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Name : Justin James Raj Ic No 5739 : 820330-07-

Course: EDBA

1 Managerial Process 2.0 DISCUSSION 2.CONTENTS 1.0 INTRODUCTION 2.0 REFERENCES 2 .0 CONCLUSION 4.2 Managerial Roles 3.

although heterogeneous and difficult to unequivocal defining. (Holt. through combinations of human efforts and resources. ( Hall) Organisations exist when two or more people mutually cooperate to pursue common objectives. we achieve far more than we could acting independently. a notable management scholar who studied how work was accomplished in organisations. 3e. 3e.0 Introduction Managers are the community that visibly stands apart in present-day business organization. Management can be defined as ‘the art of getting things done through people’. therefore with so called “managerial revolution”. (Holt. The subject of the presented study is an attempt of defining term “manager” with its typology and presentation of managerial roles in the nowadays business organization. This definition was expressed in 1918 by Mary Parker Follet. This simply means that management is best viewed as a process that is employed to accomplish organisational Managers are crucial to the success of an organisation. The reasons for this phenomenon are concerned with the process of ownership and management’s separation. Management Principle& Practice. Management Principle& Practice. Organisations allow us to overcome our individual limitations.Prentice Hall) 3 .1.

These are: (a) Technical Activities: Connected with production of company (b) Commercial Activities: Concerned with sales and purchase activities (c) Financial Activities: It Includes Sale and purchase activities (d) Security Activities: Concerned with safety of property and the safety of people. These functions are known as the elements of management. coordinating. staffing. A manager's main role is to achieve effective utilization of resources in an organization. organizing. motivating and controlling) many works are related with each other.ezinearticles.Managers are building blocks of the organization. Under this process (planning. ( The main question is does the success of an organisation depend solely on the manager? It certainly does not depend solely on the manager but rather he achieves so through coordinated human efforts collaborated to achieve common objectives which determine the success and goals of the organisation. A manager performs five basic functions: Planning. Business activities have been divided into six parts which includes the process of management. directing. (e) Accounting Activities: Includes maintenance of accounts and statistics. Management has been defined as a process. directing and controlling. At all the levels of management we have managers working there and performing one or more of these managerial functions. 4 .

2009 Principle Of Management 1e V. He should ensure that there is effective communication flow in an organization and that there should no misinterpretations taking place. He is responsible for aligning the individual's objectives with the organizational objectives. A Manager is the one who communicates organizational vision to the employees of the organization. This is very essential for achieving long-term organizational success. recognizing problems.K Enterprise ) These subdivisions stated above clearly show that in an organisation there are many different fields of expertise which are all combined in determining the success of an organisation. A manager has a very important role to play in achieving organizational objectives. 5 . organising and controlling. anticipating crises before they occur. and making little decisions which will determine the ultimate success or failure. ( Singla . Managers have the daily responsibility to ‘keep things on track’. Managers have the duty of evaluating performance.(f) Managerial Activities: Includes planning.

a leading scholar in the field of strategic planning defines planning as deciding ‘what is to be done. 6 . Leading and Controlling. The process involved in the managerial process include: Planning.1 Discussion Managerial Process The functions of a manager in ensuring the success of an organisation has to be done in an articulated flow to ensure objectives are reached. 3e. how it is to be done and who is to do it’. Planning is the process of defining an organisation’s objectives and determining how to achieve them.0 2. Prentice Hall) George Steiner. Managers plan so that organisations can move forward with the best probability of success. Organising. (Holt. Planning Controlling Organising Leading Planning Managers develop organisational objectives by proper planning. when it is to be done. These basic functions in which the manager performs are of vital importance in determining success of an organisation.2. 1993 Management Principle& Practice.

in this context.Prentice Hall) Leading Leadership implies a system of inequalities in which superiors influence subordinates. how communication will flow and how tasks will be accomplished. even in turbulent times. Being ‘organised’ implies the creation of a harmonious work environment. Leadership is one of the crucial and enabling factors in the success of an organisation. chimney and ventilation systems with operations in 42 countries on four continents. The job of organising requires special attention for the firm that defines how authority is structured. distribution and production network in Malaysia. and harmony is largely the result of effective leadership. In Malaysia. MONIER also has the largest sales.Organising Managers must organise human and material resources to carry out their plans. managers in authority direct human behaviour to achieve organisational objectives. MONIER is an MS ISO9001:2008 certified company. (Holt. Any organisation in which leadership at various levels is guided and driven by positive values and ethics develops capability and sustainability to face any challenges.1993 Management Principle & Practice. 3e. (Malaysian Institute of Management) As a leading example. how communication flows and how tasks are accomplished. Managers have the authority to influence behaviour. 7 . the MONIER Group is the world’s leading provider of building materials for pitched roofs as well as of innovative roof. The job of organising requires a configuration for the firm that defines how authority is structured.

they are covered with strong Human Resources Policies coupled with high Occupational Safety and Health Standards throughout the organization worldwide. people are key to the Monier organization. anticipating crises before they occur. 1993.Prentice Hall) 8 .) Controlling Managers have the daily responsibility to ‘keep things on track’. 3e. (Holt. monitoring. This function of motivating performance toward desired results is called controlling. Bhd. Managers have the duty of evaluating performance. recognizing problems. Managers plan to determine what to do and control to ensure it is done correctly. The organization believes in training and preparing people for the next levels. Management Principle& Practice. The three main aspects of controlling are coordinating. and making little decisions which will determine the ultimate success or failure.In Monier Malaysia Berhad. (Monier Malaysia Sdn. and adjusting performance.

