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 of management. 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 manager has 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 deseribes 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 Unwick divides managementBe one Management: Principles and Appi ican omy 22 __ planning, organising, commanding and coordination, i into forecasting P ination, investigat in tunication and contro) Bae eo James Lundy, management i tack of ae on aiwvating and controlling the efforts of others towards a specific Hens staffing, directing, controlling, innovation ad ‘oordinating, Epnest Dale has identified planning, organising, ‘enman and Summers put them as planning, organising, leading and conto SDCORB’ which stands for initials of Been ning, representation sere Gullick bas given a catchword "PO panisng, staffing, directing ‘Soordinating, reporting and budgeting. Some writers have creed decision-making excting, actuating ote asthe functions of management, rus there sa confusion regarding the functions of management. According to Ki , there i ° pent Aces oontz and hus el, “The most useful method of classifying managerial functions is to group th ode activities of planning organising, staffing, directing and controlling. It isnot Basi samyactce to slice all management functions neatly into these categories, since the function, tendo coalesce. However, this classification is a helpful and realistic too! for analysis and understanding.’ ‘Te various functions mentioned by different experts ay be classified into these five categories asfollows: able 2.1 A Classification of Managerial Functions ‘Function ‘Sub-function Planning Forecasting, decision -making, establishing objectives, policy-making roving, scheduling, budgeting, strategy formulation, probleme Pre amatng procedures, innovation research, investigation, Organising Frunctionalisation, divisionalisation, departmentation, assignment of aancacretegation of authority, decentralisation, activity grouping. ws allocation, etc. Staffing Manpower planning, recruitmnet, selection, orientation, training, eran, pacement, compensation, integration, mantenans: Directing or Execution or implementation of plans, guiding, counselling, supervision ‘Commanding or or overseeing, motivation or activating, ‘communication, leadership, et: Actuatinj ‘ fe san in Setting standards, recording, measurement, reporting, review or appraisal or evaluation, corrective action, ete GERIAL FUNCTIONS jons of management 2.1 INTER-RELATIONSHIP OF MANA‘ + that none of them Jearly the various functi tertwined with each othe elements 0! other functions. AS 1 the plans and In practice, it is not always possible to separate cl from one another. The different functions are so int can be performed without the others. Every function contains a manager develops plans, he is also involved in organising t0 carry out ae 1. Principles of Management. pp. 47-48.Managerial Functions-An Overview 23 methods of control. Planning provides standards for control, organising helps to determine who should take corrective action and directing sets the tone for the level of achievement, organisation structure must provide for effective direction and control. Each function blends into the other and provides input for the other functions. Thus, the management process (sum total of managerial functions) is a composite and circular process as shown in Figure 2.1 Planning Controlling Organising Management Process Directing Staffing NU 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 to be developed. Logically, planning precedes other functions but in reality a manager performs various functions simultaneously. Therefore, itis impracticable to insist on a particular sequence of management functions. The management process may start from any point not necessarily from planning and end at any point. Moreover, at the same time several functions may be performed simultaneously. Many writers point out that planning, organising and controlling are the basic or organic functions while 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 viz. (i) Preparatary functions or management in preparation consisting of planning, organizing and staffing; and (ii) Executive functions or management in action which includes directing and controlling, Managerial functions are universal in nature. They have to be performed irrespective of the size and nature of the organisation or the level of management. They are essential in all types of organised endeavour. Dale has 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 ‘managers are supposed to develop new designs, methods, techniques, new products and process i.e., 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 not only to adjust his organisation to changing environment but to create change for improvement. Planning is continuously seeking new and better ways of doing things. Representation hasManagement: Principles and Applicat, stow keeping mind the executive who ae the spokestnan gp h sternal environment. A manager represents a