—_— Chapter Managerial Functions- 2 An Overview —— CHAPTER OUTLINE 2.1 Inter-Relationship of Managerial Functions 2.2. Managerial and Operative Functions 2.3. Managerial Functions and Managerial Levels 2.4. Brief Description of Managerial Functions 2.5 Roles of a Manager 2.6 Levels of Management 2.7 Skills of a Managers 2.8 Managerial Competencies In the previous chapter, management was defined as a process. The process of management consists of several inter-related activities. These activities or elements are known as the functions ofmanagement. A function is an activity that can be identified and clearly distinguished from other activities. There is no universally acceptable classification of managerial functions. Different authorities on the subject have given different classification of functions which a managerhas to perform. They have given different names of the same functions of management Henry Fayol described them as forecasting, planning, organising, commanding, coordinating and controlling. Lawrence Appley puts planning, executing and controlling. R.C. Davis identifies planning, organising and controlling, According to him, command and coordination facilitate control and should, therefore, be considered a part of it. E.F.L. Brech includes planning, motivating, coordinating and controlling among management functions. Louis Allen describes planning, coordinating, motivating, communicating and organising. George Terry mentions planning, organising, actuating and controlling. J.L. Massie states desision-making, organising: staffing, planning, controlling, communicating and directing. Lyndall Urwiek divides management| i | into forecasting, planning, organising, commanding and coordination, in communication and control. Avcording 10 James Lundy, manayement le x tak) coordinating, motivating and controlling the efforts of other ‘ Emest Dale has identified planning, organising, staffing, directing, controtfy Tepresentation. Newman and Summers pul thern as planning, organising. ead Luther Gullick has given a catchword ‘POSDCORB" which stands for inn organising, staffing, dir mentioned decision-making, executing, actuating, etc. as the function Thus, there is.a confusion regarding the functions of management. According t 1. “The most usefull method of classifying managerial function: O'Donn around the activities of planning, organising, staffing, directingand controlling. tic in practice to slice all management functions neatly into these categories, since the fi, tend to coalesce. However, this classification is a helpful and realistic tool for aa understanding, The various functions mentioned by different experts may be classified into these five cae as follows: ; Table 2.1 A Classification of Manage Functions Sub-function Function Planning Forecasting, decision -making, establishing objectives, poliey-mak programming, scheduling, budgeting, strategy formulation, problem solving, setting procedures, innovation, research. investigation, etc Organising Functionalisation, divisionalisation, depart mentation, assignmeni duties, delegation of authority, decentralisation, activity grouping, tak allocation, etc. Staffing Manpower planning, recruitmnet, selection, orientation, training development, placement, compensation, integration, maintenance, ec Directing or Execution or implementation of plans, guiding, counselling, supervisio Commanding or or overseeing, motivation or activating, communication, leadership, et Actuatin; i net * Setting standards, recording, measurement, reporting, review oc appa Comtrollin, £ or evaluation, corrective action, ete, aa RIAL FUNCTIONS TER-RELATIONSHIP OF MANAG ate clearly the various functions of manages! 21 In practice, it is not always possible to se : from one another. The different functions areso intertwined with each other that none of tie can be performed without the others. Every function contains elements of other pune ‘a a manager develops plans, he is also involved in organising to carry out the plans an 1. Principles of Management. pp. 47-48Managerial Functionssdn Overview inethods ofeontrol, Planning provides standard for contol, organisinghelps to determine sh ould take corrective action and directing sets the one For the level of achievernent, orwanisat Soturemust provide forelTestive direction and control Hach function blends into the other su provides input for the other functions, Thus, the management process (sum total « a seria) functions) is acomposite and circular process as shown in Figure 2.1 > Mlanning \ xz Cont Oruanising Management | | Proc / irene Staffing pe Fig. 2.1: The Management Process The process of management is continuous. Plans beget subordinate plans, old plans have to be ‘modified and new ones have 10 be developed. I ogically, planning precedes other functions but in reality amanager performs various functions simultancous|y. Therefore, itis impracticable to insist on a particular sequence of management functions, The management process may Stan from any point not necessarily from planning and end at any point. Moreover, at the same ‘ime several functions