QUESTION 01

COL/EE/2019/F/ 166 V.P.K THARANGA

Discuss the qualities that a successful manager should possess

Introduction Managers play a crucial role in the success of any

organization. They are responsible for overseeing the work of their team members, ensuring that
goals are met, and creating a productive and positive work environment. To be effective in their
roles, successful managers possess a variety of qualities that enable them to lead, motivate, and
inspire their teams. In this comprehensive discussion, we will explore the essential qualities that
a successful manager should possess.

1. Leadership Skills

• A successful manager should have strong leadership skills to guide and direct their
team. This includes the ability to set a clear vision, make strategic decisions, and
inspire others to follow their lead.
• Effective leaders lead by example, demonstrating integrity, accountability, and a
commitment to the organization's goals.

2. Communication Skills

• Clear and effective communication is essential for a successful manager. They must
be able to convey information, provide feedback, and listen to their team members.
• Good communication fosters trust, reduces misunderstandings, and ensures that
everyone is on the same page.

3. Emotional Intelligence

• Managers with high emotional intelligence can understand and manage their
emotions, as well as navigate the emotions of others. This enables them to build
strong relationships, resolve conflicts, and make empathetic decisions.
• Emotional intelligence also allows managers to create a positive and supportive work
environment.

4. Decision-Making Abilities

• Successful managers are adept at making sound and timely decisions. They
gather relevant information, weigh the pros and cons, and choose the best
course of action for the organization.
• Their decision-making abilities contribute to the overall success and
performance of their team.

5. Adaptability

• In a dynamic work environment, adaptability is a valuable quality for managers.

They need to be flexible and open to change, able to adjust their strategies and plans
as needed.
• Being adaptable allows managers to navigate unforeseen challenges and lead their
teams through transitions effectively.
6. Strategic Thinking

• Managers should possess strategic thinking skills, enabling them to see the bigger
picture and align their team's efforts with the organization's long-term goals.
• Strategic thinkers can identify opportunities for growth, anticipate potential
obstacles, and develop plans to achieve success.

7. Conflict Resolution Skills

• Conflict is inevitable in any workplace, and successful managers are equipped with
the skills to address and resolve conflicts constructively.
• They can mediate disputes, promote understanding, and foster a harmonious working
environment.

8. Time Management

• Effective time management is crucial for managers who juggle multiple

responsibilities. They must prioritize tasks, delegate when necessary, and ensure that
deadlines are met.
• Good time management allows managers to be productive and lead their teams
efficiently.

9. Motivational Abilities

• Successful managers have the ability to motivate and inspire their team members.
They recognize individual and team achievements, provide encouragement, and
create a positive work culture.
• Their motivational abilities contribute to high employee morale and engagement.

10. Delegation Skills

• Delegation is an important aspect of effective management. Managers should be able

to assign tasks to the right people, provide necessary resources, and empower their
team members to take on responsibilities.
• Delegating effectively allows managers to focus on higher-level tasks and fosters
professional growth within the team.

11. Integrity and Ethical behaviour

• Managers should uphold high standards of integrity and ethical behavior. They lead
with honesty, fairness, and respect for others, setting a positive example for their
team.
• Their ethical conduct fosters trust and a strong sense of accountability within the
organization.
12. Team Building

• Successful managers are skilled at building and leading cohesive teams. They
understand the strengths and weaknesses of their team members, promote
collaboration, and create a sense of unity.
• Effective team building leads to improved productivity, innovation, and a supportive
work environment.

13. Coaching and Development

• Managers play a pivotal role in the professional development of their team members.
They provide coaching, constructive feedback, and opportunities for growth.
• Investing in the development of their team enhances performance and fosters a
culture of continuous learning.

14. Resilience

• In the face of challenges and setbacks, resilient managers remain composed and
focused. They demonstrate perseverance, problem-solving skills, and the ability to
bounce back from adversity.
• Their resilience sets a positive example for their team and contributes to a culture of
perseverance.

15. Financial Acumen (for Business Managers)

• In the case of business managers, financial acumen is an essential quality. They

should have a good understanding of financial principles, budgets, and the impact of
financial decisions on the organization.
• Financial acumen enables business managers to make informed financial decisions
and contribute to the financial health of the organization.

successful managers possess a diverse set of qualities that enable them to lead, inspire, and drive
the success of their teams and organizations. From leadership and communication skills to
emotional intelligence and strategic thinking, these qualities are essential for creating a positive
work environment, achieving organizational goals, and fostering the professional growth of their
team members. By embodying these qualities, managers can make a significant impact on the
overall success and performance of their teams and the organizations they serve.
QUESTION 02
COL/EE/2019/F/ 167 O.A.P ORUTHOTA ARACHCHI

What are the main functions of management?