firm to ye s« tNegotiates fo aequite fesourees and support needed for ity ae jeals with trade union, trade association, financi er ranisations, etc, to fulfill the social responsibil r a ‘er organisations, et 1p ities of business, Ig mnbnation of communication and exercise of authority. Morena { have the right to represent his firm formally. Non. : Various UrVival, institutions, ecutives also AGERIAL AND OPERATIVE FUNCTIONS ANAG! | functions should be differentiated from the operative functions of business. peal oes include production, marketing, financing, personnel, etc. Operative functions at pow asthe functional areas of business. Operative or organic functions differ aso ia the nature and size of business. For instance, there is No production function in a the other hand, managerial functions are essential in all organisations irrespective size. Every operat and controll M ‘ tail store. OD per nature and staffing, direct managerial functions. rheelatnsipbtween various intions of management may be deseibed by an analogy Hfmanagemen is «human body, planning constitutes its brain, organisation te mao sytem dirstion makes up the respiratory organ, and contol stands for the eye, Table 2.2 Managerial and Operative Functions es Fe ere Managerial Functions Operative Functions 1. Planning 1. Purchasing 2 Organising 2 Financing 3. Staffing 3. Personnel 4. Directing 4. Production 5. Controlling 5. Marketing 2.3 MANAGERIAL FUNCTIONS AND MANAGERIAL LEVELS Though the managerial functions are necessary at all levels of organisation, the relative Significance of different functions may not be the same at all levels of management. The time ;Pent on various functions differs from one level to another. In general, planning and organising #re more significant at higher levels of management, Lower level executives spend coma 4 greater part of their time on direction and controlling functions. Amiddle level manage : likely to divide his time more evenly among the different functions. At higher levels, deus! tong term and strategic while at lower levels it tends tobe short term and se aor The mix of managerail functions at different levels of management is shown iManagerial Functions-An Overview 25 Top: Organising / Directing | Controlling | Management Middle Organisin, . Management Directing | Controlling Operating Planning / Organising / Directing / Controlling | Management Fig. 2.2: 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 because a manager plans before he acts. Planning involves determining the objectives and selecting courses of action that will lead to the achievement of predetermined objectives. It implies looking ahead and deciding in advance what is to be done, when and where it is to be done, how and by whom it is to be done. It involves thinking before acting i.e., anticipating problems and developing their solution. According to Henry Fayol, “planning means to assess the future and make provision for it”, Planning is a mental process requiring the use of intellectual faculties, foresight and sound judgment. It consists of forecasting, decision making and deliberation. A plan is a predetermined future (projected) course of action. It is today’s design for tomorrow and an outline of steps to be taken in future. Planning provides answers to the following questions: (i) What actions are necessary to achieve the desired objectives; (ii) Why are these actions necessary; (iii), Who is responsible for these actions; (iv) Where will these actions take place; (v) When will these actions take place; and (vi) How will these actions take place. ‘The planning process consists of (a) determination of objectives, (b) forecasting or antic the future, (c) decision making i.e. choosing a course of action from available altematives, (d) formulation of policies, programmes, budgets, schedules, etc. to achieve the objectives, (6) laying down of procedures and standards of performance. Planning may be long term or short term, Planning is a pervasive function and managers at all levels have to prepare plans.Principles and. Application, ternative co nables us to Nurses of, Action, do things in ay “vement of goals. Plannig the organisation with it more effective nd change, It co tive action, the next step is that of org ous authority-tesponsibility relat work of authority-responsibility re ture se s the fi roug lager briny ‘ources required for the 8 together the material nise @ business is to provide it with everythin S: According to Fayol “tg thing useful to its functioning-raw materials, cording to Oliver Sheldon “organisation is the process of so the work which individuals and Sroups have to perform with the facilities neces; “positive te duties s0 performed provide the non channels for the efficient systematic, positive and coordinated application of available ¢ 1 elps to avoid duplicati 1s not an end in itself. i needs and objectives of the Particular enterprise The process of organising consists of the following steps: (a) determi goals; (0) grouping the activities into logical and convenient units; ining and defining