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A Retail Store Manager?

An Operation Manager?

A Human Resource Manager?

Anything that goes with a job description of a MANAGER!

½ e role of business managers can vary
depending not only on t e size of t e
business but also on t e scope of t eir
functions, eit er you are general manager or
an office manager.

In a tiny business, t e manager will

ave to attend to marketing,
finances, accounting and ot er
incidentals in addition to day-to-
day operations. ½ us t e one-man
artifacts-maker will not only ave to
make t e artifacts but also market
it, manage finances and keep
accounts. As t e size of t e business
gets larger, t e role also c anges.
A Manager is t e person
responsible for planning and
directing t e work of a group of
individuals, monitoring t eir work,
and taking corrective action w en
necessary. For many people, t is is
t eir first step into a management
career.
Managers may direct workers
directly or t ey may direct several
supervisors w o direct t e workers.
½ e manager must be familiar wit
t e work of all t e groups e/s e
supervises, but does not need to be
t e best in any or all of t e areas. It is
more important for t e manager to
know ow to manage t e workers
t an to know ow to do t eir work
well.
A manager may ave t e power to
ire or fire employees or to promote
t em. In larger companies, a
manager may only recommends
suc action to t e next level of
management. ½ e manager as t e
aut ority to c ange t e work
assignments of team members.
àeast of job duties and responsibilitiesǥ

Most work is performed by people

w o are not under t e constant
supervision of a manager. Given t is
fact, it makes sense to let t e
employee determine t e rig t pat
to walk to accomplis er objectives.
S e will undoubtedly c oose t e one
t at draws upon er unique talents
and ability to contribute to
performance. ½ e manager will want
to establis t e critical pat and t e
c eck points for feedback, but to
micromanage t e employee is a
mistake. ½ e manager will drive
imself crazy and lose good people
w o feel e doesnǯt trust t em.
únjoying most as aǥ

Great manager t at appreciate t e diversity

of t e people in t eir work group

Recognize t at Dz elping people become

more of w o t ey already are,dz since eac
person as unique strengt s, will best
support t eir success.

W y?

½o focus on an individualǯs strengt s and manage around is weaknesses.

½o find out w at motivates eac staff member and try to provide more of it
in is work environment. As an example, if c allenge is w at your staff
person craves, make sure e always as one toug , c allenging assignment.
If your staff member prefers routine, send more repetitive work in is
direction. If e enjoys solving problems for people, e may excel in front-
line service.
½he Human Resource
professional must
maintain a thorough
understanding of
positions and needs
across the organization.
Because you need to elp
eac individual experience
t e rig t job fit. Familiarize
yourself wit t e talents
and capabilities of eac
person in your
organization. Keep
excellent documentation of
testing, job applications,
performance appraisals,
and performance
development plans.
½he Issue of Coordinating Business Management

àarger businesses coordinate t eir operations by developing functional plans t at

are consistent wit eac ot er.
For example, production managers develop production plans t at support t e sales
estimates of t e sales department. ½ e procurement plans of purc asing
department, in turn, seek to ensure timely availability of required supplies to
execute t e production plans.

Planning as to be followed by implementation t at involves organizing,

motivating and control. Managers prepare to-do lists of specific tasks to execute
t e plans t at fall under t eir responsibility. Some of t ese tasks mig t involve
considerable organizing, suc as assembling facilities and employee teams.

Finally, business managers must ensure t at actual performance is indeed in line

wit t e plans. For t is, goals and milestones must be set; performance must be
measured and t en c ecked against t e goals and milestones. ½ is process is w at
we call control. It is control at all levels from s op floor and field sales to t e
corporate eadquarters t at ensures ac ievement of corporate goals.