While managers often view their work as task or supervisory in orientation, this view is an
illusion. At the most fundamental level, management is a discipline that consists of a set of
five general functions: planning, organizing, staffing, leading and controlling. These five
functions are part of a body of practices and theories on how to be a successful manager.
Understanding the functions will help managers focus efforts on activities that gain
results. Summarizing the five functions of great management.

1. Planning

Managers are responsible for the long-range vision and goals within a company. The
planning function includes this vision and goal-setting along with the work of creating a
plan to reach those goals. They identify business challenges, work on future-facing
initiatives (such as growth plans, company goals, and business forecasting) and make
decisions that move the business toward goals. Another element of the planning phase of
management is resource allocation or workload management. Typically, the manager
decides which employees in the department are assigned to which projects, seeking to
balance workload and maintain efficiency through this work. Managers often enlist the
help of project managers (a vital role for businesses across many industries) to determine
workload and capacity. Or, in some cases where there is no formal project manager,
managers may use project management tools themselves to fill this role.
Planning is essential within any organization, and it’s an important part of the management
role for a few reasons. First, the rank-and-file employees are usually too busy completing
tasks to step back and think strategically about the big picture. Second, people
management tend to get there precisely because they have above-average decision-making,
leadership, and planning skills.

Managers are typically responsible for several types of planning within an organization:

• Strategic planning
The highest and most crucial level of planning looks at the long-range, big-picture
view of and organizational goals. Strategic planning isn’t concerned with day-to-
day decisions and is looking instead at three-year plans, five-year plans, market
trajectories, and similar big-picture elements. In most organizations, top
management does the bulk of the strategic planning. CEOs and other top-ranking
leaders may rely on input from mid-level managers and will certainly inform them
of the strategic plans, but most decisions here are made by the people in charge.
The company. It identifies future threats and opportunities and sets long-term
direction

• Tactical planning
Tactical planning looks at how to accomplish more midrange or short-term
objectives usually those that last a year or less. Tactical planning is more targeted
than strategic planning and is informed by the strategic plan, setting a general
course of action that will be fleshed out further in operational planning. Middle
managers usually complete tactical planning, taking the strategic plan and breaking
down the high-level goals within it into smaller, more measurable and near-term
achievable goals. Tactical planning is more granular than strategic planning, but it
still doesn’t delve into the details of day-to-day operations.
 • Operational planning
Operational planning, on the other hand, is all about those day-to-day operations —
seeking to use the principles and strategies laid out in tactical plans to accomplish
the big-picture goals in the strategic plan. Department managers, first-level leaders,
and project managers often contribute to operational planning. Weekly project team
meetings are one example of operational planning in action. Project schedules,
timelines, RACI charts, swim lanes, and Gantt charts are all tools used within
operational planning.

2. Organizing

Next up is the organizing function, which refers to the way managers distribute resources,
delegate tasks, structure departments, set staffing levels, etc. This function encompasses
everything from assigning right-fit tasks to the appropriate team members to deciding how
those team members relate to each other in an organizational structure. If your company is
growing rapidly, you’ll need more sales agents next year than you do this year (and more
of just about every other role, too). At some point, even the structures and departments you
have now will no longer make sense: you’ll need more managers to oversee those new
hires, and you might need new divisions that wouldn’t have been feasible when you were
smaller. All of this takes careful organization from someone in a leadership role which is
why organizing is the second function of management.

• Organizational Structures: Hierarchical, matrix, or flat structures determine how

authority and responsibilities are distributed within an organization. Each structure
impacts communication, decision-making, and workflow differently.
• Resource Allocation: Allocating human, financial, and technological resources
optimize efficiency and productivity. It involves job design, division of labor, and
establishing reporting relationships.
• Coordination through Organizing: Efficient organizing fosters coordination among
departments, ensuring alignment towards common objectives.

3. Leading

Every organization, from creative agencies to enterprise operations, needs a force to drive
it forward: rallying the troops and pushing them toward a common goal. Move down
through the layers of a business and you’ll find a similar need for teams, projects,
departments, and any other organizational or work structure that’s in place. This is the
leading or leadership function of management a crucial part of every manager’s job. The
leading function of management focuses on people (whether individual, teams, or groups)
more than work tasks. That’s not to say that tasks don’t matter, but rather, how those
people are or aren’t handling their tasks and responsibilities will influence the type of
leadership response that managers ought to give.
Managers and business leaders provide both direction and inspiration to those who follow
them. This can take all sorts of forms:

• Rallying

• Motivating

• Inspiring

• Instructing

• Encouraging or praising
 • Redirecting

• Pushing

• Demanding or commanding
Additionally, leadership includes both people management and making the tough right
calls that others might miss. There are many approaches to leadership in management,
each with its own pros and cons. And it’s important to understand that there is no one right
style successful managers skillfully move between approaches, as each has its uses.