the activities required for the achievement of organisational (©) assigning the duties and activities to specific positions and people; (@) delegating authority to these positions and people; (e) fixing responsibility for performance; and (A) coordinating horizontal and vertical relationships throughout the organisation. ; Thus, organising is the process by which the structure and allocation of jobs are determined, : ions i isati ualified sme ang ef sn ‘recruitment, selection, compensating, training, peice sears : septa Managers”. Staffing consists of oacigi planning, re pees fing : i jt ing hint eps a ero oe ee Navn Nin te ht cs de ethoe ao fl Managerial Functions-An Overview which will be most conducive to suy 'Perior performance. Staffing is the responsibili manager. Unless the manager fulfills his function of seeing that i nace managers is recruited, important body of know ¢ has been developed in the Staffing is an ongoing activity of, managers, Staffing function is difficult as it deals with the human factor where completely objective judgement is not always possible. Staff Prine personnel department. Bu this department provides expert advice and assistance in staffing to ls ine managers. Every manager i actively involved inthe selection, training and appraisal of his subordinates, Staffing is significant to every manager because itprovides competent personnel for efficient working of his unit and it ensures prise is subject to constant eate new jobs and these must be filled, Staffing function has become important with growing size of organisation, technological advancements and recognition ofthe human fatorin industry; staffing c more than mere acquisition ofpersonnel. Its “concerned with the placement, growth and development ofa those members ofthe organisation whose function is o get things done through the efforts of other individuals.”! Staffing is an executive function which involves the recruitment, selection, training, promotion and appraisal of subordinate managers. Staffing is sometimes differentiated fren» personnel ‘management which is concerned with non-managers, ie., workers, salesmen, clerks ete Directing Planning, organising and staffing prepare the enterprise for work. But no results can be attained unless the plans are implemented. Direction initiates ai motion. Itis, therefore, the life spark of an ente1 and motivating the subordinates towards the to action. ction and puts the organisation into tprise. Direction consists of guiding, supervising achievement of planned goals. It implies moving It is the process by which actual performance of subordinates is guided towards ee ‘Theo Haimann: Professional Management, p. 29. ii ie i; oo ~ 28 Common goals. A Management: Principles and Applicating, 'S According t . ‘ POWer to group of pee ne” Lem: directing means ‘moving to action and supplying stimulatin ver t which a manager i Person. In the words of Massie, “directing concerns the total manner in getting other oe ences the actions of subordi the final action of a manager jn interp ersonal rel act after all preparations have been completed”. Direction deals with > Performa lations. It is the Catalyst that makes things happen. It converts plans int; ince. It is the ‘doing or implementing phase’ of management. Supervisi , ‘ston, communication, motivation and leadership are the important elements of direction, © Supervision: Supervision implies expert overseeing of subordinates at work in ordertg Buide and regulate their efforts. Every manager has to supervise the work of hig Subordinates to see that they do their work as desired. Supervision is one importany clement of the process of directing. But supervision is particularly important at the Operating level of management. The supervisor is in direct personal contact with the Workers and he acts as the link between workers and management. He communicates the policies, plans and orders of management to the workers. He also brings workers: grievances, suggestions and appeals to the notice of management. Effective supervision is essential for the accomplishment of desired goals. The purpose of supervision is to ensure that subordinates perform their tasks according to prescribed procedures and ax efficiently as possible. ®) Communication: Communication involves exchange of ideas and information in order to create mutual understanding. It is a systematic Process of telling, listening and understanding. A manager has to explain the plans and orders to his subordinates andto Understand their problems. He must develop a sound two-way communication system ‘so as to be always in touch with his subordinates Sound communication fosters mutual understanding and coordination among different units of the organisation.Hie. Managerial Functions-An Overview 29 performance to minimise the gap between planned performance and actual performance. It is an ongoing process. The control function reveals bottlenecks so that suitable action may be taken in time, Control is a primary function of management and it is performed by managers at all levels of organisation. The