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The Journal used for the study are:

1. Managerial work roles in Asia.
2. Functions, Roles And Behaviors: Teaching The Managerial Job
3. On the Prediction Of Managerial Theories Of The Firm.
4. The Relevance of Scientific Management and Equity Theory in Everyday Managerial
Communication Situations
5. Are the Classical Management Functions Useful in Describing Managerial Work?
6. Profiles Of Managerial Activities in small firms.

Managerial role
Managers can be divided into three arrangement of role. The different groups of role are
interpersonal, informational and decisional. The interpersonal role, which advances the position
authority and is included with obligation that are representative in nature, is likewise an element
of creating and keeping up work, relation with colleagues and subordinates. Managers get data
and go about as a conductor to transmit the information both inside the organization and outside.
These were the information roles which are related to seeking information and transmitting it.
The next is the decisional role which involves manager in settling on huge choices that
influences the organization. These categorize of managerial role gave knowledge into the idea of
required skills, the various ways the managers interpret it. Apart from these roles the manager
plays a role of resource allocator, who decides to get resources, plan its budgeting and picks
where the organization will apply its efforts. And plays a role of negotiation role where the
manager negotiates on behalf of the organization. [ CITATION Wil02 \l 1033 ]

Study of Managerial role

According to the study conducted by Mintzberg on South Asian business communities four
countries are chosen under the study and the findings are compared with international market
scenarios. The countries chosen were Brunei, Malaysia, Japan and Thailand. These are major
South-East Asian business centers. Data was collected from a total of 609 managers from the
countries under study and were given a questionnaire which they completed duly. This study
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conflicts that socio-cultural facts have basic implication for managerial role.[ CITATION Cec02 \l
1033 ] Despite worldwide convergence of various small scale level in managerial practices, the
uniqueness in the manner manager play out their role are impressive. A great role of managerial
work is through communication and coordination. Inspiration of individuals and constant
commitment in the negotiation process by managers in planning and building in future plans in
essence is deeply cultural. For instance, the dependence of communication by managers in
passing on their messages is basically a socially anchored process. Considering managerial roles
as separate things or skills with no important connections is an assertion that is increasingly
challenged.

Managerial function and Approaches

The functional view merely teaches what management is and not how it is carried out. During
the recent times, it is of high criticism that the term Managerial job doesn’t actually define what
managers do. The infamous POSDCORB view, to simply put the POSLC approach inclusive of
the planning, staffing, controlling, leading or directing and organizing functions define the
managerial functions in general. The justification is that it misleads trainees and students
misunderstand that actual management is much more predictable and more structured than it is.
[ CITATION Ron92 \l 1033 ]

A large number of researches have attempted to examine interactions among attributes

representing managerial functions in small firms. It indicates that small firm managers differ
from their partner in bigger organization in the use of managing and controlling operations,
staffing and organizing. When the small firm grow, the CEO’s of the company face the challenge
of changing from a centralized structure- like decisions we make informally to a decentralized
structure. It involves the concept of controlling, which is cost controlling and formality. These
growing firms may get greater attention the methods co-ordination. The study by [ CITATION
Ham85 \l 1033 ] points that decision making in such firms is developed by high growth situation
which requires more formal planning, control and compensating system. An empherical study
conducted from the CEO’s of the firms results that they are analyzer of long term planning.
Managerial control is focused via the use of formalized operating procedures such as written
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work description , business plans and organizing charts. Organizational performance is

eventually influenced and guided by top managers. As such surveys of executive staff can reflect
significant difference in managerial roles and representing skill and creative talents, furthermore
conclusions and worth decisions that possibly influences the company’s key and operational
effectiveness. In addition, the adequacy of firm manager’s role can be assessed by benchmarking
the performance and attributes of similar firm in reference profile and identifying the logical
elements that influences them.

Management Practices

Managers must be worried not only with their own goals but also with those of other managers.
The organization has certain responsibility for managers to achieve. The organizations plans and
controls must be more detailed and explicit than an individual’s very own objectives and plans
since they are created by group of individuals. The grouping process necessitates that plans be
stated specifically so all individuals who are involved can understand them. Also, organization
plans and controls are themselves a method for coordination this function cannot be performed
except if they are explained. At the point when research study plan on paper rather in the idea of
original managers they may get a distorted impression of the process of organizational planning.
Organizations without planning and controlling is difficult or unthinkable and one would be
hard to find an organization that has survived without these practices. But, in certain
organizations a portion of different functions of management may not be essential since there
might be functional equivalent for them. For instance, coordinating which concerns the
accomplishment of the tasks of the organization can be achieved by means of various functional
equivalents such as pressures on the task of per- former by the task itself by disguising values
and standards from outside groups.

