SCRIPT

Subject: Management
Chapter 1: INTRODUCTION TO MANAGEMENT
Topic 2: Managerial tasks and roles
Slide Content
Hi there,
Now we move on to study topic 2, managerial tasks and roles of
Slide 2 managers. After studying this topic, you should be able to use English to:
 Distinguish among planning, organizing, leading, and controlling.
 Identify ten roles of managers
A manager’s job is to help an organization make the best use of its
resources to achieve its goals. So, how do managers accomplish these
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goals? They do so by performing four essential managerial tasks:
planning, organizing, leading, and controlling.
Slide 4 What is Planning?
Planning is the function of management in which managers identify and
select appropriate organizational goals and courses of action. They
develop strategies for how to achieve high performance. Planning is a
process consisting of three steps: (1) deciding which goals the
organization will pursue, (2) deciding what strategies to adopt to attain
those goals, and (3) deciding how to allocate organizational resources to
pursue the strategies that attain those goals. How well managers plan and
develop strategies determines how effective and efficient the organization
is, that its performance level.
An example of planning would be a situation where you have the most
appropriate goal, such as increasing the sales by 20% in the following
month. You will need to look at how you and the team could achieve this
goal. This might include creating a new advertising campaign, reducing
 prices or speaking to customers about their shopping plans. These ways
can be considered as a strategy in action and then you must plan for
allocating members, money, and other resources to perform the strategy.
What is Organizing?
Organizing is the function of management that involves developing an
organizational structure and allocating human resources to ensure the
accomplishment of goals. The structure of the organization is the
framework within which effort is coordinated. The structure is usually
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represented by an organization chart, which provides a graphic
representation of the chain of command within an organization. Decisions
made about the structure of an organization are generally referred to as
organizational design decisions. To clarify the function, we will make it
clearer in chapter 5.
What is Leading?
Every organization has people, and a manager’s job is to work with
and through people to accomplish goals. This is the leading function of
management. leading involves managers using their power, personality,
influence, persuasion, and communication skills to coordinate people and
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groups so their activities and efforts are in harmony. In other words, a
manager’s task is to set a vision, lead, support, and motivate subordinates
in order to do a job with high performance and achieve organizational
vision and goals. To clarify the function, we will make it clearer in chapter
6.
Slide 7 What is Controlling?
The final manager’s task or management function is controlling.
Controlling involves ensuring that performance does not deviate from
goals or standards. Controlling consists of four steps, which include (1)
establishing performance standards, (2) measuring actual performance
against standards, and (3) comparing actual performance against
 performance standards (4) evaluating and taking corrective action when
necessary. Performance standards are often stated in monetary terms such
as revenue, costs, or profits. Still, they may also be stated in other terms,
such as units produced, number of defective products, or levels of quality
or customer service. Performance measurement can be done in several
ways, depending on the performance standards, including financial
statements, sales reports, production results, customer satisfaction, and
formal performance appraisals. Managers at all levels engage in the
managerial function of controlling to some degree. The outcome of the
control process is the ability to measure performance accurately and
regulate organizational efficiency and effectiveness.
For example, a manager sets a goal to increase sales by 10% next month,
the next of controlling would be measurement as to whether the sales are
increasingly correct as of the intended planning or not. If the specified
target is not getting closer. As a manager, you would examine the
processes you set forward and take note of whether they are enhancing
your sales records, and then compare the real result with the intended goal.
If there are any deviances, a manager will take corrective action.
In summary, the management functions of planning, organizing, leading,
and controlling are widely considered to be the best means of describing
the manager’s job, as well as the best way to classify accumulated
knowledge about the study of management. Although there have been
tremendous changes in the environment faced by managers and the tools
used by managers to perform their roles, managers still perform these
essential functions.
Slide 8 According to Henry Mintzberg, great management research, after studying
the functions and responsibilities of managers for a time. He concluded
that a manager performed 10 different roles. They have been divided into
three groups: interpersonal roles, informational roles, and decisional
 roles.
The first group is the interpersonal role including the figurehead, leader,
and liaison role of managers. A figurehead is a person who has a position
of leadership in an organization. He/she outlines future organizational
goals to employees at the company, and performs the duties ceremonial
and symbolic in nature such as welcoming official visitors, signing legal
documents, etc. as head of the organization or strategic business unit or
department. A leader is a person who leads a group of people. He/she
Slide 9 provides an example for employees to follow, gives direct commands and
orders to subordinates, makes decisions concerning the use of human and
technical resources, and mobilizes employees' support for specific
organizational goals. A liaison is the role of managers who make
networks and communicate with internal and external contacts. In other
words, they coordinate the work in different departments and establish
alliances between organizations to share resources to produce new goods
and services.
The second group of managerial roles is informational role including
monitor, disseminator, and spokesperson. A monitor is the result of the
network of contact that the manager seeks and receives information
concerning internal and external events to gain an understanding of the
organization and its environment. For example, Managers seek
information in the tourism industry for identifying competitors. A
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disseminator means that managers inform employees about changes
taking place in external and internal environments that will affect them
and the organization, communicate to employees the organization’s vision
and purpose. A spokesperson is the role of a manager who is required to
speak on behalf of the organization to transmit the organization’s
information to the local community, government, or other organizations.
Slide 11 The final group is a decisional role including entrepreneur, disturbance
handler, resource allocator, and negotiator role of managers. An
entrepreneur is a creator and innovator. He/she initiates and oversees
new products that will improve his department and adapt to the changing
environmental factors and the organization’s performance. A disturbance
handler is a role in which the manager takes corrective action to deal with
unexpected problems from the internal and external environment such as
strikes, declining sales, or the bankruptcy of a major customer. A resource
allocator is one of the roles that managers are responsible for allocating
organizational resources such as time, money, human, and other facilities
to subordinates for doing projects or another job to achieve organizational
goals. A negotiator is a person who represents the organization in
working with suppliers, distributors, other organizations, and labour
unions to reach agreements about the quality and the price of input,
technical, and human resources, negotiates with the subordinates for
improved commitment and loyalty, with the peers for cooperation,
coordination, and integration.
Well, these are about four functions and ten management roles that we
study in this topic. Goodbye for now and see you on the next topic.