need for control arises because planning and performance are never perfect; orders may be misunderstood, objectives may be shifted and rules may be violated. Control is forward-looking as nothing can be done to correct what has already happened. To be effective, a control system should be prompt, positive, self-regulating and economical. It should be easy to understand and simple to operate. It must be flexible and should reflect the organisational pattem. Besides reporting deviations promptly, it must assure corrective action. ‘The process of controlling involves the following steps: (a) establishing standards for measuring work performance; (b) measurement of actual performance and comparing it with the standards; (c) finding variances between the two and the reasons thereof; and (d)_ taking corrective or remedial action for correcting deviations so as to ensure attainment of objectives. 2.5 ROLES OF A MANAGER ‘A manager has to play several roles. Henry Mintzberg has identified ten roles and divided them into three categories (Table 2.3). Table 2.3 Roles of a Manager Role Description Example Interpersonal Roles: 1. Figure head As the symbolic head of his Receiving official visitors, “organisation, a manager must perform | welcoming new recruits, signing routine duties of a social or ceremonial | letters to retiring employees, nature. This role is associated mainly | attending subordinates’ weddi- with senior managers. ngs, taking clients to lunch, etc. 2.Leader Hiring, training, guiding and motivating | Virtually all managerial activities subordinates. involving subordinates. 3.Liaison Building and maintaining external | Keeping in touch with local relationships or outside contacts to | community, suppliers, clients, obtain favours and information. ete, Informational Roles: 1. Monitor Seeks and receives information to | Reading periodicals and reports, develop thorough understanding of | observational tours, questioning organisation and environment. Emerges | subordinates, mail fas a nerve centre of information,2.10 2. Disseminator 3. Spokesperson Decis 1. Entrepreneur ional Roles: 2. Disturbance handler 3. Resource allocator 4, Negotiator Management: Principles and Transmits information to other members of the organisation, Transmits information to outsiders on plans, policies and actions of the organisation. Represents the organisa tion, Initiates and supervises design and execution of projects for improvement in the organisation. Responsible for corrective action when the organisation faces unexpected crisis. Allocates human, material and monetary resources. Represents the organisation in bargaining and other major negotiations, 2.6 LEVELS OF MANAGEMENT In an organisation there exists a chain of command or scaler chain from the ultimate authority to the lowest rank, This chain is made up of superior-subordinate relationships. Various managers are linked with one another through the vertical chain. This chain or hierarchy or management Consists of series of managerial positions called ‘levels of management’. The Management determines the authority and status of managers. Thus, the term ‘level of “management” refers to a line of demarcation between various management positions in an organisation. There is no fixed number of management levels. The number of managerial leyels depends upon the size and complexity of the organisation. “As a company becomes larger and more complex, there is a natural tendency for the chain of command to lengthen. Even though the company makes no effort to limit span of control to any given number, if there is an extensive growth there comes a time when command at various levels have to be split up and another layer of supervision is inserted”. Applications Formal reports, memos calls to other managers activities in the organi local community, superiors informed. Conversation with sup customers, speeches groups, Realigning subordinat new products of pro ideas. and phong Tegarding sation of keeping pliers ang to local tes" jobs, motional Resolving conflicts, reacting toa bankrupt customer, dealing with a strike, Approving budgets, confirming business schedules. Bargaining with the tra negotiating freight rates, with supplier, deal consulting firm ide union, contract with a level of Tn practice, it is often difficult to slice management hierarchy into specific levels because Various layers of authority constitute an integrated pyramid. However, the different levels of management may be classified into four categories as shown in Fig. 1.3 1, Emest Date: Organisation, p. 142.i 1. Managerial Functions-An Overview 21 Top Management Upper Middle Management Departmental Divisional Heads Superintendent Branch Managers Middle Management Foremen Supervisors Operating, Management Fig. 23 : Levels of Management (® Top Management (ii) Intermediate or upper middle management (ii) Middle management, and (iv) Supervisory or operating management. Top Management Top management ofa company consists of the board of directors and chief executives. Chief executive may be an individual or a