Management and its Role Assignment Help Introduction

Management can be defined as a social process that involves responsibility for economical and effective planning & regulation of different operations of an enterprise in the completion of determined goals. Managing is the process of getting things done through and with people in the organization. This business assignment help paper describes the

role of manager in a typical organization. It explains about different traits that are required for an individual to be an effective manager. This management assignment help paper also gives the detail about importance of these traits in performing the management functions (Boswell, Roehling & Boudreau, 2006).

Role of a Manager There are different kinds of role that are played by managers in the organization to achieve over all organizational success. Important roles played by manager are discussed below: Interpersonal: This role involves human interaction with other persons, both the organizational members and outsiders. This role can be categorized in figurehead role, leader’s role and liaison role. In figurehead role, manager performs ceremonial and symbolic duties such as greeting the visitors, signing legal documents, attending social functions and handing out merit certificates and other awards to outstanding employees. Additionally, sometime manager also plays a role of leader, which involves leading his subordinates and motivating them for achieving targets. In liaison role, the manager serves as a connecting link between organization and its external environment (McNally, Durmusoglu, Calantone & Harmancioglu, 2009). Informational: This role involves receiving, distributing and analyzing the information both within and outside the organization. This is very helpful in effective decision making. Manager performs three types of functions under informational role as monitor, disseminator and spokesperson. As monitor, manager collects information about those factors, which affect his activities within the organization and outside it. A disseminator distributes required information to his subordinates. As a spokesperson, the manager represents his organization in the sense of plans, current situation and achievements before the outsiders like customers, financiers, government, suppliers or other agencies of society. This is done through direct contact, reports, speeches, memos, etc. (Shahriza, Karim, & Hussein, 2008). Decisional: This role involves decision making. This role involves selection of the most appropriate alternatives out of available ones. The manager tries to seek opportunities to develop processes and initiate implementation of innovations to improve the organization’s situation. The manager functions as entrepreneur, disturbance handler, resource allocator and negotiator. An entrepreneur predicts the risks behind any activity and takes preventive measures for this. As disturbance handler, the manager handles the disturbed situation that affects normal functioning of the organization. As resource allocator, the manager allocates different resources like man, machine, material and money. As negotiator, the manager negotiates with share holders, employees and outside agencies (Sosik, Juzbasich & Chun, 2010). Traits to Be an Effective Manager: In order to perform various management functions effectively, managers must possess some traits. Traits refer to practically ability in action or doing something. These traits are classified in to three categories: technical, human relation and conceptual traits (McNally, Durmusoglu, Calantone & Harmancioglu, 2009). These traits can be cultivated and enhanced by the organization. Development in these traits imparts an effective role in success of the organization and manager. Successful managers possess a high level of expertise in technical, human, and conceptual skills. Technical: This trait requires the ability to use a special proficiency or expertise to perform particular tasks. These pertain to knowledge in activities involving methods and procedures. Managers acquire technical skills initially through formal education and then further develop them through training and actual practice on the job. Technical skills are most important at lower levels of management (Arnold, Palmatier, Grewal & Sharma, 2009). Examples of technical skills are writing computer programs, completing accounting statements, analyzing marketing statistics, writing legal documents, etc. Human relation: These are also called Interpersonal skills. These traits help to work well in cooperation with others. Human traits emerge in the workplace as a spirit of trust, integrity, enthusiasm, and genuine involvement in interpersonal relationships. A manager with good human skills has a high degree of self-awareness and a capacity to understand or empathize with the feelings of others. Some managers are naturally born with great human skills, while others improve their skills through experience of life. Human skills can be developed through an understanding of human and group behavior. Some human skills that are often necessary for managers to display, are effective communication (writing and speaking), creation of a positive attitude toward others and development of cooperation among other members and motivation of subordinates (Pant & Baroudi, 2008). The manager must have good interpersonal skills to understand others and make to be understood by others. Manager must have ability to be empathic to understand others’ views in right perspective. A manager should have emotional stability, empathy and influence others. The manager must be able to understand the needs of people and the way these needs may be satisfied. These traits help the managers to understand, communicate and work with others. Human relations traits are required by all managers at all levels of management. This is so, since all managers have to interact and work with people (Goergen & Renneboog, 2011). Conceptual: Conceptual traits are considered as general management skills that give the view to visualize the organization as a whole. These traits enable managers to break down problems into smaller parts, to see the relations among the parts, and to recognize the implications of any one problem for others. It is used to analyze the complex situations and to handle those situations for the benefit of the entire organization. These types of traits provide analytical, creative and initiative skills to the manager (Nuthall, 2006). Again, managers may acquire these traits initially through formal education and then further develop them by training and job experience. Conceptual skills can be developed through knowledge of the various factors that influence organizational activities. Conceptual traits require an ability to understand the degree of complexity in a given situation and to reduce that complexity to a level at which specific courses of action can be derived (Shahriza, Karim, & Hussein, 2008).