may be performed simultancously., Many writers point out that planning. organising and controlling are the basic or organic functions ‘hile staffing and direction are subsidiary or inorganic functions, But execution of plans requires direction of human behaviour. Staffing has become an important function due to growing significance of human resources. Managerial functions may be grouped into two categories v2. (i)Preparaiary functions or management in preparation consisting of planning, organizing od staffing: and (\i) Executive functions or management in action which includes directing and controling. Managerial functions are universal in nature. They have to be performed ‘respective of the size and nature of the organisation or the level of management. They are ssential in all types of organised endeavour Dale lias mentioned innovation and representation as functions of management. Innovation implies creative thinking. It involves any new system, procedure, technique, method, etc. that Contributes towards better accomplishment of objectives, Management is a creative task and ‘enazers are supposed toWevelop new designs, methods, techniques, new products and process Ve, to find new and better ways of doing things, Really speaking, innovation is a part of Planning. Planning for ‘change is an element of managerial planning. A manager prepares plans. PRA to adjust his organisation vo changing environment but to create change for improvement ‘nning is continuously seeking new and better ways of doing things. Representation hasManagemen: Principles and Apy Man Me aaittt#s 8 separate function kesping in min the executive who ats a he a regomPany to influence the external envionment. A mannees noe a firm to var For cant ne Sosety md eyotates to moquieretcutees andoarrortnee et ur rovcentmble, @ manager dels-with trade union, tide aseocinton acne to ti At ueht, consumer organisations, ee. to fulfill the social responsibilities of fear anne ott '$ combination of communication and exercise of authority. Morena sanager does not have the right to represent his firm formally. Nonsexceuines influence the corporate image. 2-2 MANAGERIAL AND OPERATIVE FUNCTIONS pyunteetial functions should be differentiated from the operative functions of busi Qhertive funtions include production, marketing, inancing personnel. ete Operaice ons according nutn a the fanctional areas of business. Operative or organic functions ane real gad the nature and size ofbusiness For instance, there i no production ureaca 24 retail store. On the other hand, managerial functions are essential in all organisations irrespective Satine, dian at size Every operative fmcton of business requires planning one acr staffing, directing and controlling. Each manager in charge ofa functional area performs a bat ‘managerial functions Plann Trregclationship between various functions of management may be described by an anal er {f management is a human body, planning constitutes its brain, organisation is its nervous Sore system, direction makes up the respiratory organ, and control stands fee he eyes. an me, Table 2.2 Managerial and Operative Functions Proble 5 the fn Managerial Functions Operative Functions faculti ra delibe | Planning 1. Purchasing forint 2 Onanising Financing pee: 3. Staffing 3. Personnel @ 1 4 Directing 4, Production i) y 5. Controlling Be Mais : pare i) y 2.3 MANAGERIAL FUNCTIONS AND MANAGERIAL LEVELS Gen Though the managerial functions are necessary at all levels of organisation, the relative © v Significance of different functions may not be the same at al lev, Is of management, The time () y Spent on various functions differs from one level to anoth, In general, planning and organising The plan are more significant at higher levels of management, Lower level ex ives spend comparatively the fiat, Fe art of their time on direction and controlling functions. A middle level een cris (4) font likely to divide his time more evenly among the different funetio ns. Athigher levels, planningis fe) layin {ong term and strategic while at lower levels it tends to be short term and operational plannii Short ten, The mix of managerail functions at different levels of management is shown in Figurive srial Functions-An Overview Manage P| Top Management Middle Controlling | Management Operating ‘Organising / Directing | Controlling | Management Fig.22: Proportion of Managerial Functions at Different Levels 2.4 BRIEF DESCRIPTION OF DIFFERENT FUNCTIONS OF MANAGEMENT Planning Planning is the most basic or primary function of management. It precedes other functions tecause a manager plans before he acts. Planning involves determining the objectives and selecting courses of action that will [ead to the achievement of predetermined objectives. It implies looking ahead and deciding in advance what is to be done, when and where itis to be done, how and by whom it is to be done. It involves thinking before acting i. problems and developing their solution. According to Henry Fayol, “planning means toa the future and make provision fori”, Planning.isa mental process requiring the use of