committee, It is known by different names, e.g., managing director, general manager, president, chairman-cum-managing director, etc. Top management is the ultimate source of management authority and it is accountable for overall management to the sharcholders of the company. The main functions of top management are as follows: (i to analyse, evaluate and deal with the external environmental forces; (ii) to establish overall long-term goals, strategy and policies of the company including the master budget to allocate resources; (iif) tocreate an organisational framework consisting of authority responsibility relationships; (év)_ to appoint departmental and other key executives; (¥) to provide overall leadership to the company; (vi) to represent the company to the outside world, ¢.g., trade associations, government, trade unions, ete.;a” Management: p, "rinciples and 4 toplicary ‘ong sjse overall review and control on the company’ 5 exercise © YY'S Operation; o rations; and vi) ‘ ste the activities and efforts of different departments s. ordina ) 10 coe ment of a company is the policy-making 2 ‘group res s of all company activities. It stands ar the hea onsible for the overal ction to the activities of an organisation OF the organisation's . It (vii ‘phus, top manag and su direction ives purpose and dir gives Intermediate Management Intermediate or upper middle management comprises of departmental or divi svorks managet, marketing manager, personnel manager, finance mana onl beads these functional managers is responsible forthe efficient functioningof egos OOF | functional area in accordance with the basic objectives and polices nae ecPeento sment. Intermediate management is largely concemed with lown by the the day-to-day adminignae y administra Tatton, manage nepective departments. Its job is to implement pla icles or pner so that enterprise objectives may be achiew Stee anaes oottinae with priorities and specific results. At upper middle management, done eee Seemed plans are established and targets of achievement are laid down. Department etl the usual functions of management in respect of theit own departments Ther ghee issue instructions, assemble the required resources, design operating poling nee routines, evaluate results of their respective departments, programme efforts at work of people in the departments. They interpret the policies framed by bn prepare departmental organisational setup, select suitable supervising eee ® personne! and collet information. They are responsible forthe efficient utlsationet es ne placed at their disposal. They translate the objectives and strategies ofthe organisation wey and actions. They are more concemed with the intemal management rather specific decision than the external environment of the enterprise. Thus, this group is responsible for departmental performance. Middle Management This level of management consists of deputy heads of departments and sectional officers such as plant manager, area sales manager or branch manager, office manager, chief accountant, purchase officer, etc. These executives serve as a means of coordination between top management and operating management. According to Marry C. Niles, “they often share in the difficulties of their superiors in arriving at decisions and they necessarily take part in 7 efforts of their subordinates to carry out policies. They transmit orders, decisions and ar downwards; they also take problems, difficulties, and suggestions upward Te ee . : : ivity and m Communication meet in them”. They are involved less in physical ae js concerned with Work and meetings than the operating managers. While top management Conceptual thinking middle management deals with operations. The middle management usually performs the following functions: nent. | To interpret and explain the policies framed by top manezer | ines of |Managerial Functions-An Overview 23 2. Tocompile and issue detailed instructions regarding operations. 3. To maintain close contacts with operating results so as to evaluate performance. 4. To participate in operating decisions. To cooperate among themselves so as to integrate or coordinate various parts of a division ora department. 6. To motivate supervisory personnel to work for organisational goals. 7. To develop and train supervisory and operative personnel. Supervisory Operating Management Supervisory management is the lowest level of management. It consists of plant superintendent, senior foremen and front line spervisors, sales officer, accounts officer, etc. They are concerned with technical routine and day-to-day problems. They maintain personal cont with operatives. It involves management of rank and file and is directly concerned with the mechanics of jobs. Operating managers are expected to get work done from the staff under their control. They lead an active, hectic. often interrupted work life, spending most of their time communicating and caring for problems of the moment. They are the only managers who do not manage other managers. They are caught between labour and management. According to Davis, supervisory management “refers to grades of executive leadership whose work bas to do largely with personal oversight and direction of operative employees”.’ The operating managers plan, implement policy, organise. instruct and guide personnel and control performance. They serve as the link between management and workers. Their authority and responsibility is limited but 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. To plan day-to-day performance within the goals laid down by higher authorities. 2. Toassign jobs to workers and to make arrangements for their training and development. 3. To supervise and control workers and to maintain personal contact with chargehands 4, To arrange materials and tools and to maintain machinery 5 To advise and assist workers by explaining work procedures. solving their problems. etc. To maintain discipline, morale and good human relations among workers. 7. To report feedback information and workers’ problems which cannot be solved at the supervisory level. EEE 1 RC. Davis: The Fundamentals of Top Management. p. 145.Management: Princ ‘ples and Application, as become very COMPICS Different types of raze organisation in dynamic environmen, nd into three categories, namely technical, 214 ER 2.7 SKILLS OF A MANAG! eh in modern business, the JOP of man ie Be dually are required f0 manaBe © ctv These skills of a manager have IIs.! human and conceptual skills / , 1. Technical skill: Technical skill refers to the ab : et is and proc ‘equipment, processes, echnique ; sree ekills require specialised knowledge and particular job. Ability in programming and operatine Pchnical skill. Managers need technical skill o euid @ cannot manage the activities of thelr subordinates if they & camijone, People with technical skills are recognised as anager sl jerstand about technical There are two things a manager should une pnical skills. ace, he wot kno ‘which skills should be employed in his particular enterprise and be familia enou ‘ask discerning questions of his technical with their potentiality to tions ve oers. 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. .e expertise in the worl ‘The manager should have developed som k being done. Secondly, ved in the work being done. ability to work effectively with, understand 1s of a group. Such a skill is e work teams. Such skills and knowledge in using the tools, ed in performing specific tasks, id proficiency in the mechanies of ng a computer is, for instance, a and train subordinates. They yy do not know how the jobs xperts at what they do skills. In the first ility ss involV there are skills invol 2. Human skill: Human skill consists of and motivate other people both as individuals and as member required to win cooperation of others and to build efte 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 possi! 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’ orientation and such skills should be developed throughout the career. While technical skills involve mastery of inanimate object: i “thing : hn Skills ae concerned with understandingof people’. aa 3. Gi ill: ee comprises the ability to see the whole organisation een rents parts. This skill refers to the ability to visualise consequences of planned actions. Conceptual sili a eal inegateallorticowentane snes illis the mental ability to coordinate am 's and activities. It involves the manager's ability ble reaction to 1. Robert L. Katz: “Skills of an Effective Adminieuaop™ cy, ‘Skills of fective Admini sary, r inistrator”. Harvard Business R. J Febru siness Review. January - * 1955 and Sept.-Oct., 1974e—-U Managerial Functions-An Overview 2.15 to see the organisation as a whole and to understand how its parts depend on each other. Italso involves the manager's ability to understand how a change in any given part can affect the whole organisation, Such skills help the manager to conceptualise the environment, to analyse the forces working in a situation and to take a broad and farsighted view of the organisation. Conceptual skill also includes the competence to understand a problem in all its aspects and to use original thinking in solving the problem. Such competence is necessary for rational decision-making. A manager needs enough conceptual skill to recognise how the various factors in a given situation are inter-related so that the actions taken will be in the best interests of the total organisation. Thus, technical skill deals with jobs, human skill with persons and conceptual skill with ideas. These three types of skills are interrelated and they are required by all managers. But the proportion or relative significance of these skills varies with the level of management as shown in Fig. 2.4 Top Management {\ Conceptual \\_ skill \, | suman Middle Management \ skill First Line | Technical | Supervision |_skill C i) Total Managerial Job Fig. 2.4: Managerial Skills at Various Levels Technical skills are most important at the supervisory or operating level where a close understanding of job techniques is necessary to guide workers. As one moves up the management