managers are made or born

8/8/2019 Managers Are Made or Born

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MANAGERS AREMANAGERS ARE

MADE OR BORN?MADE OR BORN?



Who is a Manager?Who is a Manager?

There large number of people who work at various level andThere large number of people who work at various level andpositions and are basically responsible to get the work done.positions and are basically responsible to get the work done.

Popularly, they are managers.Popularly, they are managers.

They per form important work as restaurant manager, f inanceThey per form important work as restaurant manager, f inancemanager ,R&D manager, Ship Captain, Chairperson and CEO.manager ,R&D manager, Ship Captain, Chairperson and CEO.

These individuals work may in diff erent types of organization with These individuals work may in diff erent types of organization with diff erent purposes but all of them have one thing in commondiff erent purposes but all of them have one thing in common--theytheypractice management.practice management.

Our society depends upon the goods and services pr ovided by theOur society depends upon the goods and services pr ovided by theorganization and these individuals manage.organization and these individuals manage.

The manager get authority, accept responsibility, delegate the power The manager get authority, accept responsibility, delegate the power

to act, establish accountability and assume leadership within theto act, establish accountability and assume leadership within theorganization.organization.

There main f unction is to make optimum use of both human andThere main f unction is to make optimum use of both human andnonnon--human resources.human resources.



Who is a Manager?Who is a Manager?

Every one of use is inf luenced by the action of Every one of use is inf luenced by the action of manager daymanager day--in and dayin and day--out.out.

It is because we come into contact with theIt is because we come into contact with theorganization every day.organization every day.

Our experience may be as customer of aOur experience may be as customer of abusiness, students in a college, patients in abusiness, students in a college, patients in ahospital or citizen of a state.hospital or citizen of a state.

Our satisf action largely depends on theOur satisf action largely depends on the

individuals who manage the organization.individuals who manage the organization. All organization are guided and directed by the All organization are guided and directed by thedecisions of one or more individuals who aredecisions of one or more individuals who aredesignated as managers.designated as managers.



Importance of ManagersImportance of Managers

1.1. Managing limited resources:Managing limited resources:--The socioThe socio--economic andeconomic andpolitical structure in the country has posed seriouspolitical structure in the country has posed seriouschallenges before the managerial society. It is f acedchallenges before the managerial society. It is f acedwith industrial crisis as well as social pr oblem within thewith industrial crisis as well as social pr oblem within the

f ramework of the nation¶s economy. It is a delicatef ramework of the nation¶s economy. It is a delicatepr oblem how best to utilize the country¶s limitedpr oblem how best to utilize the country¶s limitedpr oductive resources both for the immediate benef it of pr oductive resources both for the immediate benef it of the stricken economy as well as for the f uture corporatethe stricken economy as well as for the f uture corporategr owth. It is now upto the management to adjust itsgr owth. It is now upto the management to adjust its

rationale resources in order to permit a blending of rationale resources in order to permit a blending of those two objectives in a smooth pattern. We need athose two objectives in a smooth pattern. We need af resh appr oach to the management of our economicf resh appr oach to the management of our economicpr oblem at both the macr o and micr o levels.pr oblem at both the macr o and micr o levels.




2.2. Expectation f r om managers:Expectation f r om managers:--There isThere is

nothing more vital in modern society thannothing more vital in modern society than

managers. Th

ey are planners,managers. Th

ey are planners,pr oducers, marketers and are the menpr oducers, marketers and are the men

who are expected to make thingswho are expected to make things

happen. They are the key f igure in thehappen. They are the key f igure in the

technical task of the creation of wealth.technical task of the creation of wealth.




3. Keeping pace with changes:3. Keeping pace with changes:--Managers areManagers areresponsible for the execution of work per formedresponsible for the execution of work per formedby the others. Primarily, they are concerned with by the others. Primarily, they are concerned with

the accomplishment of business objectives. Bigthe accomplishment of business objectives. Bigchanges are taking place in the social,changes are taking place in the social,economic, political,and technological f ields alongeconomic, political,and technological f ields alongwith revolution in information technology.Thesewith revolution in information technology.Thesechanges are rapidly inf luencing our thniking andchanges are rapidly inf luencing our thniking andmanner of dealing with various things. Managersmanner of dealing with various things. Managersmust view these changes in true perspective andmust view these changes in true perspective andmust make efforts to cope up with them.must make efforts to cope up with them.




4. Service to the Society:4. Service to the Society:--The managersThe managers

have become institutional men in society.have become institutional men in society.

W

ith

th

e wideningof

th

eir o

utloo

ko

n men,W

ith

th

e wideningof

th

eir o

utloo

ko

n men,materials and methods, they are totallymaterials and methods, they are totally

changed men. They have come to changed men. They have come to

recognize that their responsibilities andrecognize that their responsibilities and

obligations go beyond the narr ow conf inesobligations go beyond the narr ow conf inesof the organization they serve and extendof the organization they serve and extend

to the society at large.to the society at large.