intellectual faculties, foresight and sound judgment. It consists of forecasting, decision making and éeliberation. A plan is a predetermined future (projected) course of action. Itis today’s design for tomorrow and an outline of steps to be taken in future. Planning provides answers to the following questions (0 What actions are necessary to achieve the desired objectives; (ii) Why are these actions necessary; (ii), Who is responsible for these actions; (i) Where will these actions take place; (+) When will these actions take place; and (vi) How will these actions take place. = eetie process consists of (a) determination of objectives, (b) forecasting or ant icipating br lure, (c) decision making ie choosing @ course of action from available alternatives, « Keauiation of policies, programmes, budgets, schedules, etc, to achieve the objectives, pre down of procedures and standards of performance, Planning may be Jong term or term, Planning is a pervasive function and managers at all levels have to prepare plans.26 Management: Principles and Application Planning is always goal-oriented and it involves choice among alternative courses of act Planning is also a continuous or on-going process. Planning enables us to do things in an orderly and efficient manner, Itis helpful in more effective achievement of goals. Pian enables an organisation to face uncertainty and change, It correlates the organisation future, Planning is a prerequisite to every effective action Organising Onee plans are formulated, the next step is that of organising. Organising is the pr establishing harmonious authority-responsibility relatioy .hips among the members of enterprise. The network of authority-responsibility relationships is known as organi structure. Such a structure serves as the framework within which people can work effectively for the accomplishment of common objectives. Organising is an important use it is through organising that a manager brings together t and human resources required for the achievement of desired goals. According to Fayol organise @ business is to provide it with everything useful to its functioning-raw material. tools, capital and personnel.” According to Oliver Sheldon “organisation is the process of combining the work which individuals and groups have to perform with the facilities necessary for its execution that the duties so performed provide the best channels for the efficient a systematic, positive and coordinated application of available efforts.” A sound organisati helps to avoid duplication of work and overlapping of effort. However, an organisation structu isnotan end in itself, It should, therefore, be designed to fit into the needs and objectives of particular enterprise of management bee i mate! The process of organising consists of the following steps: (2) determining and defining the activities required for the achievement of organisational goals: (4) grouping the activities into logical and convenient units; assigning the duties and activities to specific positions and people; delegating authority to these positions and people; fixing responsibility for performance; and (/)_ coordinating horizontal and vertical relationships throughout the organisation. Thus, organising is the process by which the structure and allocation of jobs Staffing Staffing is the process of filling all positions in the org personnel. According to Koontz and O'Donnell, recruitment, selection, compensating, training, promotion and retirement of subordinate managers”, Staffing consists of manpower planning, recruitment, selection, training compensation, promotion and maintenance of managerial personnel, It involves finding the right person for the right job, having him in the right place, doing the right job at the right time The objective of staffing function is to obtain competent employees and to provide the climate are determined. anisation with adequate and qualified “staffing is the executive function involv impor Staff Staffir judger manag most i mainte succes Inbigo advice:anagerial FunetionseAn Overvien rpemost conducive to superior performance, Staffing is the responsibility of every which will : whieh or Unless the manager fi Ifills his function of seeing that a constant stream of subordinate manager. recruited, selected trained, developed and promoted, he isnot fulfilling one of his, managers is . most crucial duties. oid under-utilisation of personnel as well as shortages of personnel rr elpful in discovering talented people and developing them to move up the corporate saasce Even) organisation is concerned about the quality of its rs. Managerial talet i is the most valuable asset of an organisation and therefore, staffing manaasFthe most important fantions of management, Inthe absence of competent manaaes i eperatives, an organisation is amere skeleton that has no Ti and no fruitful activity. An important body of Knowledge and experience has, been developed in the area of staffing staffing isan ongoing activity of managers. Efficient staffing helps to npower, especially it manage Stating function is dificult as it deals with