hierarchy, technical skills become less important. Higher level managers deal with subordinate managers and specialised technical knowledge is comparatively less important for them Conceptual skills are most important for top management which is responsible for formulating long-range plans, making broad policy decisions, and relating the total business enterprise to its industry and the economy. Thus, the relative importance of conceptual skills increases as we move to higher levels of management. Human skills are important at all levels of management, This should be self-evident as management is the process of getting things done through and with people. At every level managers interact and work with people. Probably, the human skill is the most important at the lowest level, where the greatest number of superior-subordinate interactions take place. Thus, all the three skills are essential to effective management, but their relative importance to a specific manager depends on his or her rank in the organisation: Management Principles and Application | d from one Occupation, 0 a ther ant ise 10 2001 enterprise 102 er because of the transferably vse of the universal nature op to serve in government no, Managers in 10\ se they know management and can perform, 1 but because they, nowledge. A successful manage, people who have te man of all organisations ills from business to non-business ansferability of S st re sasily transferable but the competence and ° managing another organisation, ve efficiently the public sector effectively by mal should be an all pt re limitations in tual urpose manager n the t 1 skills may be & However, there 2! rantee of success 11 man and conce| situations. Hu MI je a eno gi experience in one organisation a papers For i wiyil servants have failed to mands For instance, most of our civil sery ee ministrative services dona undertakings. In the words of the Estimates Committee, aie sonstitute a satisfactory source of recrulument of staff for the management of commercial enterprises of government.” 2.8 MANAGERIAL COMPETENCIES While kis ae important for managers, another term sshich has Bocon relevant in management literature is managerial ‘competencies’. The term competence Was first brought to focus by David Me Clelland in 1973 in his paper, “Test for competence rather than intelligence’. In sre not sufficient to evaluate the capabilities of yer from an average one. this paper he reasons that intelligence tests @ manager. Competence is what distinguishes a successful mand Competencies may include combination of person; competencies are a broader concept than skills, Further, the competencies can be in people making them more effective in their jobs _ Though researchers agree on the importance of competencies in ma approaches to define and understand what constitutes competencies. Two 1 to understanding the concept of managerial competencies ar the United Kin z ch (Wwork-riented) and the US Approach (worker-oriented). The latter i ee > etc. thus, developed knowledg ity traits, ski gers, there are different proaches ore popular. United Kingdom Approach or the Work -oriented Approach to Compet ‘ompetency ter Initiative in 1988. This This approach was propagated by the UK’s Mane approach focuses on the behavioural aoa . Management Ch: of management profess: of competency. The a onal ; y. The aim was to raise the standard Patterns that help the ee proach, competency is defined os in nae led by employers eae fo pecform asks and ncmseneet am set of behave Frere ery aualieation's based upona series of ecupa ely. The initiative Was of standards were devel 'y role”. These were considered by ipational standards” deriv oped for managers at various levels he ome ‘Asset vels. These standard could be used ©EE identification ofwork activities does not sufficiently indicate the attributes required to accomplish those activities efficiently. It was faced criticism for its ‘one size fits all’ approach. Further, it was seen by many as simply increasing the paperwork without any benefit in terms: of managerial Managerial Functions-An Overview 217 | development. These standards were withdrawn in 2015. US Approach or the Worker-oriented Approach or Input Approach to Competencies This is the popular approach to understanding managerial competencies. The proponents of the approach include David McClelland and Richard Boyatzis who were supported by the ‘American Management Association. The aim was to design a program where managers could learn competencies. Both the authors were ofthe opinion that “competence is an underlying . characteristic causally related to superior performance.” (Boyatzis, 1982! ; McClelland, 1973*). This approach is also known as the worker oriented approach or the input approach to management competency. Boyatzis built on McClelland's research on competencies and focused on characteristics of managers which are related to effective performance, Thus, competency isa capability or ability and includes motives, traits, skills, attitudes, aspect of self-image or social role, or a body of knowledge