The managerial Roles.
- Interpersonal
- Figurehead
- Leader
- Liaison
Provide information
- Informational
- Monitor
- Disseminator
- spokesperson
Process information
- Decisional
- Entrepreneur
- Disturbance handler
- Resource allocater
- Negotiator
Use information
- Interpersonal Role
Managerial roles that involver people and other duties that are ceremonial and symbolic in nature.
Our college instructor give training and motivates us to achieve the educational goal.
- Informational Roles
Managerial roles that involve receiving, collecting and disseminating information.
Our college instructor seeks and receives information and transmits it to us.
- Decisional Roles
Managerial roles that revolve around making choices
Our college instructor plays his role as a disturbance handler and as negotiator.
Discussion in terms of Katz’s Skills
Robert L.Katz found that managers need three essential skills or competencies.
- Technical Skills, 2- Human Skills, 3- Conceptual Skills.
- Technical Skills
Technical skills include knowledge of and proficiency in a specialized field
Our instructor use the process, techniques and tools of a specific area.
- Human Skills
Involves the ability to interact effectively with people.
Our college instructor interact and cooperate with us.
- Conceptual Skills
Conceptual skills involves the formulation of Ideas.
Our college instructor understand abstract relationships, Develop ideas and solve problems creatively.
Thus Technical Skills deals with things, Human Skills Concern people and Conceptual skills has to do with Ideas..
So we can say that a college instructor is a manager too.
Q.1 (b)
A Manager needs the following basic management skills.
Basic Management Skills
-
.
-
.
-
.
-
.
-
.
-
.
-
.
-
.
-
.
-
.
In simple terms, the group process leads to a spirit of cooperation, coordination and commonly understood procedures and mores. If this is present within a group of people, then their performance will be enhanced by their mutual support (both practical and moral). If you think this is a nebulous concept when applied to the world of industry, consider the opposite effect that a self-opinionated, cantankerous loud-mouth would have on your performance and then contrast that to working with a friendly, open, helpful associate.
-
.
Presentations are one of the first managerial skills which a junior engineer must acquire. This article looks at the basics of Presentation Skills as they might apply to an emergent manager.
Introduction
Management is the art of getting things done. A Presentation is a fast and potentially effective method of getting things done through other people. In managing any project, presentations are used as a formal method for bringing people together to plan, monitor and review its progress.
-
.
Time passes, quickly. This article looks at the basics of Personal Time Management and describes how the Manager can assume control of this basic resource
Personal Time Management is a set of tools which allow you to:
- Eliminate wastage
- Be prepared for meetings
- Refuse excessive workloads
- Monitor project progress
- Allocate resource (time) appropriate to a task's importance
- Ensure that long term projects are not neglected
- Plan each day efficiently
- Plan each week effectively
And to do so simply with a little self-discipline.
-
.
Quality is primarily viewed in terms of corporate culture, multi-departmental ad-hoc task forces and the salvation of entire companies. This article, instead, will view these ideas as they might be applied by a Team Leader with a small permanent staff.
Of course, these criticisms do not invalidate the ideas of Quality but are simply to suggest that the principles might well be viewed from a new angle - and applied at a different level. This article attempts to provide a new perspective by re-examining some of the tenets of Quality in the context of a small, established team: simply, what could a Team Leader do with his/her staff.
-
.
Delegation is a skill of which we have all heard - but which few understand. It can be used either as an excuse for dumping failure onto the shoulders of subordinates, or as a dynamic tool for motivating and training your team to realize their full potential.
Objective
The objective of delegation is to get the job done by someone else. Not just the simple tasks of reading instructions and turning a lever, but also the decision making and changes which depend upon new information. With delegation, your staff have the authority to react to situations without referring back to you.
To enable someone else to do the job for you, you must ensure that:
- they know what you want
- they have the authority to achieve it
- they know how to do it.
These all depend upon communicating clearly the nature of the task, the extent of their discretion, and the sources of relevant information and knowledge.
-
.
In the management of a small team, the human factor is crucial to success. This article considers possible motivators and a simple framework for dealing with people.
When you are struggling with a deadline or dealing with delicate decisions, the last thing you want to deal with is "people". When the fight is really on and the battle is undecided, you want your team to act co-operatively, quickly, rationally; you do not want a disgruntled employee bitching about life, you do not want a worker who avoids work, you do not want your key engineer being tired all day because the baby cries all night. But this is what happens, and as a manager you have to deal with it. Few "people problems" can be solved quickly, some are totally beyond your control and can only be contained; but you do have influence over many factors which affect your people and so it is your responsibility to ensure that your influence is a positive one.
-
.
Communication is best achieved through simple planning and control; this article looks at approaches which might help you to do this and specifically at meetings, where conversations need particular care.
- Most conversations sort of drift along; in business, this is wasteful; as a manager, you seek communication rather than chatter.
-
.
The success of a project will depend critically upon the effort, care and skill you apply in its initial planning. This article looks at the creative aspects of this planning.
THE SPECIFICATION
Before describing the role and creation of a specification, we need to introduce and explain a fairly technical term: a numbty is a person whose brain is totally numb. In this context, numb means "deprived of feeling or the power of unassisted activity"; in general, a numbty needs the stimulation of an electric cattle prod to even get to the right office in the morning. Communication with numbties is severely hampered by the fact that although they think they know what they mean (which they do not), they seldom actually say it, and they never write it down. And the main employment of numbties world-wide is in creating project specifications. You must know this - and protect your team accordingly.
-
.
The first steps to becoming a really great manager are simply common sense; but common sense is not very common. This article suggests some common-sense ideas on the subject of great management.
Skills changes according to Management Level
The extent to which managers perform the functions of management - planning, organizing, directing, and controlling - varies by level in the management hierarchy.
A manager is someone skilled in knowing how to analyze and improve the ability of an organization to survive and grow in a complex and changing world. This means that managers have a set of tools that enable them to grasp the complexity of the organization's environment.
- Most of the first line manager’s time is allocated to the functions of directing and controlling.
- Middle management implements top management goals
-
In contrast, spend most of their time on the functions of planning and organizing.