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1. Define management, and explain its roles in the achievement of organizational objectives---P1-P3
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Describe the major functions of management ----P4-P5 Distinguish among three levels of management and the concerns of managers at each level----P6-P9 Specify the skills managers need in order to be successful----P9P11 How can managers be effective change leaders-----P12-P13 Reference------P14

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Case Study

Define management, and explain its roles in the achievement of organizational objectives Management is a universal phenomenon. It is a very popular and widely used term. Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Management is a purposive activity. It is something that directs group efforts towards the attainment of certain pre - determined goals. It is the process of working with and through others to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world. Of course, these goals may vary from one enterprise to another. E.g.: For one enterprise it may be launching of new products by conducting market surveys and for other it may be profit maximization by minimizing cost.

Management involves creating an internal environment: It is the management which puts into use the various factors of production. Therefore, it is the responsibility of management to create such conditions which are conducive to maximum efforts so that people are able to perform their task efficiently and effectively. It includes ensuring availability of raw materials, determination of wages and salaries, formulation of rules & regulations etc.

Therefore, we can say that good management includes both being effective and efficient. Being effective means doing the appropriate task i.e., fitting the square pegs in square holes and round pegs in round holes. Being efficient means doing the task correctly, at least possible cost with minimum wastage of resources.

According to Harold Koontz, Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals. According to F.W. Taylor, Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way.

Management has three roles in the achievement of organizational objectives that are: Interpersonal Roles-The ones that, like the name suggests, involve people and other ceremonial duties.

-Leader Responsible for staffing, training, and associated duties. -Figurehead The symbolic head of the organization. -Liaison Maintains the communication between all contacts and informers that compose the organizational network.

Informational Roles- Related to collecting, receiving, and disseminating information. -Monitor Personally seek and receive information, to be able to understand the organization. -Disseminator Transmits all import information received from outsiders to the members of the organization. -Spokesperson On the contrary to the above role, here the manager transmits the organizations plans, policies and actions to outsiders.

Decisional Roles- Roles that revolve around making choices. -Entrepreneur Seeks opportunities. Basically they search for change, respond to it, and exploit it. -Negotiator Represents the organization at major negotiations. -Resource Allocator Makes or approves all significant decisions related to the allocation of resources. -Disturbance Handler Responsible for corrective action when the organization faces disturbances.

 Describe the major functions of management Managers exist in every business. In fact, managers do the same types of tasks in all businesses. Whether a person manages a hair salon or a factory, the managers job consists of similar tasks. Planning, organizing, leading and controlling all serve an important part in achieving managements vision. Each component is important and one cannot function well without the others.

Planning-the first component of managing is planning. A manager must determine what the organizations goals are and how to achieve those goals. Much of this information will come directly from the vision and mission statement for the company. Setting objectives for the goal and following up on the execution of the plan are two critical components of the planning function. For example, a manager of a new local restaurant will need to have a marketing plan, a hiring plan and a sales plan.

Organizing-Managers are responsible for organization of the company and this includes organizing people and resources. Knowing how many employees are needed for particular shifts can be critical to the success of a company. If those employees do not have the necessary resources to complete their jobs, organization has not occurred. Without an organized workplace, employees will see a manager as unprepared and may lose respect for that particular managers supervisory techniques.

Leading-Managing and leading are not the same activity. A manager manages employees; this person makes sure that tasks are completed on time and policies are
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followed. Employees typically follow managers because he or she is the supervisor and in-charge of employees. Employees see a leader as someone that motivates them and guides them to help meet the firms goals. In an ideal situation, the manager also serves as the leader. Managers who want to lead effectively need to discover what motivates their employees and inspire them to reach the company objectives.

Controlling-The controlling function involves monitoring the firms performance to make sure goals are being met. Managers need to pay attention to costs versus performance of the organization. For example, if the company has a goal of increasing sales by 5% over the next two months, the manager may check the progress toward the goal at the end of month one. An effective manager will share this information with his or her employees. This builds trust and a feeling of involvement for the employees.

Being a manager involves many different tasks. Planning, organizing, leading and controlling are four of the main functions that must be considered in any management position. Management is a balancing act of many different components and a good manager will be able to maintain the balance and keep employees motivated.

Distinguish among three levels of management and the concerns of

managers at each level The term Levels of Management refers to a line of demarcation between various managerial positions in an organization. The number of levels in management increase when the size of the business and work force increases and vice versa. The level of management determines a chain of command, the amount of authority & status enjoyed by any managerial position. The levels of management can be classified in three broad categories: 1. 2. 3. Top level / Administrative level Middle level / Exacutory Low level / Supervisory / Operative / First line managers

Managers at all these levels perform different function. The role of managers at all the three levels is discussed below: 1. Top Level of Management

It consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions. The role of the top management can be summarized as follows a. b. Top management lays down the objectives and broad policies of the enterprise. It issues necessary instructions for preparation of department budgets, procedures,

schedules etc. c. d. It prepares strategic plans & policies for the enterprise. It appoints the executive for middle level i.e. departmental managers.
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e. f. g. h.

It controls & coordinates the activities of all the departments. It is also responsible for maintaining a contact with the outside world. It provides guidance and direction. The top management is also responsible towards the shareholders for the

performance of the enterprise

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Middle Level of Management

The branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management. Their role can be emphasized as a. They execute the plans of the organization in accordance with the policies and

directives of the top management. b. c. d. e. They make plans for the sub-units of the organization. They participate in employment & training of lower level management. They interpret and explain policies from top level management to lower level. They are responsible for coordinating the activities within the division or

department. f. g. h. It also sends important reports and other important data to top level management. They evaluate performance of junior managers. They are also responsible for inspiring lower level managers towards better

performance.
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3.

