principles may be applied in all situations, at all sequence & at all places. E. g. law of gravitation which ignore be applied in all countries regardless of the metre.Management also contains some fundamental principles which laughingstock be applied universally like the convention of Unity of Command i. e. one man, one boss. This principle is applicable to all type of organization logical argument or non telephone line. 2. Experimentation & Observation Scientific principles are derived through scientific investigation & researching i. e. they are found on logic. E. g. the principle that earth goes round the sun has been scientifically proved. Management principles are also establish on scientific enquiry & observation and not only on the opinion of Henry Fayol.They lay down been developed through experiments & mulish puzzles of large no. of buss. E. g. it is observed that fair remuneration to somebodyal helps in creating a satisfied work for ce. 3. Cause & Effect Relationship Principles of science lay down grammatical case and effect relationship between various variables. E. g. when metals are heated, they are expanded. The cause is heating & result is expansion. The equal is true for management, on that pointfore it also establishes cause and effect relationship. E. g. lack of parity (balance) between authority & responsibility will lead to ineffectiveness. If you know the cause i. e. ack of balance, the effect can be ascertained easily i. e. in effectiveness. Similarly if workers are given bonuses, fair wages they will work hard scarce when not treated in fair and just manner, reduces productivity of organization. 4. Test of Validity & Predictability Validity of scientific principles can be tested at any time or any number of times i. e. they nominate the test of time. apiece time these tests will give very(prenominal) result. Moreover upcoming events can be predicted with reasonable accuracy by using scienti fic principles. E. g. H2& O2will always give H2O. Principles of management can also be tested for validity.E. g. principle of unity of command can be tested by comparing two persons one having single boss and one having 2 bosses. The cognitive operation of 1st person will be split than 2nd. It cannot be denied that management has a systematic body of knowledge tho it is not as exact as that of other physical sciences like biology, physics, and chemistry etc. The chief(prenominal) reason for the inexactness of science of management is that it deals with pitying beings and it is very difficult to predict their behavior accurately. Since it is a social process, therefore it falls in the area of social sciences.It is a flexible science & that is wherefore its theories and principles may produce contrasting results at different times and therefore it is a behavior science. Ernest Dale has called it as aSoft Science. Management as art Art implies deed of knowledge & skill to es say about desired results. An art may be defined as personalized application of general theoretical principles for achieving best possible results. Art has the following characters 1. Practical Knowledge either art requires practical knowledge therefore take awaying of theory is not commensurate. It is very distinguished to know practical application of theoretical principles.E. g. to become a full painter, the person may not only be knowing different colour and brushes but different designs, dimensions, situations etc to use them appropriately. A animal trainer can never be successful just by obtaining degree or diploma in management he moldiness take in also know how to apply various principles in real situations by work in capacity of manager. 2. Personal SkillAlthough theoretical base may be same for every mechanic, but each one has his own style and approach towards his job. That is why the take aim of success and quality of proceeding differs from one person to anot her. E. . there are several qualified painters but M. F. Hussain is recognized for his style. Similarly management as an art is also personalized. Every manager has his own way of managing things based on his knowledge, experience and personality, that is why some managers are known as good managers (like Aditya Birla, Rahul Bajaj) whereas others as bad. 3. CreativityEvery artist has an element of creativity in line. That is why he aims at producing something that has never existed in advance which requires combination of science activity & imagination. Management is also creative in nature like any other art.It combines human and non-human resources in useful way so as to achieve desired results. It tries to produce sweet music by combining chords in an efficient manner. 4. Perfection through practicePractice makes a man perfect. Every artist becomes more and more proficient through constant practice. Similarly managers learn through an art of trial and error initially but appli cation of management principles over the years makes them perfect in the job of managing. 