Characteristics of ManagersCharacteristics of Managers

Following are the characteristics of Following are the characteristics of managers:managers:--

1.1. Managers pref er oral to writtenManagers pref er oral to writtencommunication.communication.

2.2. Managers maintain a vast number of contacts,Managers maintain a vast number of contacts,spending most time with subordinates, linkingspending most time with subordinates, linkingthem with the superiors and others in athem with the superiors and others in acomplex network.complex network.

3.3. Manager pref er like actionManager pref er like action--breif , specif ic, wellbreif , specif ic, well--def ined activities that are current , nondef ined activities that are current , non--r outiner outineand nonand non--ref lective.ref lective.



Characteristics of ManagersCharacteristics of Managers

4.4. Manager do much work at a f ast pace.Manager do much work at a f ast pace.

They never catch up.They never catch up.

5.5. Managerial tasks are characterized byManagerial tasks are characterized bybrevity, variety and f ragmentation.brevity, variety and f ragmentation.

6.6. Much managerial work is initiated byMuch managerial work is initiated by

others. Managers diff er enormously inothers. Managers diff er enormously in

the extent to which they contr ol their ownthe extent to which they contr ol their own

density.density.



Qualities to become Successf ulQualities to become Successf ul

Manager Manager 1.1. Managerial Ability:Managerial Ability:--In order to manage theIn order to manage thebusiness well, the manager is expected to business well, the manager is expected to possess the following skills:possess the following skills:

a. Oral and written communication.a. Oral and written communication.

b. Decision makingb. Decision making

c.c. LeadershipLeadership

d.d. Delegation and contr olDelegation and contr ol

e.e. Planning andorganizingPlanning and

organizingf .f . Information gathering and pr oblem analysisInformation gathering and pr oblem analysis

g.g. Willingness to lead othersWillingness to lead others

h.h. Self Self --objectivity.objectivity.




Manager Manager 2.2. Motivation to Manage:Motivation to Manage:--Motivation to Motivation to manage has seven dimensions:manage has seven dimensions:

a.a. Desire to engage in occupational competition.Desire to engage in occupational competition.

b.b. Desire to

assertonesel

f and take c

harge.Desire t

oassert

onesel

f and take c

harge.c.c. Desire to exercise power and authority over Desire to exercise power and authority over

others.others.

d.d. Desire to stand out f r om the cr owd.Desire to stand out f r om the cr owd.

e.e. Desire to

engage in gamesor sp

ortsDesire t

oengage in games

or sp

ortscompetition with peers.competition with peers.

f .f . Sense of responsibility to carry out the r outineSense of responsibility to carry out the r outineduties.duties.




Manager Manager 3. Opportunity to Manage:3. Opportunity to Manage:--These are the days of ³downThese are the days of ³down--sizing´. Many f irms have intr oduced goldensizing´. Many f irms have intr oduced golden--handshakehandshakeand VRS to their employees. As af ter and VRS to their employees. As af ter--eff ects of eff ects of liberalization looms large, many people are bound to f eelliberalization looms large, many people are bound to f eel

f rustrated over the pr ospect of leading bright carrier inf rustrated over the pr ospect of leading bright carrier inmanagement jobs. Normal turnover, thr ough deaths,management jobs. Normal turnover, thr ough deaths,retirements and carrier changes will open lot manyretirements and carrier changes will open lot manymanagerial position in the years ahead. Managers canmanagerial position in the years ahead. Managers canhave openings in nonhave openings in non--pr of it organization or diversif y into pr of it organization or diversif y into

small scale sector as entrepreneur small scale sector as entrepreneur-- manager. In spite of manager. In spite of periodic ups and downs in job markets, there will beperiodic ups and downs in job markets, there will beregular need for those having right combination of abilityregular need for those having right combination of abilityand motivation to manage.and motivation to manage.




Manager Manager 4. Transf erable Skills:4. Transf erable Skills:--However, anHowever, an

individual who is expert in managing oneindividual who is expert in managing one

activity can transf er his managerial skills to activity can transf er his managerial skills to

another activity. The higher on theanother activity. The higher on the

managerial scale a manager is, the moremanagerial scale a manager is, the more

will be he expected to spend his time inwill be he expected to spend his time in

managing. The more expert a manager,managing. The more expert a manager,the greater the range of activities he canthe greater the range of activities he can

manage.manage.




Manager Manager 5. Miscellaneous Qualities:5. Miscellaneous Qualities:--

a.a. Adaptability to change. Adaptability to change.

b.b. Sensitivity to new values.Sensitivity to new values.

c.c. Higher standard of ethics to meet socialHigher standard of ethics to meet social

values.values.

d.d. Skill to deal with conf licting interest gr oups.Skill to deal with conf licting interest gr oups.

e.e. New and sophisticated skill in motivatingNew and sophisticated skill in motivatingemployees.employees.

f .f . Conf idence and enthusiasm to manage stress.Conf idence and enthusiasm to manage stress.