The role of a manager is basically divided into three main components. 9 . and verseeing official company The performance of managerial roles and the requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management. managers assume multiple roles. The three roles of figurehead. (www. leader.trimitra. but they form an integrated whole.2 Managerial roles Managers must wear many different hats in formulating and implementing task activities related to their positions. and liaison are each necessary under differing circumstances. • Leader: This role encompasses a range of duties including motivating subordinates. These roles are important in determining the success of an organisation. guiding workrelated behaviour. The ten roles are described individually. and encouraging activities that help achieve organisational objectives. • Organisational Figurehead: They perform ceremonial duties such as representing the firm at public affairs. Interpersonal Roles Three of the manager's roles come into play when the manager must engage in interpersonal relationships. To meet the many demands of performing their functions.2.

(Holt. and spokesperson are the three informational roles that a manager should assume. The liaison role is enacted when managers make contact with other individuals. 1993 Management Principle& Practice. • Monitor: 10 . The liason role is important for establishing relationships with suppliers. 3e. in order to complete the work performed by their departments or work units. They should be able communicators who can transmit information and articulate decisions. Managers have to take the responsibility of attending gatherings often and using information to help make effective decisions. disseminator. managers are required to obtain information or resources outside their authority. Prentice Hall) Informational Roles Monitor. and encouraging the harmony needed to ensure effective performance. coordinating activities among work groups.• Liason: Quite often. who may or may not reside in the organization.

solicit information. Well informed managers are prepared for decision making and can redirect behaviour to improve organisational performance. Privileged information may be disseminated to subordinates. when department heads meet to discuss operating budgets. For example. gather data and observe behaviour.Managers monitor activity. • Spokesperson: The person in-charge in conveying information especially in meetings. The transmittal of information by a manager activates the disseminator role. or superiors in the organization . Decisional Roles • Entrepreneur: 11 . peers. • Disseminator: The information a manager gathers as a monitor must be evaluated and transmitted as appropriate to members of the organization.This includes articulating plans and objectives laid out by superiors to their subordinates and making performance reports on subordinates to their superiors. they must be prepared to present information in support of their budget requests.

• Disturbance Handler: Primary responsibility of resolving problems. conditions of employment are often the roles and responsibilities of a manager. It might be the most stressful role. 12 . This can be accomplished by adapting new techniques to fit a particular situation or modifying old techniques to improve individual or group activity. • Negotiator: Negotiation of material prices and terms. • Resource Allocator: Managers must plan to meet their objectives and distribute resources accordingly. for managers seem to be constantly faced with disturbances that threaten the harmony and effectiveness of their organisations. Resource allocation often means carefully proportioning scarce resources. Managers usually learn of new or innovative methods through information gathered in the monitor role.The entrepreneur role comes into action when the manager seeks to improve the work unit.

High Performances are normally rewarded handsomely. (Monier Malaysia Sdn. In 2009.667 employees generated sales of €1. Managers in Monier are capable of running the business in harmony.245 billion (Euros). Bhd. MONIER’s 9. with all governmental regulations. Good succession plan is in place and vacant positions are normally filled with current talents. and always keep people motivated within their local culture and environment. Monier always keeps their Managers posted with the latest technology and tools to run the organization successfully. They are trained locally and internationally to cope the present challenges in the business world with competitiveness edge. identify potential talents for organization and competitive benefits and remunerations.) 13 . ensure a safe workplace.Interpersonal Roles Figurehead Leader Informational Roles Monitor Disseminator - Decisional Roles Entrepreneur Disturbance handler Resource allocator Monier Managers are skilled to manage the organization with multiple tasking. Managers are also given personal objectives to gauge their maturity in performances.

Senior management must be capable of reacting to those changes and be prepared to take advantage of them and yet stay within the overall framework and agreed strategy of the organisation. 14 .0 Conclusion Change is continuous and will become more rapid as we move forward over time.3.

K Enterprise 3) Monier Malaysia Sdn. 2009 Principle Of Management 1e V. directing. based on the various factors stated above. 4. Bhd. The process which includes . 3e. 1993 Management Principle& Practice. Prentice Hall 2) Singla . it shows that the success of an organisation does not depend solely on the manager but rather the manager works together with his team of staff to achieve the goals of the organisation.planning. coordinating. The process of management is a crucial process in determining the success of an organisation.Effectively managing an organization is a demanding task. 15 . motivating and controlling are all interrelated and should be carried out at every managerial level in reaching set objectives which determine the success of an organisation. (management-hub.0 References 1) Therefore. Managers not only must develop skills related to the functional areas of management but also must learn how to integrate these activities. 5) www.trimitra.4) 16 8) 6) Malaysian Institute of Management 7) www.