5. Goal-OrientedEvery art is result oriented as it seeks to achieve concrete results.In the same manner, management is also directed towards accomplishment of pre-determined goals. carriages use various resources like men, money, material, machinery & methods to promote growth of an organization. Thus, we can say that management is an art therefore it requires application of certain principles rather it is an art of highest range because it deals with mildew the attitude and behavior of people at work towards desired goals. Management as both Science and Art Management is both an art and a science. The above mentioned points clearly reveals that management combines features of both science as well as art.It is con steadred as a science because it has an organized body of knowledge which contains certain universal truth. It is called an art because managing requires certain skills which are p ersonal possessions of managers. Science provides the knowledge & art deals with the application of knowledge and skills. A manager to be successful in his profession moldiness acquire the knowledge of science & the art of applying it. Therefore management is a judicious blend of science as well as an art because it proves the principles and the way these principles are applied is a matter of art. Science teaches to know and art teaches to do.E. g. a person cannot become a good singer unless he has knowledge about various ragas & he also applies his personal skill in the art of singing. Same way it is not sufficient for manager to first know the principles but he must also apply them in lick various managerial problems that is why, science and art are not mutually exclusive but they are complementary to each other (like tea and biscuit, bread and butter etc. ). The old saying that Manager are Born has been rejected in favor of Managers are Made. It has been aptly remarked that mana gement is the oldest of art and youngest of science.To conclude, we can say that science is the root and art is the fruit. aims of Management The term Levels of Management refers to a line of demarcation between various managerial positions in an organization. The number of levels in management augments when the size of the lineage and work force increases and vice versa. The level of management determines a chain of command, the amount of authority & term enjoyed by any managerial position. The levels of management can be sort in deuce-ace huge categories 1. direct level / Administrative level 2. Middle level / Executory 3.Low level / Supervisory / in force(predicate) / First-line managers Managers at all these levels perform different meshs. The role of managers at all the trinity levels is discussed below 1. Top Level of Management It consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it man ages goals and policies for an enterprise. It devotes more time on planning and coordinate lams. The role of the top management can be summarized as follows a. Top management lays down the objectives and broad policies of the enterprise. b.It issues necessary instructions for preparation of incision budgets, procedures, schedules etc. c. It prepares strategic plans & policies for the enterprise. d. It appoints the executive for middle level i. e. departmental managers. e. It chastenesss & coordinates the activities of all the departments. f. It is also prudent for maintaining a contact with the foreign world. g. It provides guidance and direction. h. The top management is also responsible towards the shareholders for the public presentation of the enterprise. 2. Middle Level of Management The branch managers and departmental managers constitute middle level.They are responsible to the top management for the functioning of their department. They devote more time to organizat ional and directional functions. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management. Their role can be emphasized as a. They endure the plans of the organization in accordance with the policies and directives of the top management. b. They make plans for the wedge shape-units of the organization. c. They participate in employment & training of let down level management. . They interpret and explain policies from top level management to lower level. e. They are responsible for coordinating the activities within the division or department. f. It also sends important reports and other important data to top level management. g. They evaluate performance of junior managers. h. They are also responsible for inspiring lower level managers towards better performance. 3. Lower Level of Management Lower level is also known as supervisory / working(a) level of management. It consists o f supervisors, foreman, section officers, superintendent etc. gibe toR. C. Davis, Supervisory management refers to those executives whose work has to be generally with personal oversight and direction of operative employees. In other words, they are tie ined with direction and coercive function of management. Their activities include a. Assigning of jobs and tasks to various workers. b. They engage and instruct workers for day to day activities. c. They are responsible for the quality as well as quantity of production. d. They are also entrusted with the responsibility of maintaining good relation in the organization. e.They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. f. They help to solve the grievances of the workers. g. They supervise & fleet the sub-ordinates. h. They are responsible for providing training to the workers. i. They arrange necessary materials, machines, to ols etc for getting the things done. j. They prepare periodical reports about the performance of the workers. k. They ensure discipline in the enterprise. l. They motivate workers. m. They are the image skeletal frameers of the enterprise because they are in direct contact with the workers. officiates of management Management has been set forth as a social process involving responsibility for stinting and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamical process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status. Different experts concord classified functions of management . correspond toGeorge & Jerry, There are four fundamental functions of management i. e. lanning, organizing, actuating and haughty. According to Henry Fayol , To manage is to forecast and plan, to organize, to command, & to control. Whereas Luther Gullick has given a keyword POSDCORB where P stands for mean, O for Organizing, S for Staffing, D for tell, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and ODONNEL i. e. cookery,Organizing,Staffing,DirectingandControlling. For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i. . they are highly inseparable. Each function blends into the other & each affects the performance of others. pic Planning It is the basic function of management. It deals with chalking out a future course of attain & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, Planning is deciding in advance what to do, when to do & how to do. It couples the gap from where we are & where we want to be. A plan is a future course of actions. It is an exercise in problem solving & termination making.Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc. Organizing It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals.According to Henry Fayol, To organize a business is to provide it with everything useful or its functioning i. e. raw material, tools, capital and personnels. To organize a business involves determining & providing human and non-human resources to the organizational structure. Organizing as a process invol ves Identification of activities. Classification of radical of activities. Assignment of duties. Delegation of authority and creation of responsibility. Coordinating authority and responsibility relationships. StaffingIt is the function of manning the organization structure and keeping it manned. Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job i. e. square pegs in square holes and round pegs in round holes. According to Kootz & ODonell, Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles intentional un the structure.Staffing involves Man condition Planning(estimating man power in terms of searching, choose the person and giving the right place). Recruitment, selection & placement. Training & development. Remuneration. Performance appraisal. Promotions & transfer. Directing It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work.Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, make sub-ordinate for the achievement of organizational goals. Direction has following elements Supervision Motivation leadership Communication Supervision-implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers. Motivation-means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, contradict, monetary, non-monetary incentives may be used for this purpose.Leadership -may be defined as a process by which manager guides and influences the work of subordinates in desired direction. Communications-is the process of passing information, experience, opinion etc from one person to another. It is a bridge of understanding. Controlling It implies measurement of accomplishment against the standards and correction of exit if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything descends in conformities with the standards. An efficient system of control helps to predict deviations before they demonstrablely occur.According toTheo Haimann, Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation. According to Koontz & ODonell Controlling is the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished. Therefore controlling has following footprints Establishment of standard performance. Measurement of echt performance. Comparison of echt performance with the standards and decision out deviation if any. Corrective action. Planning means looking ahead and chalking out future courses of action to be followed. It is a preparatory step. It is a systematic activity which determines when, how and who is going to perform a specific job. Planning is a detailed programme regarding future courses of action. It is rightly said Well plan is fractional done. Therefore planning takes into consideration available & prospective human and physical resources of the organization so as to get effective co-ordination, contribution & perfect adjustment.It is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. explanation of Planning- According to Koontz & ODonel l, Planning is deciding in advance what to do, how to do and who is to do it. Planning bridges the gap between where we are to, where we want to go. It makes possible things to occur which would not otherwise occur. According to Urwick, Planning is a mental predisposition to do things in orderly way, to think before acting and to act in the light of facts rather than guesses.Planning is deciding best alternative among others to perform different managerial functions in order to achieve predetermined goals. Steps in Planning duty Planning function of managementinvolves following steps- 1. Establishment of objectives a. Planning requires a systematic approach. b. Planning starts with the setting of goals and objectives to be achieved. c. Objectives provide a rationale for undertaking various activities as well as indicate direction of efforts. d. Moreover objectives focus the attention of managers on the end results to be achieved. e.As a matter of fact, objectives provide nucleus to the planning process. Therefore, objectives should be declared in a clear, precise and obvious language. Otherwise the activities undertaken are bound to be ineffective. f. As far as possible, objectives should be stated in quantitative terms. For example, Number of men working, wages given, units produced, etc. But such an objective cannot be stated in quantitative terms like performance of quality control manager, effectiveness of personnel manager. g. much(prenominal) goals should be specified in qualitative terms. h. Hence objectives should be practical, acceptable, workable and chievable. 