the human factor where completely objective sidsement is not always possible. Staffing isthe comerstone of management because No saeaesercan be effective without theright approach tothe staffing job, Human beings are the vhost important asset of an organisation. ‘Therefore, efficient procurement, development, aavvstenance and utilisation of human resources, particularly, managersis indispensable for the successful working of every organisation. Jnbig organisations there is a separate personnel department. But this department provides expert ‘disse andassistance in staffing to line managers. Every manager is actively involved in the selection, ‘raining and appraisal of his subordinates. Staffing significantto every manager because it provides competent personnel for efficent working of his unitand it ensures ateam of competent successors to him. Therefore, staffing can be described as a pervasive or essential function of management. Staffing is a continuous process because the work force of an enterprise is subject to constant change. Changes in the organisation create new jobs and these must be filled. Staffing function has become important with growing size of organisation, technological sévancements and recognition of the human factor in industry; staffing is more than mere acquisition ofppersonnel. itis “concerned with the placement, growth and development ofall those member ofthe organisation whose function is to get things done through the efforts of other individuals Staffing is an executive function which involves the recruitment, sele. 2, promotion and appraisal of subordinate managers, Staffing is sometimes differentiated from personnel management which is concemed with non-managers, i.c., workers, salesmen, clerks, ele. Directing Hepes seg rig and staffing prepare the enterprise for work. But no results ean be atained tle ie plan ae implemen, Direction tilaies ction ‘and puts the organisation into a i, therefore the life spark of an enterprise, Direction consists of guiding, supervising sndmotvating the subordinates towards the achievement of planned goals implies moving ction, It is the process by which actual performance of subordinates is guided towards , Tocompite and ro maintain close comacts with operating re te in operating decisions. 4, Toparticipa ate among themselves 80 a department. isory personnel to work for organisational goals and operative personnel. 5, To cooper as to integrate oF coordinate various parts of a division of To motivate Superv n supervisory To develop and tr’ ry Operating Management he lowest level of management. It consists of plant superintendent, ‘ales officer, accounts officer, etc. They are day problems. They maintain personal contacts ‘and file and is directly concerned with the vers of jobs. Operating managers are expected to get work done from the staff under Pes control. They lead an active, hectic, often interrupted work life, spending most of their 1 aring for problems ofthe moment. They are the only managers who ime communicating an ae emanage other managets. They are caught between labour and management, According a exis supervisory management “refers to grades of exeeutive leadership whose ‘work has ‘odo langely with personal oversight and direction of operative employees”.! The operating sconagers plan, implement policy, organise, instruct and guide personnel and control performance. “They seme the link between management and workers. Their authority and responsibility is tested bt the quality of workmanship and the quantity of output depends on their efficiency «and effectivencess. They are responsible for directly managing operatives and resources. “The functions of supervisory management are as follows: 1. Toplan day-to-day performance within the goals laid down by higher authorities ‘Toassign jobs to workers and to make arrangements for their training and development Superviso supervisory managements ss: foremen and front line spervisors, Seecemed with technical routine and day-to~ Sh operatives. It involves management of rank To supervise and control workers and to maintain personal contact with chargehands. To arrange materials and tools and to maintain machinery. To see and mit workers by explaining work procedures, solving their problems, To maintain discipline, morale and good human relations among workers. 7. To teport feedback information and workers’ problems which cannot be solved at the supervisory level The Fundamentals of Top Management, p. 145.Management: Principles and Applicar 2.7 SKILLS OF A MANAGER In modern business, the job of a manager has become very complex. Different typ, skills are required to manage effectively a large organisation ina dynamic environme These skills of a manager have been classified into three categories, namely technica human and conceptual skills! 