Lower Level of Management

Lower level is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc. According to R.C. Davis, Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees. In other words, they are concerned with direction and controlling function of management. Their activities include a. b. c. d. Assigning of jobs and tasks to various workers. They guide and instruct workers for day to day activities. They are responsible for the quality as well as quantity of production. They are also entrusted with the responsibility of maintaining good relation in the

organization. e. They communicate workers problems, suggestions, and recommendatory appeals

etc. to the higher level and higher level goals and objectives to the workers. f. g. h. i. j. k. l. They help to solve the grievances of the workers. They supervise & guide the sub-ordinates. They are responsible for providing training to the workers. They arrange necessary materials, machines, tools etc. for getting the things done. They prepare periodical reports about the performance of the workers. They ensure discipline in the enterprise. They motivate workers.

m. They are the image builders of the enterprise because they are in direct contact with the workers.
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 Specify the skills managers need in order to be successful There are eight key skills for management. I. be a leader and a manager Leaders share andante communicate a common vision they gain agreement and establish the future direction. They motivate others. Managers are results driven and focus on getting work done against agreed requirements. A good project manager will constantly switch from a leader to a manager as situations require. II. Be a Team Builder and a Team Leader Projects are often cross-functional in that they use people who may not have worked together before. It is up to the project manager to set the atmosphere of the team, and to lead them through the various team development phases to the point where they perform as a team. III. Be an Excellent Communicator Being a communicator means recognizing that its a two-way street. Information comes into the project and information goes out of the project. All communications on your project should be clear and complete. As a project manager you will have to deal with both written and oral communications. Some examples are documents, meetings, reviews, reports, and assessments. A good mental guideline is who needs this information, who gathers and delivers it, when or how often do they need it, and in what form will I give it to them. IV. Be a Good Organizer
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Lets just think of the aspects you will need to organize; project filing including all documentation, contracts, e-mails, memos, reviews, meetings, specialist documents, requirements and specifications, reports, changes, issues, risks, etc. Its almost impossible to stay organized without having Time Management Skills so add this to your list. V. Be a Competent and Consistent Planner The skill of planning cant be under estimated and neither can estimating. There are known and logical steps in creating plans. As a project manager you will certainly own the Project Plan, but it must be created with input from the team. Examples are Test Plans, Risk Management Plans, Hand-over Plans, Benefit Realisation Plans, etc. As long as youre aware that planning should become second nature to you. VI. Be a Problem Solver Fortunately, this is a skill that can be learned. Firstly, you need to identify the possible causes that lead to the problem symptom. Now, causes can come from a variety of sources, some are: Interpersonal problems Internal sources External sources Technical sources Management sources Communication Opinions or perceptions

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Having found the root causes, the next step is to analyze possible options and alternatives, and determine the best course of action to take in order to resolve the problem.

VII. Be a Negotiator and Influencer Negotiation is working together with other people with the intention of coming to a joint agreement. And for all these you need to have some influencing skills. Influencing is getting events to happen by convincing the other person that your way is the better way even if its not what they want. Influencing power is the ability to get people to do things they would not do otherwise.

At the heart of this is the skill of estimating particularly cost estimates. Nearly always the project manager will need certain knowledge of financial techniques and systems along with accounting principles.

Part of the Project Plan will be something called the Cost Plan. This will show the planned cost against a time-scale. The PM will want to get involved in purchasing, quoting, reconciling invoices, time sheets, etc.

How can managers be effective change leaders? While there are many case studies of successful change management projects, the behaviors of the individuals leading these projects are less often the point of focus.

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Yet it is individuals who ultimately drive projects forward. These individuals are loosely connected in a change network, and these leaders of the change need to be trained developed and nurtured. Century to what some believe, change leadership is a capability that can be measured in an organization and improved over time. At Change first we define effective change leadership as: Effective change leadership happens when leaders of change provide direction, guidance and support to the people who are implanting the change, as well as those having to adapt to change.

The 3 key phases of change leadership- Harking back to Kurt Lewins original model of unfreeze, change, refreeze, its useful to consider the implication of change leadership in the current situation, the transition and the future state.

The key aspects of this are how the role and behavior of change leaders has to adapt overtime. As change leaders move from one side of this process to the other their role evolves. Initially they keep help kick-start the change through challenging the status quo and expressing their satisfaction with the current situation. Next they show support for me transition via both private and public demonstration. Finally these leaders reinforce the future state and take a strong stance on activities like effectively role modeling the change.

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Reference
1. http://wllove09.blog.163.com/blog/static/937928572010657926566/ 2. http://www.businessdictionary.com/definition/management.html 3. http://voices.yahoo.com/the-four-functions-management-foundation-all-

538016.html
4. http://functions-of-management.blogspot.com/
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5. http://en.wikipedia.org/wiki/Management

6. http://www.profilesinternational.com/solutions/leadershipdevelopment/effective-management-skills.php 7. http://whatthebestmanagersknowanddo.com/2011/04/08/the-three-levels-ofmanagement/ 8. http://www.managementstudyguide.com/management_levels.htm

9. http://kalyan-city.blogspot.com/2011/05/levels-of-management-top-middleand.html
10. http://www.managementstudyguide.com/negotiation-skills.htm

11. http://www.changefirst.com/uploads/documents/Effective_Change_Leadership _Part_1_What_does_effective_change_leadership_really_look_like_and_how _do_you_build_it_in_your_organisation_-_Changefirst.pdf

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