Historical Management theory of the firm

The age-old traditional model in business is the idea of profit maximization. It was sole and
utmost purpose of carrying out a business. A significant change in the recent trend in the theory
has been the advancement of management theories as alternatives to the sales-maximizing
concept. One of the constraints of managerial discretion is their activities are attached to share
ownership. There are two factors determining this. 1) The profit-making activities of equity
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holders and 2) Risk of merger/dissolution by a competitor firm. The investing functions and fall
in the companies’ share prices will increase the chances of takeover by a firm. The equations
used in the research by [ CITATION Yar76 \l 1033 ] denotes the relationship between actual market
value, size of the coalition, largest shareholder’s holdings, net benefit of an intervention,
potential of the firm to grow in the market and optimal coalition size. The variables are decided
by the managers who have to make sure that the decisions taken by them will not provoke a
intervention from the shareholders, also the second factor of take-over by a rival firm is also
established with the help of representation through equations. The tax rate decisions, post tax
profits and the retention of earnings and related policies are decided by managers and key
predictions of profit maximizing hypothesis is reversed. Growth maximization, distribution of
dividends, Williamson’s ‘staff’ models are represented through the help of diagrams and curves.
We can conclude that ineffective theories of management and the ad hoc manner constraint are
formulated. [ CITATION Yar76 \l 1033 ]

Management Theory Applied in Current practices

Many employees are trained to be machine-like in specific aspects of their jobs, they accomplish
for improved efficiency and profitability. For example, employees’ of fast food restaurants like
pizza hut, proficiency is directly indentified with corporate benefits. But currently managers are
not liable to equate the significance of communicating to their employees the significance of
time, in relation with corporate benefit. Many industrial specialist by and large are concerned
about doing their fellow workers, or their fellow workers doing more than they are[ CITATION
Ste87 \l 1033 ] . This involves classical management theory applicable to managerial
communication practices.

Certain area of management includes job performances, incentives system, employee attitude.
When employees of Burger king assemble Hamburger or when a technical support
representative answer a call under pressure , scientific management theory is applied. The
inheritance of scientific management is found any place where machine like precision in an
activity is required to improve productivity [ CITATION Reg12 \l 1033 ]. According to Taylors
study, scientific management does not emphasis on face-to-face communication, but it enhances
our understanding of the levels of communication required.
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Conclusion

If managers essentially talked with their subordinated and clarified what was required at a given
position to get a specific raise, or how a given amount of monies were circulated, their
employees would be more likely to understand and neither reduce their output nor leave the
organizing. At this point when employee see that the manager cares and is attempting to be
equitable they are bound to be fulfilled in their given position. This involves a function of
management function of leading and controlling. When managers lead by setting an example
instead of allowing employees to find out and discover data on their own, both organization and
employees win.

The main idea of the manager’s job and analysis in how managers complete their position at
various levels has been presented. Analysis of such contrast has been made by various research
and these distinguish among different managerial positions can be significant for selecting,
developing and evaluating managers. Research with this focus is required and should be
continued for an organizations prosperity as well as the prosperity of any society.

References/Bibliography

 Cecil, P. A., & Chatterje, S. R. (2002). Mangagerial work role in Aisa. journal of
Management Development , 694-707.

 Hambrick, D., & Crozier, L. (1985). Stambles and stars in the management of rapid
growth. Journal of Business Venturing , 31-35.

 Reginals, L. B., & Jeanette, s. M. (2012). The Relevance of Scientific management and
Managerial communication situation . Journal of Management Policy Practice .

 Ronald, C. W. (1992). Functions, Roles and Behaviours: Teaching the Managerial Jobs.
Journal of Managerial Issue , 438-446.
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 Stephen, J. C., & Dennis, J. G. (1987). Are classical managment Functions useful in
Describing Mangerial work. The Academy of Management Review , 38-51.

 Willmott, H. (1984). Images and Ideas of Managerial work-A critical examination of

conceptual and emphirical accounts. journal of Management studies , 694-707.

 Yarrow, G. (1976). On the predictions of Managerial Theories of the Firm. Journal of

Industrial Economics , 267-279.

PLAGIRISIM REPORT