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
The job of managers 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 that 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 best
appropriate goal, such as increasing the sales by 20% in the following
month. You will need to look at the different ways you and the team could
achieve this goal. This might include things like creating a new
 advertisement 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 but may also be stated in other terms, such as
units produced, number of defective products, or levels of quality or
customer service. The measurement of performance 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 interpersonal role including 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, performs the duties of a 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, make decisions concerning the use of human and
technical resources, mobilize 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, establish
alliances between different organizations to share resources to produce
new goods and services.
Slide 10 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
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.
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, adapt to the changing
environmental factors and the organization’s performance. A disturbance
handler is a role that the manager takes corrective action to deal with
unexpected problems from the internal and external environment such as
strike, declining sales, the bankruptcy of a major customer. A resource
allocator is one of the roles that managers are responsible for allocating
Slide 11 organizational resources such as time, money, human, other facilities to
subordinates for doing projects or another job in order to achieve
organizational goals. A negotiator is a person who represents the
organization in working with suppliers, distributors, other organizations,
and labor 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 roles of management that we
study in this topic. Goodbye for now and see you in the next topic.