2. Establishment of Planning premise a. Planning premises are the assumptions about the lively shape of events in future. b. They serve as a basis of planning. c. Establishment of planning premises is concerned with determining where one tends to deviate from the actual plans and causes of such deviations. d. It is to find out what obstacles are there in the way of business during the cours e of operations. e. Establishment of planning premises is concerned to take such steps that avoids these obstacles to a great extent. f. Planning premises may be internal or external.Internal includes capital investment policy, management labour relations, philosophy of management, etc. Whereas external includes socio- economic, political and economical changes. g. Internal premises are controllable whereas external are non- controllable. 3. option of alternative course of action a. When forecast are available and premises are established, a number of alternative course of actions have to be considered. b. For this purpose, each and every alternative will be evaluated by weighing its pros and cons in the light of resources available and requirements of the organization. . The merits, demerits as well as the consequences of each alternative must be examined before the choice is being made. d. After objective and scientific evaluation, the best alternative is chosen. e. The planners should take help of various quantitative techniques to judge the stability of an alternative. 4. Formulation of derivative plans a. Derivative plans are the sub plans or secondary plans which help in the achievement of main plan. b. Secondary plans will flow from the basic plan. These are meant to support and expediate the achievement of basic plans. c.These detail plans include policies, procedures, rules, programmes, budgets, schedules, etc. For example, if profit maximization is the main aim of the enterprise, derivative plans will include sales maximization, production maximization, and cost minimization. d. Derivative plans indicate time schedule and sequence of accomplishing various tasks. 5. Securing Co-operation a. After the plans have been determined, it is necessary rather advisable to take subordinates or those who have to action these plans into confidence. b. The purposes behind taking them into confidence are - a.Subordinates may feel motivated since they are involve d in decision making process. b. The organization may be able to get worthy suggestions and repairment in formulation as well as implementation of plans. c. Also the employees will be more interested in the execution of these plans. 6. Follow up/Appraisal of plans a. After choosing a particular course of action, it is put into action. b. After the selected plan is implemented, it is important to appraise its effectiveness. c. This is done on the basis of feedback or information received from departments or persons concerned. . This modifys the management to correct deviations or modify the plan. e. This step establishes a connect between planning and controlling function. f. The follow up must go side by side the implementation of plans so that in the light of observations made, future plans can be made more realistic. Organizingis the function of management which follows planning. It is a function in which the synchronization and combination of human, physical and financial res ources takes place. All the three resources are important to get results.Therefore, organizational function helps in achievement of results which in fact is important for the functioning of a concern. Definition of organizing According toChester Barnard, Organizing is a function by which the concern is able to define the role positions, the jobs related and the co- ordination between authority and responsibility. Hence, a manager always has to organize in order to get results. A manager performs organizing function with the help of following steps- 1. Identification of activities All the activities which have to be performed in a concern have to be identified first.For example, preparation of accounts, making sales, record keeping, quality control, inventory control, etc. All these activities have to be grouped and classified into units. 2. departmentally organizing the activities In this step, the manager tries to combine and group similar and related activities into units or depar tments. This organization of dividing the whole concern into independent units and departments is called departmentation. 3. Classifying the authority at one time the departments are made, the manager likes to classify the powers and its extent to the managers.This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority help in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of duplication or overlapping of efforts and this helps in bringing smoothness in a concerns working. 4.Co-ordination between authority and responsibility Relationships are established among various groups to enable smooth interaction toward the achievment of the organizational goal. Each individual is made aware of his authority and he/she knows whom they have to take orders from and to whom they are accountable and to whom they have to report. A clear organizational structure is drawn and all the employees are made aware of it. DIRECTINGis said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals.Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. Definition of directingAccording to Human, Directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned Therefore, Directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals. Direction has got following characteristics 1. Pervasive expire Directing is required at all levels of organization. Every manager provides guidance and inspiration to his subordinates. 2. Continuous bodily process Direction is a continuous activity as it continuous throughout the life of organization. . Human grammatical constituent Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and conduct is unorthodox, direction function becomes important. 4. Creative Activity Direction function helps in converting plans into performance. Without this function, people become abeyant and physical resources are meaningless. 5. Executive Function Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise a subordinate receives instructions from his superior only. . Delegate Function Direction is supposed to be a function dealing with human beings. Human behaviour is unpredictable by nature and conditioning the peoples behaviour towards the goals of the enterprise is what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behaviour. Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established.Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions Definition of controlling According to Brech, Controlling is a sys tematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs. According to Donnell, Just as a sailing master continually takes reading to ensure whether he is relative to a planned action, so should a business manager continually take reading to assure himself that his enterprise is on right course. controlling as a management function involves following steps Process of controlling 1. Establishment of standards-Standards are the plans or the targets which have to be achieved in the course of business function. They can also be called as the criterions for judgment the performance. Standards generally are classified into two- a.Measurable or tangible Those standards which can be measured and express are called as measurable standards. They can be in form of cost, output, expenditure, time, profit, etc. b. Non-measurable or nonphysical- There are standards which cannot be measured monetarily. For example- performance of a manager, deviation of workers, their attitudes towards a concern. These are called as intangible standards. Controlling becomes easy through establishment of these standards because controlling is exercised on the basis of these standards. 2. Measurement of performance-The second major(ip) step in controlling is to measure the performance.Finding out deviations becomes easy through measuring the actual performance. Performance levels are sometimes easy to measure and sometimes difficult. Measurement of tangible standards is easy as it can be expressed in units, cost, money terms, etc. Quantitative measurement becomes difficult when performance of manager has to be measured. Performance of a manager cannot be measured in quantities. It can be measured only by- a. Attitude of the workers, b. Their morale to work, c. The development in the attitudes regarding the ph ysical environment, and d. Their confabulation with the superiors.It is also sometimes done through various reports like weekly, monthly, quarterly, yearly reports. 3. Comparison of actual and standard performance-Comparison of actual performance with the planned targets is very important. Deviation can be defined as the gap between actual performance and the planned targets. The manager has to find out two things here- extent of deviation and cause of deviation. Extent of deviation means that the manager has to find out whether the deviation is positive or negative or whether the actual performance is in concord with the planned performance.The managers have to exercise control by exception. He has to find out those deviations which are critical and important for business. Minor deviations have to be ignored. study deviations like replacement of machinery, appointment of workers, quality of raw material, rate of profits, etc. should be looked upon consciously. Therefore it is sa id, If a manager controls everything, he ends up controlling nothing. For example, if stationery charges increase by a minor 5 to 10%, it can be called as a minor deviation. On the other hand, if monthly production decreases continuously, it is called as major deviation.Once the deviation is identified, a manager has to think about various cause which has led to deviation. The causes can be- a. Erroneous planning, b. Co-ordination loosens, c. Implementation of plans is defective, and d. Supervision and communication is ineffective, etc. 4. victorious remedial actions-Once the causes and extent of deviations are known, the manager has to detect those errors and take remedial measures for it. There are two alternatives here- a. Taking corrective measures for deviations which have occurred and b.After taking the corrective measures, if the actual performance is not in conformity with plans, the manager can revise the targets. It is here the controlling process comes to an end. Follo w up is an important step because it is only through taking corrective measures, a manager can exercise controlling. Types of managers ? Functional manager The functional manager is responsible for only one functional area. Like ? Production manager, ? Finance manager. ? merchandising