1, Technical skill: Technical skill ret equipment, processes, techniques and pro These skill require specialised knowledge and proficiency in the mechanics of , particular job. Ability in programming and operating a computer is, for in technical skill. Managers need technical skill to guide and train subordinates. The cannot manage the activities of their subordinates if they do not know how the jobs are done, People with technical skills are recognised as experts at what they do, There are two things a manager should understand about technical skills. In the first place, he must know which skills should be employed in his particular enterprise and be familiar enough with their potentiality to ask discerning questions of his techni advisers. Secondly, a manager must understand both the role of each skill employed and the inter-relationships between the skills. The nature of technical skill is twofold The manager should have developed some expertise in the work being done. Secondly there are skills involved in the work being done. 2, Human skilt: Human skill consists of the ability to work effectively with, understand and motivate other people both as individuals and as members of a group, Such a skllis required to win cooperation of others and to build effective work teams. Such skills require a sense of feeling for others and capacity to look at things from other point of view. Human skills are reflected in the way a manager perceives his superiors, subordinates and peers. A person with human skills is sufficiently sensitive to the needs and motivations of others in his organisation so that he can judge the possible reaction to and outcome of various courses of action. With human skills, managers can resolve intra and inter group conflicts, An awarencess of the importance of human skills should be part of a manager's orientation and such skills should be developed throughout the career, While technical skills involve mastery of inanimate objects or ‘things’, human skills are concerned with understanding of ‘people’ 3. Conceptual skilt: Conceptual skill comprises the ability to see the whole or ganisation and the inter-elationships between its pars, This skill refers to the ability to visuals the enterprise as a whole or to consider a situation in s totality. These skills involve understanding abstract ideas, constructing models and relationships, and anticipatité consequences of planned actions. Conceptual skill is the mental ability to coordinate at Integrate all ofthe organisation's interests and activities, Itinvolves the manager's abl fers to the ability and knowledge in usin edures involved in performing sp Robert L ills of an Effective Ad ebm 1955 and Sept.-Oct,, 1974 trator”, Harvard Business Review. Janusint o! rior nee tion esolve ould yumat sation ali pvolve ating te 2 abilit peut An Overview 2.15 anagerial Functions tosee the organisation Tealso involves the manager fost the whole organisation, Sul environment, 10 analyse the Forves working i farsighted view of the organisation. Conceptual skill also includes the competence to Javjestanda.problem inal tsaspects and to use original thinking in solving the problem Such competence is necessary for gational decision-making. A manager needs enough SMtsetual kil o recognise how the various factors in 8 ven situation are inter-related so that the actions taken will be in the best terests of the total organisation. “us, tecnical skill deals with jobs, human skill with persons and con pptual skill with tens These three types of skills are interrelated and they are requ ed by all managers. But the proportion or relative significance of these skills varies with the level of management as shown in Fig. 2.4. land how its parts depend on each other. and how a change in any given part can h skills help the manager to conceptualise the na situation and to take a broad and nasa whole and to underst ity to und ‘Top Management {\Conceptual skill Huma Middle Management ski First Line | Technical’ Supervision |_kill Fig. 2.4 : Managerial Skills at Various Levels retenets : a alee important at the supervisory or operating level where a close perce I ee to guide workers. As one moves up the management § ano less important. Higher level managers deal with subordinate managers and specialised technical knowledge is comparatively less important for them. Conceptual ski i iaipfeiasod batters eye for top management which is responsible for formulating inte reae policy decisions, and relating the total business enterprise to its Eee ‘Thus, the relative importance of conceptual skills increases as we Tawi ee Human skills are important at all levels Rnaaaaenca videplaiaa as management isthe process of getting thi Bee tee academe res cetoie rote, ne tn el . R s is the most imy 10st important at the lowe: interactions take place, st level, where the greatest number of superior-subordinate Thus, all the 1 three skills are essenti t ie ssential to effective mana, relative i ific manager depends on his or her rank in the ak pang ae trees? ion.Management Prineptes ancd Management skills are transferable from one enterprise to another and from one ocuy the other, A retired anny officercan make an effective manager because of the tra of managerial skills. Managerial skills are transferable because of the universst Managerial tasks, Managers in industry are often called upon to serve in govern, because they know government bin because they know management and va ively by making good use of people who have techn al knowledge. A successful should be an all purpose manager, a man of all organisation psterability of skills from busi jons in the t tual skills may be easily transferable but the compe However, there are limita situations. Human and co experience in one omanisation are no guaranice of suce For instance, most of our civil servants have failed to manage efficiently the publi jertakings. In the words of the Estimates Committee, “the administrative services 4 constitute a satisfactory source of recruitment of staff for the management of commer enterprises of government.” 