NAME: TASNIM ISLAM

ID: 1911293630
SEC: 04

CASE: 1
Managers can have a broader and more complex set of responsibilities than most positions and
departments inside a firm, which are based on specific knowledge, skill, or company needs.
Management needs more than simply specific knowledge; it also necessitates the ability to
traverse a variety of procedural, structural, and interpersonal problems while leading a team to
achieve varied objectives. These fundamental talents are encompassed by four widely accepted
management functions: planning, organizing, leading, and controlling.
Planning necessitates managers checking on team progress on a regular basis in order to make
modest modifications as needed while maintaining a clear picture of the company's larger aims
and goals. Working independently to identify what responsibilities must be assigned to which
staff, defining priority levels for certain activities, and creating timetables are all part of the
planning function. That is why an organization's planning function is essential. However,
organization is more than just delegating work effectively and ensuring that people have what
they need to complete their tasks. Managers must also be able to rearrange in response to
changing circumstances. This could take the shape of tweaking a project's timeframe or
reassigning tasks from one team to another. So, we need organizing function as well. Besides,
leadership can take many forms, from recognizing when employees need extra encouragement
and appreciation to managing team member issues fairly and decisively. So that, we also need
leading function for our companies. On the other hand, control in management entails ensuring
that the company's long-term objectives are reached, as well as making any required changes
when they aren't. So that, an organization's controlling function is very important. These four
functions helps in the achievement of group goals by arranging production components,
assembling and organizing resources, and integrating resources in an efficient manner to fulfill
objectives.
The top, middle, and first-line managers are organized hierarchically, with their functional
domains clearly defined. Top-level executives are in charge of overseeing an organization's
overall growth and prosperity. Planning and strategy formulation, overall performance review,
important people selection, and assisting subordinate managers in achieving goals are just a few
of their key responsibilities. Middle-level managers operate as divisional or strategic business
unit heads, functional heads, or operations managers, and are subject to the top-level managers.
The first-line supervisors are primarily involved in operational operations, utilizing subordinates
at the grass-roots level. They are middle-level supervisors' subordinates. Their main
responsibilities include developing operational plans, meeting output targets, overseeing and
controlling day-to-day operations, inventory control, quality control, and labor cost control. The
various levels of management can influence the chain of command within an organization, as
well as the degree of authority and, in most cases, decision-making power that all managerial
roles have.

PART-2
Managers are directly accountable for the success or failure of an organization. The quality of an
organization's managers determines its overall quality. Managers are deemed most responsible
for an organization's performance, although it's difficult to link good or bad performance to their
impact. The challenges of a manager are communicating effectively with employees, confronting
performance problems, making the right hiring decisions, managing conflicts within team,
retaining star employees in a competitive environment, creating calm and reassurance in periods
of turbulence and so on. Managers can help their teams succeed, and the gratification of seeing
your team improve as individuals and seeing them succeed is a fantastic professional
accomplishment. Because they play such an important part in their team's performance, good
managers must develop superior listening and speaking abilities. A good manager can tell the
difference between an excellent technical hiring and a good cultural match. Finding the correct
balance of the two is crucial. Managers who do not take time off and do not replenish their
batteries eventually burn out. This not only has a negative impact on staff morale and
engagement, but it also sets an unrealistic example for them.