Role of Traits in Management Functions According to the US and Australia business assignment help university tutors, there are different management functions in the organization such as planning, organizing, staffing, directing, coordinating and controlling. In order to perform these functions effectively, manager must possess certain traits like conceptual, technical and human traits. These traits help the manager to apply different skills in working style and complete the work in correct manner (Pant & Baroudi, 2008). Planning: It is the conscious determination of future course of action. This includes why an action, what action, how to take action and when to take action. Thus, planning determines specific objectives, projects, programs and sets policies, strategies, rules and procedures and prepares budgets. In planning, manager should have to choose best one option among various alternatives. So, conceptual traits are needed for planning because these traits are beneficial to analyze the views to solve any problem in the organization. These traits are important for top managers because the plans, policies, and decisions developed at this level require the ability to understand how a change in one activity will affect changes in other activities (Sosik, Juzbasich & Chun, 2010). Organizing: It is the process of dividing work in to convenient tasks or duties and assigning duties to individual positions. It contributes to the efficiency of the organization by ensuring that all necessary activities will be performed and objectives are achieved. Conceptual and human relation traits are necessary for organizing function of management. Conceptual traits give the idea to understand various situations and help to handle them properly (Pant & Baroudi, 2008). Staffing: It involves selection of right manpower, training and development of them, fixing remuneration, appraising them periodically. Human traits are very useful to analyze needed human skills for the particular job. These traits help to understand the feelings of human beings. With the help of these traits a manager becomes able to find out weakness of individual and working on that, he provides the training (Harvey, Reiche & Moeller, 2011). Directing: It includes communicating, motivating and leading. In this, superiors have to guide and lead their subordinates for better work performance and motivate them to work with zeal and enthusiasm. Human and conceptual traits should be in a manager to perform this function of management. They also help the managers to lead, motivate and develop team spirit. Human traits are required to communicate properly with others in the organization (Sosik, Juzbasich & Chun, 2010). Coordinating: It is the unification, integration, synchronization of the efforts of human resources, so as to provide unity of action in the pursuit of common goals. Coordination helps to achieve objectives early. It brings together all activities and gives them a proper direction to complete the goal. For proper coordination, a manager should have conceptual traits. A manager with conceptual traits can utilize effectively available resources and brings desired output (Wu, Lin & Shiau, 2010). Controlling: It involves identification of actual results, comparison of actual results with desired results as set by planning process, identification of deviation between the two, if any and taking of corrective action to improve performance for future. Technical and conceptual traits are needed to control any process. A manager needs these traits for controlling because by the way of these traits, he could be able to determine performance standards and comprise them with obtained results. Conceptual traits assist to take corrective measures to rectify the deviations (Supic, Bjegovic, Marinkovic, Milicevic & Vasic, 2010).

Conclusion On the basis of this business case study assignment help paper concluded that managers are building blocks of each organization. A manager has a crucial role in progress of any organization. This paper summarizes different roles of managers like interpersonal, informational and decisional role that are very essential to running the organization in effective manner. Managers’ traits perform all management functions such as planning, directing, controlling, etc. in appropriate way. Traits like conceptual, technical and human relation help the managers in bringing coordination among various activities within the organization. This paper concludes significance of these traits in fulfillment of management functions.   References Arnold, T. J., Palmatier, R. W., Grewal, D. & Sharma, A. (2009). Understanding Retail Managers’ Role in the Sales of Products and Services. Journal of Retailing, 85 (2), 129-144. Boswell, W. R., Roehling, M. V. & Boudreau, J. W. (2006). The role of personality, situational, and demographic variables in predicting job search among European managers. Personality and Individual Differences, 40 (4), 783-794. Goergen, M. & Renneboog, L. (2011). Managerial compensation Review Article. Journal of Corporate Finance, 17 (4), 1068-1077. Harvey, M., Reiche, S. & Moeller, M. (2011). Developing effective global relationships through staffing with inpatriate managers: The role of interpersonal trust. Journal of International Management, 17 (2), 150-161. McNally, R. C., Durmusoglu, S. S., Calantone, R. J. & Harmancioglu, N. (2009). Exploring new product portfolio management decisions: The role of managers’ dispositional traits. Industrial Marketing Management, 38 (1), 127-143. Nuthall, P. L. (2006). Determining the important management skill competencies: The case of family farm business in New Zealand. Agricultural Systems, 88 (2-3), 429-450. Pant, I. & Baroudi, B. (2008). Project management education: The human skills imperative. International Journal of Project Management, 26 (2), 124-128. Shahriza, N., Karim, A. & Hussein, R. (2008). Managers’ perception of information management and the role of information and knowledge managers: The Malaysian perspectives. International Journal of Information Management, 28 (2), 114-127. Sosik, J. J., Juzbasich, J. & Chun, J. (2010). Effects of moral reasoning and management level on ratings of charismatic leadership, in-role and extra-role performance of managers: A multi-source examination. The Leadership Quarterly, 22 (2), 434-450. Supic, Z. T., Bjegovic, V., Marinkovic, J., Milicevic, M. S. & Vasic, V. (2010). Hospital management training and improvement in managerial skills: Serbian experience. Health Policy, 96 (1), 80-89. Wu, T., Lin, C. & Shiau, S. (2010). Predicting safety culture: The roles of employer, operations manager and safety professional. Journal of Safety Research, 41 (5), 423-431.