1. Qualities of a Manager Education : A manager must be well educated.
He must have specific education in business management / administration.
Knowledge of business environment is also important to deal with the problems which the organisation may have to face in the future.
Training : Management skills are not inborn qualities. They are to be acquired through training. It is necessary for a good manager to have some sort of training in the branch of management where he is working or going to work.
Intelligence : A manager should have somewhat higher level of intelligence than the average human beings. He should have the ability to think scientifically and analyse the problems accurately.
Leadership : Every manager is supposed to provide guidance and leadership to a number of subordinates.
He should be able to channelise the energies of the subordinates for the achievement of organisational objectives.
The manager can motivate the subordinates effectively if he has got leadership qualities.
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2. Foresight :A good manager should have an open mind.
He should be receptive to new ideas.
He should be able to foresee the problems which might be faced by the business. Only through foresightedness, he can take good decisions.
Maturity : A good manager should have broad interests.
He should be emotionally mature and have balanced temperament.
He should have high frustration tolerance also.
Technical knowledge : A manager should have sufficient knowledge of the techniques of production being used in the enterprise.
Adequate technical knowledge is necessary so that he may not be fooled by the subordinates.
Human relations attitude : A good manager should try to develop social understanding.
He should treat his subordinates as human being.
He should try to maintain good relations with them.
He should understand their problems and offer a helping hand to them.
Self confidence : He should have self confidence. He should take decisions after scientific analysis and implement them with full dedication. He should not be afraid of taking initiative.
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3. Role of Managers
A role consists of the behaviour patterns expected of a manager within an organisation or a unit.
Henry Mintzberg conducted a comprehensive study of the nature of managerial roles in 1973.
A summary of Mintzberg’s finding gives us a complete picture of what a manager actually does.
Based on his study of activities of five practicing chief executives, Mintzberg generalized his description of the nature of managerial work in actual practice.
He identified ten basic roles performed by managers and classified them under three heads.
Interpersonal roles : It involves interactions with people.
Informational roles : They are concerned with collection and use of information for the purpose of communication.
.Decisional roles : It involves taking decisions about various issues in the organisation.
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4. Performs symbolic duties: makes speeches, serves on committees.
Interpersonal Roles
Figurehead
Leader
Liaison
Performs symbolic duties: makes speeches, serves on committees.
Motivates, inspires, sets an example, legitimizes the powers of subordinates.
Maintains relationship with other organizations, governments, industry groups, etc.
Informational Roles
Monitor
Disseminator
Spokesperson
Observes, Collects and reviews data on the meeting of standards.
Transmits information and judgements about internal and external environments.
Speaks for the organization. Engages in public relations.
Decisional Roles
Entrepreneur
Disturbance
Handler
Resource Allocator
Negotiator
Initiates changes, Authorizes action. Sets goals. Formulates plans.
Handles conflicts and complaints, Counters actions of competitors.
Approves budgets, schedules and programmes. Sets priorities.
Works out agreements with customers, suppliers and agencies.
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5. Relationship Between Managerial Roles and Functions
Interpersonal
Informational
Decisional
Planning
Organising
Staffing
Directing
Controlling
In planning, managers play informational and decisional roles.
In organising, managers play interpersonal and decisional roles
In staffing, managers play interpersonal, informational and decisional roles.
In directing, managers play interpersonal, informational and decisional roles.
Controlling involves informational and decisional roles.
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