You get the idea. But the front-line manager faces incredible stress. So how do we give managers the training and the best practices we need to make managers successful? To start, we need to promote the right people. From the beginning, we often set up our managers for failure. We take our top performers and make them managers, but management is a completely different job. Bringing in the highest sales numbers does not automatically equate to building and leading teams.
Often you look back and realize you took a top performer and made them poor manager. Great future-managers connect with teammates and influence coworkers. They engage teams and motivate them toward success, which can be done in part — but not entirely — by example. A manager has to deal with many people from inside as well as from outside the organization. He should be sympathetic and positive to various suggestions and taken humane decisions.
He should not pre-judge the things and take sides. He should try to develop good relations with various persons dealing with him. He should understand their problems and try to extend a helping hand.
A manager should have self- confidence. He has to take many decisions daily, he may analyze the things systematically before taking decisions. Once he takes decisions then he should stick to them and try to implement them.
A person who lacks self-confidence will always be unsure of his decisions. This type of attitude will create more problems than solving them. A manager has to decide not only for present but for future also. There are rapid changes in technology, marketing, consumer behaviour, financial set up etc. The changes in economic policies will have repercussions in the future. A manager should visualize what is going to happen in future and prepare the organization for facing the situations.
The quality of foresight will help in taking right decisions and face the coming things in right perspective. In case the things are not rightly assessed then the organization may face adverse situations.
A role is concerned with the behaviour pattern of a manager within an organization. He discovered that the role of a manager is quite different from the notions held at that time. For instance, the prominent view at that time was that managers were reflective thinkers who carefully and systematically processed information before taking decisions.
Mintzberg found that his managers were engaged in a large number of varied, un-patterned, and short-duration activities. There was little time for reflective thinking because managers encountered constant interruptions. Mintzberg provided a categorization scheme for defining what managers do based on actual managers on the job. He concluded that managers perform ten different but highly interrelated roles. The term management roles refers to specific categories of managerial behaviour.
Table gives the ten different roles of the manager. A manager has to perform some duties as a figurehead. He may receive the guests from outside or preside over a social function of employees. He may have to sign some legal documents as head of the organization. These are the roles played as figurehead. He has also to act as leader when he has to sort out the activities of subordinates.
He has not only to motivate the employees but is also involved in hiring, firing and discipline employees. The third role in interpersonal roles is of liaisoning. He has to contract outside agencies for collecting business related information.
The outside information providers may be individuals or groups. All managers are required to perform informational roles. They have to collect information from organizations and institutions outside their own.
Managers also play the role of disseminators when they supply information to subordinates in the organization. This information is factual as well as with interpretations for the benefit of users.
A manager acts as a spokesperson when he represents the organization to outsiders. According to Mintzberg, a manager performs four decisional roles. He initiates and oversees new projects for the improvement of organizational performance, this is the entrepreneurial role played by him. As disturbance handler, manager takes corrective actions in response to previously unforeseen problems.
He also acts as resource allocation when he assigns and monitors the allocation of human, physical, and monetary resources. He acts as a negotiator when he discusses and bargains with other groups to gain advantage for his own unit.
The word environment is a collectivity of all factors within the control of business and beyond the control of the individual business. Environment is a macro concept and a business unit is a macro business. A business operates within the given environmental factors. The environment may be external as well internal. Economic environment constitutes of factors like capital, labour, suppliers, customers and consumers.
Capital consists of owners funds and borrowed funds. Borrowed funds are supplied by investors and creditors. Business needs for funds arise for purchaser of plant and machinery, land and building, equipment, materials, payments to labour and other day to day expenses. These needs are met both from internal sources and external sources. A manager has to remain in touch with investors and creditors for meeting financial needs of the business at the time of need.
The labour normally comes from nearby surroundings. Labour unions try to regulate labour supply. A manager has to assess his labour requirement, its quality and price etc. He has to maintain contacts with trade unions and see that the unit is not adversely affected by labour supply.
The suppliers are an important element of external environment. There is a need to have regular liaison with suppliers to know the latest quality of goods available in the market and to ensure supplies as per requirements.
The customers and consumers are the backbone of a business. Manager should know the needs and preferences of these people through market segment. The goods and services are produced as per the likings of customers and consumers. New products and services are also brought out to keep the tempo of marketing efforts. While keeping inter-personal relations with customers, the manager keep himself abreast about the competitors also.
The state of technology greatly influences the operations of an enterprise. It is concerned with inventions and techniques.
The technological changes may give birth to new products as well as new industries. One has to keep a watch on the developing situation of technology and think of the ways for making its use. The manager has to keep himself abreast of the technological developments particularly in product improvement and new opportunities. A business is directly influenced and affected by prevalent social environment.
Society provides labour force to the business and has consumers for the products and services. In a democratic set up, as at present, a manager comes in contact more than often with the people in all walks of life, various social organizations, educational institutions etc.
All these contacts are useful and essential for the business because it depends upon the society for various inputs as well as outputs. The very survival of business depends upon society.
The political system prevailing in a country influences business decisions. In a democratic set up, the ideology of the ruling party influences economic and business policies. A business manager has to cope with the thinking of the ruling party in following economic policies. The rules, regulations and laws of the country affect the day to day activities of the enterprise. A business has to comply with sales and excise laws, labour laws, taxation laws etc.
A manager should be well conversant with prevailing political environment and try to benefit from various schemes and programmes of the government. A manager has to keep in mind the ethical environment prevailing in business while running his unit. Ethics are generally accepted and practiced standards expected from business managers. These ethics are influenced by the expectations of society, employees, government etc. A manager should aim at fair dealings with everyone coming in contact with business.
There should be a clear perception about what is to be done and what is not to be done. A manager should not only be aware of business ethics but should ensure their proper implementation also. This will create confidence in employees and public about the fair dealings of the business. Internal environment is concerned with the day to day working of the organization. A manager plays a vital role in the organization. As organizations increase in size, complexity and responsibilities, the need for leadership skills of managers continues to evolve.
Generating revenue without a sales manager can lead to unpredictable sales, which can present a challenge to an organization's budget. Hiring an experienced sales manager gives the organization a sales plan with objectives. A sales manager analyzes sales statistics to determine the potential profitability of the organization's products and services and identifies ways to improve the organization's sales revenue, according to the Bureau of Labor Statistics.
Leading the sales team, the sales manager sets sales goals, develops training programs and motivates the team to reach the organization's revenue objectives.
A large portion of the importance of management in modern business is attracting and maintaining top talent. An organization's employees carry a pool of talent. Without a manager, employees may fail to fully deliver on their potential in their day-to-day functions.
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