2.8 MANAGERIAL COMPETENCIES While sills are important for managers, another term which has become relevant in manaveme ature is managerial ‘competencies’. The term competence was first brought to focus b David Me Clelland in 1973 in his paper, “Testing for competence rather than intellig this paper he reasons that intelligence tests are not sufficient to evaluate the capabilities o manager. Competence is what distinguishes a successful manager from an average Competencies may include combination of personality traits, skills, knowledge ete, thus competencies are a broader concept than skills. Further, the competencies can be developsé in people making them more effective in their jobs. Though researchers agree on the importance of competencies in managers. there are dill approaches to define and understand what constitutes competencies. Two major approasies ‘o understanding the concept of managerial competencies are the United Kingdom approoss (work-oriented) and the US Approach (worker-oriented), The latter is more popular United Kingdom Approach or the Work -oriented Approach to Competency This approach was propagated by the UK's Management Charter Initiative in 1988. Ths approach focuses on the behavioural aspect of competency, The aim was to raise the stand! of management professionals. Under this approach, competency is defined as a set of behav patterns that help the employee to perform tasks and functions effectively. The initiative ws led by employers. Every qualification is based upon a series of “occupational standards” derive! from that occupation’s “key role”. These were considered benchmarks of best practic A of standards were developed for managers at various levels. These standard could be use appraise and train managers. This approach identifies the outcomes expected trom ajob ¥" it is performed adequately, It was anticipated that a restructuring of assessment (0 outputs (workplace performance) rather than inputs (knowledge, periods of appren’*"" attendance on courses) would have far-reaching results This approach is criticized bes on characteristi is a capability social role, oF a While differen measure given ‘categorized int for performing: performance J explained bela 1. Expertis 2. Knowle function 3 Basic ¢ assortm 4 Cognit They in thinking ecform S Emotio; Emotion ae Boas 2M Clea Vol. 28 y Boyarzs, January 3Manage” {he attributes required to accomplish ct all’ approach. Further, i Fcieniy.Hewas faced criticism for is sone size fit ing the paperwork without aly benefitin terms of managerial identifi ree activities . many 08 simply inere’ was open. These stances were Wiriyn in 2015. Workeroriented Approach or Input Approach to Competencies pproach to understanding manag David McClelland and Richard Boyatzis who were supported by the im was to design a program where managers could at “competence is an underlyi US Approach or t {al competencies. ‘The proponents o pis is the popular ap I competen prop f approach include a gement Association, The earn COT ‘authors were of the opinion t xetmacersiceauselly related to superior performance,” (Boyatzis 1982! ; McClelland, 1973") Ths approach is also known as the worker oriented approach or the input approach ta sa tment competency. Boyatzis builton MeClelland’s research on competencies sand focused na characteristics of managers which are related to effective performance. Thus, comp capability or ability and includes motives, traits, skis, altitudes, aspect of self-image or see clesle, ora body of knowledge which the manager uses to complete the job successfully: American Ma petencies. Both the syhileaitterent researchers use different frameworks and competencies, we diseuss « popular speasure given by Royalzis. Boyatzis identifies a number of competencies which were ae tcporized into six clusters. Three clusters were considered thresitold competencies (required -perfomming the job properly) and the other tree clusters distinguish ontstanding managerial performance from average performance. The coipeteney model given by Bayaizis’ is explained below: 1. Expertise and experience: This is a threshold level of competency. ., procedural, Knowledge: This is athreshold level competency and includes declarati functional and metacognitive knowledge. 3. Basie cognitive competency: This is also a threshold competency. It includes an assortment of basic cognitive competencics, such as memory and deductive reasoning. 