4. Controlling

Controlling includes all of management’s efforts to make sure the goal (established way
back in the planning phase) is accomplished. It includes ongoing analysis of the plan and
iterative updates to that plan as needed. The manager’s project monitoring component (the
analysis of how well the project team is adhering to the plan) may overlap slightly with
project management. Not every business or project gets a dedicated project manager,
either. If you’re a manager and find yourself doing more project management than you’d
like, a good project management software tool can help.

• Performance Measurement: Key performance indicators (KPIs) and metrics track

progress towards goals. It involves regular performance reviews and analysis.
• Feedback and Adjustment: Feedback loops enable adjustments when actual
performance deviates from planned objectives. It includes quality control measures
and process improvements.
• Quality Control and Assurance: Ensuring products/services meet quality standards
through continuous improvement methodologies like Six Sigma or Total Quality
Management.

5. Staffing

Staffing is an important managerial function- Staffing function is the most important

managerial act along with planning, organizing, directing and controlling. The operations
of these four functions depend upon the manpower which is available through staffing
function.
• Staffing is a pervasive activity- As staffing function is carried out by all mangers
and in all types of concerns where business activities are carried out.
• Staffing is a continuous activity- This is because staffing function continues
throughout the life of an organization due to the transfers and promotions that take
place.
• The basis of staffing function is efficient management of personnel’s- Human
resources can be efficiently managed by a system or proper procedure, that is,
recruitment, selection, placement, training and development, providing
remuneration, etc.
• Staffing helps in placing right men at the right job. It can be done effectively
through proper recruitment procedures and then finally selecting the most suitable
candidate as per the job requirements.
• Staffing is performed by all managers depending upon the nature of business, size
of the company, qualifications and skills of managers, etc. In small companies, the
top management generally performs this function. In medium and small-scale
enterprise, it is performed especially by the personnel department of that concern
QUESTION 04
COL/EE/2019/F/ 170 B.M.S.N BASNAYAKE

A successful manager always takes a keen interest to make the employees

motivated on performing their duties" Do you agree? Discuss the above
statement.

Yes, the statement that a successful manager always takes a keen interest in motivating
employees to perform their duties is generally agreed upon. Here are some reasons

Importance of Employee Motivation:

• Enhanced Performance: Motivated employees are more likely to go above and beyond in
their tasks. They show increased dedication, leading to improved productivity and
efficiency within the organization.
• Job Satisfaction and Retention: Motivated employees tend to be more satisfied with their
jobs. When employees feel valued and motivated, they're more likely to stay with the
company, reducing turnover rates.

• Innovation and Creativity: Motivated employees are often more engaged in their work and
are more likely to contribute innovative ideas. They feel empowered to offer suggestions
and solutions, fostering a culture of innovation.

• Positive Work Environment: Employee motivation contributes significantly to a positive

work culture. When employees are motivated, it influences the overall morale and
atmosphere within the organization, leading to higher levels of teamwork and cooperation.

Manager's Role in Employee Motivation:

• Recognition and Appreciation: A successful manager recognizes and appreciates

employees' efforts and achievements. They acknowledge hard work, offer praise, and
create opportunities for employees to feel valued.

• Clear Communication: Effective communication from managers helps employees

understand their roles, expectations, and the significance of their contributions. Open lines
of communication encourage trust and motivation.

• Empowerment and Development: Managers who empower their team members by

providing opportunities for growth, skill development, and autonomy often see increased
motivation. Employees feel valued when they're given responsibilities and trusted to make
decisions.

• Creating a Supportive Environment: Successful managers create an environment where

employees feel supported, both personally and professionally. They listen to their
concerns, provide guidance, and create a culture of trust and collaboration.

Challenges and Considerations:

• Individual Differences: Employees have diverse motivations. What motivates one person
might not have the same effect on another. Managers need to understand these differences
and tailor motivation strategies accordingly.
• External Factors: Sometimes, external factors like organizational policies, personal issues,
or market conditions can affect motivation. Managers might need to navigate these
external challenges to sustain motivation levels.

Productivity & Engagement:

• Motivated Employees: Higher productivity due to increased effort and better

output.
Engagement: Commitment and discretionary effort drive productivity.

Employee Satisfaction:

• Valued Employees: Leads to satisfaction, boosting morale and creating a positive

environment.
Recognition & Balance: Recognition and work-life balance contribute to
satisfaction.
Retention & Innovation:

Retained Workforce:

Motivated employees tend to stay longer, reducing turnover costs.

Innovation: Motivation fuels creativity and innovative solutions.
Communication & Teamwork:

Communication Impact:

Open communication fosters trust and loyalty.

Team Cohesion: Motivation encourages collaboration, experimentation, and
diverse perspectives.