MANAGERS

Lecture # 4

RIZWANA RAHEEL
M.Phil PHARMACOLOGY AND TOXICOLOGY
Asst Professor, Hajvery University (HU)
MANAGERS
An individual carrying out the managerial functions

of planning, organizing, staffing, leading and

controlling is called manager.

 The managers are needed to:
1. plan
2. Organize
3. Staffing
4. Supervise
5. Direct and guide
the group of workers in an organization
The success of a firm largely relies on the
efficiency of its managers
 Functions of manager

1. Planning
2. Organizing
3. Staffing
4. Directing
5. Leading
6. Controlling
1. Planning:
is the determination of course of action or way to
perform, time to perform the task, and the person
required to accomplish it to achieve organizational
objectives.
 The planning starts with a decision, a commitment
of human, material resources following an analysis or
a proposal.
 The ability to plan effectively is a principle factor
in the success of the manager.
 A true manager is one who has been given certain
degree of choice and planning responsibilities.
 How and what to plan
 What is to be done
 Who will done
 How is to be done
 When is to be done
Effective plans:
Plans are efficient if they achieve their purpose at a
reasonable cost, measured in terms of time or money
or production as well as the degree of individual and
group satisfaction.
2. Organizing:

It involves deciding the ways and means with

which the plans can be implemented
It co-ordinates human efforts, arranges
resources and incorporates the two in such a
way which helps in the achievement of
objectives.
2. Organizing:

“It co-ordinates human efforts, arranges

resources and incorporates the two in such a
way which helps in the achievement of
objectives. It involves deciding the ways and
means with which the plans can be
implemented”
 Organizing involves establishing an intentional
structure of the roles for people to fill in an
organization.
 It is intentional in the sense that all the tasks
necessary to accomplish goals
 The purpose of an organizational structure is to
help in creating an environment for human
performance
 Designing an effective organizational structure is
not an easy managerial task
 Many peoples are found in making structures, fit
situations, including both defining the kinds of
job that must be done and finding the people to do
them effectively
3. Staffing:
3. Staffing:
Staffing involves:
 Filling in, and keeping filled positions in the
organizational structure
 Identifying work force requirements and
recruiting, placing, promoting, appraising,
compensating and training or developing job
holders so that tasks are accomplished
effectively and efficiently.
 Staffing is identified as a separate managerial
function usually performed by a separate
department rather than done by a manager.
4. Leading:
“The process of influencing the people so that they
will contribute to organization an group goals”
 The most important problems arise from people,
their desires and attitudes, their behavior as
individuals and in groups
 The effective managers need to be effective
leaders to rectify these problems
 Leading involves:
1. Motivation
2. Leadership
3. Styles / Approaches
4. Communication
5. Controlling:
“It is a process of comparing the actual
performance with the set standards of the
company to ensure that activities are performed
according to the plans and if not then taking
corrective action”
“Is the measurement and correction of the
worker’s performance in order to ensure that
enterprise’s objectives and plans devised to
attain them are being accomplished”
 Planning and controlling are closely related and
may be viewed as the blades of scissor that can
only work when used in pair
 Without objectives and plans, control is not
possible since performance has to be measured
against some established criteria.
 The basic control process:

1. Measuring performance against these

standards

2. Correcting variations from standards and plans

6. Co-ordination
Co-ordination is the orderly
arrangement of individual and group
efforts to provide unity of action in the
pursuit of a common goal.
In an organization, all the departments must
operate in an integrated manner so that the
organizational goals are duly achieved.
Coordinating function involves synchronization of
different efforts of the various departments so that
the planned objectives are achieved with minimum
conflict.
Roles of managers
 Roles of managers
Categorized in to:
1. Interpersonal
2. Informational
3. Decisional
 Roles of managers
1. Interpersonal
I. Figure head
II. Leader
III.Liaison
2. Informational
I. Monitor
II. Disseminator
III.Spokesperson
3. Decisional
I. Disturbance handler
II. Entrepreneur
III.Resource allocator
IV.Negotiator
1. Interpersonal
I. Figure head: A manager is a symbol of authority
and leadership. He performs duties of social and
legal work
II. Leader: A manager builds relationship with
subordinates and communicates with coaches
and motivates them and promotes innovations to
achieve the defined goals.
III. Liaison( between firm and its external
environment):
He has to maintain network of contacts outside
work units to get help and information that can
affect any aspect of the organization.
2. Informational
I. Monitor : Observe / seeks internal and external
information about issues that can affect
organization.
II. Disseminator: transmits meaningful information
obtained from internal and external sources to
organization’s people
III. Spokesperson:
 A spokesperson represents a company or
brand in public, delivering messages to
consumers and audiences to promote, build, and
maintain the brand's position.
 A manager may transmit information to public and
Government about the organization
3. Decisional :
I. Disturbance handler: A manager takes corrective
actions when organization faces any difficulty or
crisis
II. Entrepreneur (makes a profit):
Manager acts as a initiator, designer, and promoter
of change and innovation in an organization
III. Resource allocator:
The managers establish priorities among various
projects or programs and make budgetary
allocations to the different activities of the
organization based upon these priorities.
III.Negotiator:
A successful manager will know what they want to
get from the deal
  Levels of Management

 The 3 Different Levels of Management

 The term Levels of Management refers to the line of

division that exists between various managerial
positions in an organization.
 As the size of the company and workforce increases,
the number of levels in management increases along
with it, and vice versa.
1. Top Level of Management:
This level of management consists of an
organization’s board of directors or managing
director. It is the ultimate source of power and authority,
since it oversees the goals, policies, and procedures of a
company. Their main priority is on the strategic planning
and execution of the overall business success. 
Strategic Planning Process:

I. Prioritize your objectives.

II. Develop a plan.

III. Execute and manage your plan.

IV. Review and revise the plan

2. Executive or Middle Level of Management :
 These people are directly accountable to top
management for the functioning of their respective
departments, devoting more time to organizational and
directional functions.
 For smaller organizations, there is often only one
layer of middle management, but larger enterprises can
see senior and junior levels within this middle section
The roles and responsibilities of the middle
level of management:
I. Executing the plans of the organization in
accordance with the policies and directives laid
out by the top management level. 
II. Forming plans for the sub-units of the
organization that they supervise. 
III. Participating in the hiring and training processes of
lower-level management.  
 
IV. Interpreting and explaining the policies from top-level
management to lower-level management. 
V. Sending reports and data to top management in a
timely
VI. Evaluating the performance of junior managers. 
3. Supervisory, Operative, or Lower Level of
Management :
 This level of management consists of supervisors,
section officers or superintendent.

 They are primarily concerned with the execution and

coordination of day-to-day workflow that ensure
completion of projects.
The roles and responsibilities of the lower level of
management
I. Supervising and guiding their subordinates
II. Arranging the necessary materials, machines, tools,
and resources, etc. necessary for accomplishing
organizational tasks.  
III. Preparing periodical reports regarding the
performance of the workers