Lecture Outline

0 Who is a professional manager

0 Roles of a manager
0 Tasks of a professional manager
0 Responsibilities of a professional manager
0 Example of above mentioned topics

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 WHO IS A PROFESSIONAL
MANAGER
0 Who is a Professional Manager ?

0 Who directs a business?

0 Who controls expenditures and resources,

0 Who is in charge of the business affairs,

0 Who resolves conflicts and problems positively,

0 Who develops effective customer relationships.

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 ROLES OF A MANAGER
1) Interpersonal Roles

The three interpersonal roles are primarily are as follows:-

0 In the figurehead role, the manager represents the organization in all
matters of formality. Such as attending employee’s wedding’s ,
greeting visitors, hosting customers etc.

0 The leader role defines the relationships between the manger and
employees. It involves directing and coordinating the activities of
subordinates. It may involve – hiring, training, motivating, and
encouraging employees.

0 The liaison role involves managers in interpersonal relationships

outside of their area of authority. This role may involve contacts both
inside and outside the organization. This role is important for
establishing contacts with suppliers, coordinating work groups, and
maintaining harmony.
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 Informational Roles
There are three informational roles in which managers gather and disseminate
information.

0 As monitor, the manager constantly looks for information that can be used to
advantage. The information gathered might be competitive moves that could
influence the entire organization or the knowledge of whom to call if the
usual supplier of an important part cannot fill an order.

0 In the disseminator role, the manager distributes to subordinates important

information that would otherwise be inaccessible to them

0 In the role of spokesperson, the manager disseminates the organization's

information into its environment. Thus, the top-level manager is seen as an
industry expert, while the supervisor is seen as a unit or departmental expert.
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 Decisional Roles
0 According to Mintzberg, there are four decisional roles the manager adopts. In the
role of entrepreneur, the manager tries to improve the unit. For example, when the
manager receives a good idea, he or she launches a development project to make that
idea a reality.

0 In the disturbance handler role, the manger deals with threats to the organization.
Examples: An emergency room supervisor responds quickly to a local disaster, etc.

0 The resource allocator role places a manager in the position of deciding who will get
what resources. These resources include money, people, time, equipment, and
information. This is one of the most critical decisional roles. Example: A college dean
must decide which courses to offer next semester, based on available faculty.

0 Managers spend a great deal of their time as negotiators, because only they have the
information and authority that negotiators require. The negotiations may concern
work, performance, objectives, resources, or anything else influencing the unit.
Examples: A company president works out a deal with a consulting firm; A front line
supervisor may negotiate for new typewriters.

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 Tasks of a Professional Manager
0 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.

0 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.

0 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.

0 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.
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 CONTD..
0 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.

0 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.

0 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.
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 RESPONSIBILITIES
0 Responsibility towards Customers: A firm's responsibility towards its customer is in terms of
ensuring that the desired quality of product at a reasonable price is made easily available to the
customers. It is the responsibility of the manager to provide the right match between quality
and price.

0 Responsibility towards Shareholders: The main responsibility of the manager is to ensure the
security of the shareholders' capital. The manager must ensure that the firm does not become
bankrupt. In other words, the manager must, at least, ensure the survival of the firm. The
manager has to ensure that the shareholders are able to earn profit on their capital.

0 Responsibility towards Employees: Employees are the most important resource. The manager
has to ensure that employees are getting a fair deal in terms of wages and salaries. The
responsibility of a manager is to ensure that all dealings with the employees are fair. Whether it
is determining the profit linked bonus that is being calculated or the provident fund of a retired
employee, which has to be paid, you must ensure that the employees are not cheated, harassed
or embarrassed.

0 Responsibility towards Suppliers: Suppliers provide the raw materials, components and parts
necessary for the production of products. The manager's responsibility towards suppliers of
funds, i.e., banks and other financial institutions, is that not only he has to make the interest
payments, but make the repayment on time as per the agreed repayment schedules.

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 CONTD..
0 Responsibility towards Distributors and Retailers: A manager is responsible for ensuring
regular supplies to the distributors. The products that are supplied to the distributor must be
checked for quality to ensure that second grade or inferior quality goods are not shipped.

0 Responsibility towards Industry and Competition: A manager is responsible to register the

firm as a member of industry association and comply with all its rules and regulations.

0 Responsibility towards Union: A manager should acknowledge employees' union as a friend

rather than as a foe of the firm. Most problems with unions arise because of the assumption of
the managers that unions have no constructive contribution. A responsible manager must
understand and appreciate the fact that the management and union have a great degree of
mutual dependence and the union cannot further its interests at the cost of the firm's interests
and vice versa.

0 Responsibility towards Government: A manager should ensure that the constitution and
operations of the firm are within the legal framework as specified by the government.

0 Responsibility towards Society: The manager has responsibility towards his surroundings and
the people living in the vicinity of his factory and office. Firms behave irresponsibly when they
pollute the environment by releasing harmful gasses, discharging toxic effluents into nearby
rivers, lakes or seas, and dumping their waste matter in surrounding lands. A manager should
make sure that the operations of the firm do not obstruct, disturb, disrupt or destroy physical
structures (historical buildings, monuments), the flora and fauna, and animal and human life.

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 Example

0 A professional manager or a chief administrative officer for a city

has duties which include meeting with elected council to
determine polices that are determined by the council and to
notify council members and citizens about the local government
operations. Discussing of certain reforms, installing a bridge,
setting up new traffic plans, or proposing a new building-all
these and many more things which can affect community life are
some of the responsibilities of the professional manager in a
township. He is also responsible for preparing the annual budget,
presenting it to elected officials for sanction and then
implementing it, after it is approved. Listening to citizen
grievances with regards to administration, civic problems, law
and order and presenting the matter to the elected officials for
appropriate actions are some of the tasks of a professional
manager who is in charge of the administration of a city.

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