manager ? HR manager ? General manager The individual responsible for all functional activities, such as production, sales etcMANAGERIAL ROLES A s a manager, you probably fulfill many different roles every day. For instance, as well as leading your squad, you might find yourself resolving a conflict, negotiating virgin contracts, representing your department at a board meeting, or approving a request for a new computer system. Put simply, youre constantly switching roles as tasks, situations, and expectations change. Management expert and professor, Henry Mintzberg, recognized this. He argued that there are ten primary roles or behaviors that can be used to categorize a managers different functions.I n this article well examine these roles, and well see how you can use your understanding of them to improve your management skills. The Roles Mintzberg published his Ten Management Roles in his book, Mintzberg on Management Inside our Strange World of Organizations, in 1990. The ten roles are 1. Figurehead. 2. Leader. 3. Liaison. 4. Monitor. 5. Disseminator. 6. translator. 7. Entrepreneur. 8. Disturbance Handler. 9. preference electrical distributor. 10. Negotiator. pic The 10 roles are then divided up into three categories, as follows Category Role Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator Interpersonal Category The roles in this crime syndicate involveprovidinginformation and ideas. 1. Figurehead As a manager, you have social, ceremonial and legal responsibilities. Youre expected to be a source of inspiration. People look up to y ou as a person with authority, and as a figurehead. 2.Leader This is where you provide leadership for your team, your department or perhaps your entire organization and its where you manage the performance and responsibilities of everyone in the group. 3. Liaison Managers must communicate with internal and external contacts. You need to be able to engagement effectively on behalf of your organization. Informational Category The roles in this category involveprocessinginformation. 1. Monitor In this role, you on a regular basis seek out information related to your organization and industry, looking for relevant changes in the environment. You also reminder your team, in terms of both their productivity, and their well-being. 2.Disseminator This is where you communicate potentially useful information to your colleagues and your team. 3. Spokesperson Managers represent and speak for their organization. In this role youre responsible for transmitting information about your organizatio n and its goals to the people outside it. Decisional Category The roles in this category involveusinginformation. 1. Entrepreneur As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. 2. Disturbance Handler When an organization or team hits an unexpected roadblock, its the manager who must take charge.You also need to help mediate disputes within it. 3. Resource Allocator Youll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. 4. Negotiator You may be needed to take part in, and direct, important negotiations within your team, department, or organization. Better understanding of role 1. Figurehead Figureheads represent their teams. If you need to improve or build confidence in this area, start with your image, behavior, andreputation. Cultivatehumilityand empathy, learn how tose t a good example at work, and think abouthow to be a good role model. 2. LeaderThis is the role you probably spend most of your time fulfilling. To improve here, start by taking our quiz,how good Are Your Leadership Skills? This will give you a thorough understanding of your current abilities. Next, learn how to be anauthentic leader, so your team will respect you. Also, focus on improving youremotional intelligence this is an important skill for being an effective leader. 3. Liaison To improve your liaison skills, work on your paid networkingtechniques. You may also like to take our Bite-Sized Training course onNetworking Skills. 4. Monitor To improve here, learn how togather informationeffectively andovercome information overload.Also, use effectivereading strategies, so that you can process material quickly and thoroughly, and learn how tokeep up-to-date with industry news. 5. Disseminator To be a good disseminator you need to know how to share information and outside views effec tively, which means that good communication skills are vital. Learn how to share organizational information withTeam Briefings. Next, focus on improving your piece of music skills. You might also want to take ourcommunication skills quiz, to find out where else you can improve. 6. Spokesperson To be effective in this role, make sure that you know how torepresent your organization at a conference. You may also want to read our articles ondelivering great presentationsandworking with the media(if applicable to your role). 7. EntrepreneurTo improve here, build on yourchange managementskills, and learnwhat not to do when implementing changein your organization. Youll also need to work on yourproblem solvingandcreativity skills, so that you can come up with new ideas, and implement them successfully. 8. Disturbance Handler In this role, you need to excel atconflict resolutionand knowhow to treat team conflict. Its also helpful to be able tomanage emotion in your team. 9. Resource Alloca tor To improve as a resource allocator, learn how tomanage a budget,cut costs, andprioritize, so that you can make the best use of your resources. 10. Negotiator Improve your negotiation skills by learning aboutWin-Win negotiationand Distributive. .