4. Cogntive intelligence competencies: These are required for outstanding performance They include aspects such as systems thinking and pattern recognition. This refers to thinking or analyzing information and situations which helps in effective or superior performance. 5. Emotional intelligence competencies: These also help n distinguishing performance Emotional intelligence includes self-awareness and self-management competencies, such 1 Beyaizis, RE. (1983), The Competent Manager: A Model for Effective Performance, Wiley, New York, NY, 2. McClelland, D.C, (1973), "Testing f z , ). "esting for competence rather thon for intelligence", American Psychologist wees 8 ip fo intelligence", Paychologi 3 Boyatzis, RF, (2008), "Competencies in the 21s} cent Journal of Management Development January 2008, pp 5-12 NanceManoygoment: Principles and A, 88 emotional self-awareness and emotional self-control. I is an ability to understand, and use emotional information about oneself which help performance %+ Social intelligence competencies: This cluster is also part of the dist ierial pert relationship management competencies, such as empathy and teamv ability 10 mance group. It includes social awar ize, understand and use emotional information about others and it for superior work performance ignificance of Competencies Framework Competencies are a versatile tool to understandin; than others. The emotional, social, and cogniti Personality to action and job performance. Various competency frameworks help in identi what competencies should be focused on and are instrumental in human resource deve applications like recruitment and section. Further, competencies can be developed. Thus, ial competencies can be identified and filled through training and developm: programs. Competencies also help in performance appraisal and feedback. Thus, competenc help in attaining high quality work and making the managers more effective. ed to continuously improve organisational performance has never been greater then i today’s complex and dynamic environment. Fnsuring proper formulation and implementation of strategies is vital for the managers. Managerial competencies are in focus because the can help in recruiting and training managers who are capable of dealing with the complex environment. A number of modern enterprises are adopting competency models as essential ‘management technologies to enhance their competitiveness, i TEST QUESTIONS 1 1. “Management is simply the process of decision-making and control over the action of ‘human beings for the express purpose of attaining py this statement, discuss the various functions which cons -determined goals”, Inthe light © stitute he process of manager 2, Give a generally accepted classification of managerial functions function in brief and describe every To manage is to forecast and plan, to organise, contro!” Discuss. to command, to coordinate and © 4, Discuss the nature and significance of stalling function o management, Do you think staffing is the most important function of management? Mancxgeriol 5, Expl a hoes mani 7, Diset How level 9, “Mat them 10. “Am 11. Expl 12. “Aco come 13, What US a 14. Write fF @ I © dD @ F ©) a fom the cla * Cko Mana * Produ * Huma © Marke ~ Factor * Sales |Jifferent levels of rence between the various iegplain the intentep ive significance of managerial functions at Deseri ment. ther constitute the process of management functions that tog agement? Briefly explain the fur +, piscuss the ions of different sow will you sassy the levels of man ment §. eafanagement implies the Skill in getting things done” the managerial Skills required at various levels. Jevels of mANAE + Jn light of this statement explain iple roles”. Comment agerial roles as identified by Mintzbers, edl.as a capability oc ability’. Comment explaining the concept of 4 manager performs mult Explains > “Acompetency is defin competencies. 5. What do you understand by the Ds approaches to competence Which is more popular? term ‘managerial competencies"? Explain the UK and 4. Write short notes on: (2) Functions of a manger (b) Levels of management (©) Managerial skills (@ Roles of a manager (e) Managerial competencies PRACTICAL EXERCISES u 1. ROLE PLAY ~ GROUP ACTIVITY som the class students can assume the following role + CEO + Managing Director * Production Manager Human Resource Manager Marketing Manager ictory Supervisor Sales Persons220 Management: Principles and Application. You are the employees of XYZ Ltd. Assume that your organisation wants to launch a ney product, Through role play discuss the skill set necded and functions to be performed by cach student in his given role for launching this product 2. CASE STUDY: A DAY IN THE LIFE OF A BANK MANAGER culars of the case Please open the link below and read the pi hups:/Awww.ed.ac.uk/files/imports/fileManager/bank’20manager’%20%28hbos”29 pat Based on the above case answer the following questions: 1. What functions are performed by the bank manager? 2. In reference to Mintzberg’s roles, what roles are assumed by the manag the above case?