Functions of a Manager Functions of a Manager

The Chief Executive Off icer delegates powers to The Chief Executive Off icer delegates powers to the managers.the managers.

The managers have to look af ter keyThe managers have to look af ter keyadministrative tasks in order to relive the topadministrative tasks in order to relive the topmanagement of the burden of decision making,management of the burden of decision making,planning and execution.planning and execution.

The manager should be a man of vision and aThe manager should be a man of vision and amaster of strategy.master of strategy.

The manager should be ³thought man´, ³man of The manager should be ³thought man´, ³man of action´ and ³f r ont man´.action´ and ³f r ont man´.

In, practice it is not easy to get person having allIn, practice it is not easy to get person having allthree qualities.three qualities.



Functions of a Manager Functions of a Manager

The main f unctions of manager are:The main f unctions of manager are:

a.a. To evaluate the needs of business.To evaluate the needs of business.

b.b. To chalk out f urther plans to benef it the business.To chalk out f urther plans to benef it the business.

c.c. To prepare budgets and sanction expenditure onTo prepare budgets and sanction expenditure on

diff erent tasks.diff erent tasks.d.d. To formulate departmental policies.To formulate departmental policies.

e.e. To ensure eff ective execution of policies.To ensure eff ective execution of policies.

f .f . To exercise contr ol over men and materials.To exercise contr ol over men and materials.

g.g. To pr ovide impr oved results to the management.To pr ovide impr oved results to the management.

h.h. To make available optimum level of output of goodsTo make available optimum level of output of goodsand services.and services.

i.i. To plan short term and long term activities.To plan short term and long term activities.



Role of a Manager Role of a Manager

There are three r oles of manager:There are three r oles of manager:--

1.1. Interpersonal Roles.Interpersonal Roles.

2.2. Informational Roles.Informational Roles.3.3. Decisional Roles.Decisional Roles.



Managerial RolesManagerial Roles

Interpersonal Roles

Figurehead

Leader

Liaison

Informational Roles

Monitor

Disseminator

Spokesperson

Decisional Roles

Enterpreneur

Conf lict-handler

Resource-allocator

Negotiator



Challenges in f r ont of ManagersChallenges in f r ont of Managers

2. Personnel:2. Personnel:--

a.a. To manage people objectivity.To manage people objectivity.

b.b. To ensure optimum utilization of humanTo ensure optimum utilization of humanresources.resources.

c.c. To deal with organized labour.To deal with organized labour.

d.d. To practice participative management.To practice participative management.e.e. To accept social responsibility.To accept social responsibility.




3. Pr oduction:3. Pr oduction:--

a.a. To undertake resultTo undertake result--oriented appr oach.oriented appr oach.

b.b. To exercise quality contr ol.To exercise quality contr ol.c.c. To intr oduce economy at all stages.To intr oduce economy at all stages.

d.d. To agree to work as a member of To agree to work as a member of

coordinated gr oups.coordinated gr oups.e.e. To take note of envir onment.To take note of envir onment.




4. Marketing:4. Marketing:--

a.a. To create customer.To create customer.

b. To f inalize marketing mix.b. To f inalize marketing mix.a.a. To manage change.To manage change.

d.d. To cater to ever widening horizons.To cater to ever widening horizons.

e.e. To learn to manage pressure to time.To learn to manage pressure to time.



Are Managers Made Or Born? Are Managers Made Or Born?

Invariably, managers have to put in hardInvariably, managers have to put in hard

work.work.

To

succeed in their career, t

hey must

haveT

osucceed in t

heir career, t

hey must

havestr ong nerves.str ong nerves.

They must learn to live with sterss andThey must learn to live with sterss and

tension.tension.




Successf ul managers must possessSuccessf ul managers must possessattributes like:attributes like:

1.1. Mental:Mental:--sharp memory, initive, patience,sharp memory, initive, patience,presence of mind etc.presence of mind etc.

2.2. Physical:Physical:--high stamina, sound health,high stamina, sound health,eff ective voice etc.eff ective voice etc.

3.3. Vocational:Vocational:--leadership qualities,leadership qualities,technical skill, uptechnical skill, up--toto--date knowledge,date knowledge,public relations etc.public relations etc.




Some of these attributes are found to beSome of these attributes are found to beinborn in successf ul managers.inborn in successf ul managers.

They can cultivate other attributes f r omThey can cultivate other attributes f r omtraining and management developmenttraining and management developmentpr ogrammers.pr ogrammers.

Managers today need specializedManagers today need specialized

knowledge and vision.knowledge and vision.Most managers are ³made´ only f ew areMost managers are ³made´ only f ew are³born´.³born´.



ConclusionConclusion

No time is too early (or too late) for No time is too early (or too late) for

developing managerial qualitiesdeveloping managerial qualities

Set yo

urselves a goal and manageSet y

ourselves a g

oal and manageyourselves to achieve ityourselves to achieve it

Become a Manager Become a Manager



THANK YOUTHANK YOU

managers are made or born

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