Manager and its role in an organization

Who is manager?

• A manager is a person who directs the operations of others in an organization. Managers undertake their duties at various levels and are referred to by various designations.
•  Supervisors or foremen are the terms used to describe first-line managers in the manufacturing industry. All degrees of management between the supervisory level and the top level of the company are considered middle level managers.
• Functional managers, plant heads, and project managers are all terms used to describe these individuals. There may be top managers near the top of the hierarchy who are in charge of making organizational choices and establishing policies and strategies that touch all elements of the organization. 
• These individuals may be referred to as vice president, managing director, chief executive officer, or chairman of the board of directors, among other titles.

 Roles of a Manager in an Organization

Interpersonal Roles

• The manager's job entails three interpersonal responsibilities. The manager's formal position gives rise to this set of responsibilities. 
• As the unit's figurehead, he serves as a symbol of legal authority, performing ceremonial tasks such as signing documents and greeting visitors. 
• In a leadership job, the manager employs, trains, and inspires his employees. 
• In the liaison job, a manager communicates with a large number of persons who are neither subordinates nor superiors in the immediate chain of command.
• Interpersonal roles are essentially social in nature, i.e., they are roles in which the manager's primary responsibility is to interact with others in specific ways. 
• The figurehead, the leader, and the liaison are three key interpersonal positions.
• The figurehead position includes taking visitors out to dinner and attending ribbon-cutting events.
• The manager's responsibility as a leader entails hiring, training, and motivating personnel.
• The liaison function entails engaging external sources in order to achieve organizational goals. A manager at Computers India, for example, might be in charge of all price discussions with important electronic circuit board suppliers.

Informational Roles

• Because information is the lifeblood of businesses, and the manager is the nerve center of his unit, informational responsibilities are critical. 
• The manager's role as a monitor is to receive and gather data. Meetings, chats, and documentation are all used to gather information. 
• Managers in the disseminator function distribute information to subordinates on a daily basis. 
• As a spokesperson, the manager relays information to those outside the company. This role can be found in any managerial position.
• Some part of information processing is involved in Informational Roles. The monitor, disseminator, and spokesperson are three important information responsibilities.
• The monitor activity looks for information that could be useful to the company as a whole or to specific managers.
• The manager who disseminates this information is acting in the capacity of disseminator.
• To outsiders, the spokesperson represents the organization. Because information is nearly constantly transferred between people, behavioral processes are an element of each of these positions.

Decisional Roles

• Managers must make judgments in order to do their tasks. Managers play the roles of entrepreneur, disturbance handler, resource allocator, and negotiator when making decisions. 
• Managers that play the entrepreneurial role create and initiate changes inside the organization. It entails some adjustments.
• The manager's job as a disturbance handler is to deal with challenging problems and non-routine scenarios such as strikes, energy shortages, and so on. 
• The manager selects how resources are divided and with whom he will collaborate most closely as a resource allocator. 
• The job of negotiator is the fourth decisional role. Suppliers, customers, unions, individual employees, the government, and other entities are all negotiated with by managers.
• The entrepreneur, the disturbance handler, the resource allocator, and the negotiator are the four primary decision-making roles.
• In the organization, the entrepreneur willingly initiates change, such as innovations or new strategies.
• The disturbance handler assists in the resolution of conflicts between diverse parties, including other managers and their subordinates.
• The resource allocator determines who gets what in the organization, i.e., how resources are divided among various persons and groups.
• The negotiator represents the organization when it comes to establishing agreements with other groups, such as management-labor union contracts.

Qualities of a Manager

A manager is responsible for a variety of tasks, ranging from planning to controlling. For every form of activity, he must make a selection. Managerial decisions have an impact on how a company operates.

1. Education
2. Intelligence
3. Leadership
4. Training
5. Technical Knowledge
6. Maturity
7. Positive Attitude
8. Self-confidence
9. Foresight

Education

• A manager must have a solid educational foundation. Managers are expected to acquire management education in addition to other educational degrees these days. 
• Education not only broadens one's mental horizons, but it also aids in comprehending and correctly analyzing information. 
• Knowledge of the business environment is also necessary for dealing with the many issues that may arise in the organization.

Intelligence

• A manager is expected to take on additional tasks than ordinary employees. In comparison to other people, he should have a higher level of intelligence. 
• Intelligence will aid a management in evaluating the company's current and future prospects. 
• He will be able to anticipate events and make the essential judgments at the proper time.

Leadership

• A manager's job is to direct and motivate the people that work for the company. 
• Subordinates will report to him, and he will lead them. Subordinates' energies must be correctly channeled in order to achieve corporate goals. 
• If a manager possesses leadership skills, he can inspire subordinates to improve their performance and work to their maximum potential for the organization's benefit.

Training

• A manager must develop managerial abilities. There are three types of skills: technical, human, and conceptual. 
• These abilities must be obtained through education, mentoring, and experience, among other things. These abilities are required at all levels of management.

Technical Knowledge

• A manager should have technical knowledge of the company's production processes and other activities. 
• If he is familiar with the actions, he will be in a better position to check and guide them.

Maturity

• A manager must be mentally mature in order to deal with a variety of scenarios. He must be patient, attentive, and fast to respond to situations. 
• He must make a number of difficult decisions that, if not handled appropriately, could have a negative impact on his work. 
• When dealing with subordinates, he should remain calm. Mental development will bring all of these qualities.

Positive Attitude

• A manager's positive attitude is a valuable asset. A manager must deal with a large number of people both inside and outside the firm. 
• He should respond to numerous recommendations with sympathy and positivity, and make humane conclusions. 
• He should not make assumptions or take sides. He should make an effort to form positive relationships with all of the people that deal with him. 
• He should endeavor to comprehend their issues and lend a hand.

Self-confidence

• A manager should be self-assured. He must make numerous decisions on a daily basis, and he may conduct a methodical analysis before making a conclusion. 
• He should stick to his decisions and endeavor to put them into action once he has made them. 
• A person lacking in self-assurance will always be unsure about his choices. This mindset will cause more issues than it will solve.

Foresight

• A management must make decisions not only for the now but also for the future. 
• Technology, marketing, customer behavior, financial setup, and so on are all changing at a rapid pace. 
• Changes in economic policies will have long-term consequences. A manager should imagine what will happen in the future and prepare his or her organization to deal with it. 
• The ability to foresee the future will aid in making sound judgments and putting upcoming events into context. 
• The organization may experience negative consequences if things are not properly analyzed.