BUSINESS &

SOCIETY
WELCOME

GROUP NAME
SYNCRETISM
PRESENTATION ON

THE MANAGERIAL ROLE

AND SOCIAL ISSUES
 GROUP MEMBERS
Sl. NO Name Student ID
1 Sabit Hassan Mollick B130202125
2 Naimul Hoque B130202124
3 Md. Nayeem Hossain B130202126
4 Md. Robin Hossain B110202191
5 Golam Sarwar Gazi B110202166
6 Md. Yeasin Khan B120202139
7 Md. Sharif Hossen B130202136
8 Moniruzzaman B130202181
9 Afsana Aziz Priya B130202180
Sabit Hassan Mollick

B130202125
 Managerial Role
Behavior
Role is the pattern of actions expected
of persons in their activities involving
others.
Mangers perceive themselves in a
certain job which establishes a set of
relationship s with others; thus they act
partly on the basis of they think is
expected of them, that is called
managerial role behavior.
Perceptions Similarity of Managers
and their Role
The most significant fact about the managerial
role is that manager’s perceptions of it appear
fairly uniform all over the world. There are
some reasons behind it:
1.Advancing technology presses people to adopt
in uniform ways in order to reap its benefits.
2.For advancing industrialization, there is a
move toward more democratization in
managerial roles.
3.Similar perception of the managerial role in
different stages of industrial development.
 Continued

4. Technologies & culture encourage similar

perception in managerial role.
5.For having a common cultural background in
different nations.
6. Perception of managers job are governed by
both internal job condition & external cultural
forces.

Those are the causes for what the perception

of managers are almost same.
Afsana Aziz Priya

B130202180
Socially Responsive Manger
The managers who do not hold their
management positions on the basis of
ownership but legitimize their power by
competently performing a function
which is valued by the owners,
employees and society alike.
 A Socially Responsive
Managerial Role
There is an important role of socially
responsive managers in managerial role.
Such as:

1. Give a substantial weight to social inputs

during their decision making.
2. Give a substantial weight to economic and
technical inputs also.
3. Seek to provide social outputs for a wide
variety of claimants.
Md. Nayeem Hossain

B130202126
EVALUTION OF MANAGERIAL
ROLE

In the evaluation to a more socially

responsive managerial role two
relatively dormant sub roles have
emerged. These are:

1. The role of Trustee

2. The role of Boundary Mediators
 The role of Trustee
1. Management expects help from a trustee to
enhance the resources under it’s care.
2. Management also expects not to dissipate
the resources under it’s care.
3. Management legitimizes it’s custody of these
social resources by an effective trustee, in
the long run.
4. A trustee has a wide latitude to apply in
judgment, his judgment must be entirely
divorced from his personal interest.
Naimul Hoque

B130202124
 Boundary Mediator
Just as a fluid system in physical science
has boundary conditions, so does a
dynamic organization have them. The job
of the management is to achieve
organizational objectives while supporting
claimant objectives role
 Managerial Role Of Boundary
Mediator
• The job of the management is to achieve
organizational objectives while supporting
claimant objectives role
• Managers receives input from the
environment as well as organization and
transmit outputs on both while operating
on boundary of an organizations external
environment
• Management should expect external
pressures of all types and be prepared to
mediate them
 Continued……
• Managers are mediators rather
than controllers

• The managers as boundary

mediators need to meet social
needs along with the firm’s
internal needs
The role of Boundary Mediator
Open system receiving inputs and sending outputs

ORGANIZATION MANAGER ENVIRONMENT

 PLANT MANAGER
Customer Friends Ownership Interest General Community
Interest Chamber of
Commerce Membership

Loyalty DECISION
PLANT
To company MADE
MANAGER
Policies

Value of Managerial Other Interest and

Values
Informal Group Family Issues
Value of church
To which managers beginvv
Moniruzzaman

B130202181
 OPERATING MANAGEMENT

Operations management is an area of

management concerned with overseeing,
designing, and controlling the process of
production and redesigning
business operations in the production of
goods or services.
 ROLES OF OPERATING
MANAGEMENT
• Managers must assure the firm’s
operations in harmony with the
environment and with public
expectations
• Management operates as a decision
maker at key junction points
• Managers might take maximal decision
or optimal decision
Md. Robin Hossain

B110202191
 PRODUCTIVITY CATALYST
A social role of central significance to
management is that of productivity
catalyst, which is to produce the largest
possible flow of desirable outputs in
relation to inputs.
 ROLE OF PRODUCTIVITY
CATALYST
• To produce the largest possible flow of
desirable outputs in relation to inputs
• Management works as a catalyst rather
than a producer
• Motivates employees toward a more
effective result
• The productivity catalyst role suggest
that the truly socially responsible firm
is one which enhances the environment.
Md. Sharif Hossen

B130202136
CHANGE MANAGEMENT
AGENT

The process, tools and techniques

to manage the people-side of
change to achieve a required
business outcome.
 ROLE OF CHANGE AGENT
• Management has become a social change
agent
• Management’s role is more that of
innovation than creativity
• The management must be flexible to deal
with different types of relationships and
behaviours.
• The management must not only be able to
demonstrate sensitivity to others, but
must also be sensitive and mature enough
to be aware of their own motivations.
Md. Yeasin Khan

B120202139
 Leadership
Leadership is defined as a behavior
which induces energetic, emotionally,
committed cooperative followers.
People follow leaders because they
see reasons both emotional and
rational, for following.
 THE ROLE OF A LEADER
• To motivate and attract better people
to achieve better results
• To treat employees with concern,
dignity and support
• To be less autocratic and more
perspective and supportive
• Leadership has become less matter of
personality and more of a matter of
competent role behavior
 Continued
• It is expected to be effective in social-
systems relationships, both external
and internal
• Leaders should work for social
improvement rather than merely trying
to pacify society regarding the external
effects of their organizations
Golam Sarwar Gazi

B110202166
 AN EVOLVING MANAGERIAL
ROLE
• The role is continually being redefined to
gear it to new developments.
• The largest redefinition relates to
external environment and social goals
• Modern managerial role requires men and
women to be
I.Intellectually capable
II.Thoughtful
III.Broadly Trained
IV.Professional in attitude
 CONCLUSION
• Management is a distinct occupational role
and managers throughout the world are
substantially in agreement concerning their
perception of this role.
• Two relatively dormant roles: Trustee and
Boundary Mediators
• Trustee is responsible for constructive use
of social resources
• Boundary Mediators works on the
interface of an organization and it’s
environment
 Continued
• System regulator manger is responsible
for keeping operation in harmony with
the environment
• The role of productivity catalyst is
changed to require more concern for
social cost and output
• The change agent increasingly is
required to implement social mandates
• The leader deals with human dignity