which the manager uses to complete the job successfully. While different researchers use different frameworks and competencies, we discuss a popular measure given by Boyatzis. Boyatzis identifies a number of competencies which were categorized into six clusters. Three clusters were considered threshold ‘competencies (required for performing the job properly) and the other three clusters distinguish outstanding managerial performance from average performance. The competency model given by Boyatzis’ is explained below: 1. Expertise and experience: 2. Knowledge: This is a threshold level competency functional and metacognitive knowledge. also a threshold competency. It includes an such as memory and deductive reasoning. This is a threshold level of competency: and includes declarative, procedural, 3. Basic cognitive competency: This assortment of basic cognitive competenci 4. Cognitive intelligence competencies: These are required for outstanding performance. They include aspects such as systems thinking and pattem recognition. This refers to thinking or analyzing information and situations which helps in effective or superior performance. 5. Emotional intelligence c Emotional intelligence includes self-awé ompetencies: These also help in distinguishing performance, ‘areness and self-management competencies, such “The Competent Manager: A Model for Effective Performance, Wiley, New York. 1. Boyatzis, R.E. (1982), NY. 2, McClelland, D.C. (1973), Vol. 28 No. 1, pp. 1-40. 3. Boyatzis, R.E. (2008), January 2008, pp 5-12. ‘resting for competence rather than for intelligence", American PsyeRolOB Competencies in the 21st century", Journal of Management Development, TS‘Management Principles and Application, js an ability to rec 218 jotional self-control. It a tng sfeawareness stfmat oneself hic HEIPS in ety ‘understand, @™ performance encies: This cluster is also par of. the distngsshig ial intel a ort judes social awareness 6. Social intelligene® ail ‘erformance 8rOUP- It include eR ‘a outstanding manab" competencies uch as emt a oth the relationship mansaer e emotional information about others and using ability to recoBnize, it for superior work performance etencies Framew 1etool to understand cognil ork ng what makes some managers more successful ne intelligence competencies help in linking reworks help in identifying significance of Comp Competencies area versati than others. The emotional, socal and i ajo performance. Various competency fram re instrumental in human resource development jes can be developed. Thus, gaps personality to action an peat competencies should be focused On anda applications like reeruitment and sect Further, com in managerial competencies can be identified and fi programs. Competencies aso help in performance apprais help in attaining high quality work and making the managers more effective. mpetenc led through training and development ‘land feedback. Thus, competencies sve organisational performance has never been eater than in oument. Ensuring proper formulation and implementalion anagerial competencies are in focus because they of dealing with the complex models as essential ‘The need to continuously impro today’s complex and dynamic envi of strategies is vital for the managers. M gan help in recruiting and training managers who are capable environment. A number of modem enterprises are adopting competency ranagement technologies to enhance their competitiveness. TEST QUESTIONS “Management is simply the process of deci n of " en z sim ar roces: ‘cision-making and control over the acti human beings for the express purpose of attaining pre-e is" In he lig phn : taining pre-determined goals”. ght 0 this statement, discuss the various functions which constitute the proc Se : «ical e cess of management. Give a generally ns an accepted classificati Yea general ion of managerial functions and describe every 3. “To manage ii 10 1 0 is to forecast and pl rg al an lan, a eee plan, to organise, to command, to coordinate and 4. Discuss the nat ‘ture and significai staff cance of staffin, - nt?j ; Managerial Functions-An Overview 2.19 Explain the interdependence between the various functions of management. Describe the relative significance of managerial functions at different levels of management. Discuss the functions that together constitute the process of management. How will you classify the levels of management? Briefly explain the functions of different levels of management. “Management implies the skill in getting things done”. In light of this statement explain the managerial skills required at various levels. . “A manager performs multiple roles”. Comment Explain managerial roles as identified by Mintzberg. “A competency is defined as a capability orability’. Comment explaining the concept of competencies. What do you understand by the term ‘managerial comy US approaches to competence. Which is more popular? petencies”? Explain the UK and Write short notes on: (a) Functions of a manger (b) Levels of management (c) Managerial skills (d) Roles of a manager (e) Managerial competencies