University of

Dhaka
Assignment on:
Function, Role and Skill of a Manager
Principles of Management
Course Code: 102
Submitted to:
Mr. Md. Abdul Jabber
Lecturer,
Department of Management
Studies
University of Dhaka

Submitted by:
Group name: Harbinger
1. Md. Moshiur Alam (Roll: 72)
2. Md. Sumsuddin (Roll: 37)
3. Md. Yasin Hossain(Roll: 34)
4. Avijeet Sarkar (Roll:64)
5. Prokash Kumar (Roll: 44)
6. Saidur Rahman (Roll: 98)
7. Md. Masum Billah (Roll: 86)
Department of Management
Studies
Batch No: 19th
B.B.A 1st year- 1st semester
Section: A

Session: 2012-13
University of Dhaka

ACKNOWLEDGMENT
Alhamdulillah, fi rst of all we would like
to thank God as fi nally we were able to finish our
assignment that has been given by our management
lecturer Mr. Md. Abdul Jabber to us. He also gave
us proper guidelines and co-operated us completing
this assignment. So, we express our deep gratitude
to him. This task had been done with all afford by group
members even though a little bit problem were
happened among us while doing this assignment.
Luckily, all the problems can be settled down and we
were able to adapt properly and wisely.
We would like to thank Department of
Management Studies, University of Dhaka
for updated education system in Bangladesh. Lastly
we would like to deliver our whole hearted thanks to all
the students of our class for their cordial cooperation.
So we pray the long life and good health for all the
persons who have helped and co-operated us in our
assignment research.

Functions of Manager
There are basically five management concepts that
allow any organizations manager to handle the tactical,
planned and set decisions. The five basic functions of the
manager are just to have a controlled plan over the
preventive measure.

Figure: Functions of Manager

These Functions can be summarized below:

Planning:
Planning is the first tool of the four functions in the
managerial task. The difference between a successful and
unsuccessful manager lies within the planning procedure.
Planning is the logical thinking through goals and making
the decision as to what needs to be accomplished in
order to reach the organizations objectives. Managers
use this process to plan for the future, like a blueprint to
foresee problems, decide on the actions to evade difficult
issues and to beat the competition.
Organizing:
The second function of the manager (management) is
getting prepared, getting organized. Manager must
organize all its resources well before in hand to put into
practice the course of action to decide that has been
planned in the base function. Through this process,
manager will now determine the inside directorial
configuration; establish and maintain relationships, and
also assign required resources.
Staffing:
The third function of manager is stuffing. After the
organizational functions are done, he may decide to beef
up his staffing by recruiting, selecting, training, and
developing employees. A manager in a large organization
often works with the company's human resources
department to accomplish this goal.
Directing:

It involves the implementation of plans by mobilizing

individuals and group efforts through motivation,
communication, leadership and supervision. Directing
may be defined as the process of activating the efforts of
employees towards the achievement of organizational
objectives.
Controlling:
It is the process of regulating the ongoing activities of the
organization to ensure that they are in conformity with
the established plans and produce the desired results.
Through the controlling function, management can keep
the organization towards its chosen track. It involves:
Establishing standards of performance
Measuring current performance
Comparing actual results with the established
standards
Detecting deviations from the standards
Taking corrective actions for significant deviations.

Roles of Manager
A manager wears many hats. Not only is a manager
a team leader, but he or she is also a planner, organizer,
cheerleader, coach, problem solver, and decision maker
all rolled into one. And these are just a few of a
manager's roles.

Figure: The Managerial Role

Interpersonal role:
The roles in this category involve providing information
and ideas.
1.

Figurehead - A manager has social, ceremonial

and legal responsibilities. He is expected to be a
source of inspiration. People look up to him as a
person with authority, and as a figurehead.
2. Leader - This is where manager provide leadership
for his team, his department or perhaps his entire
organization; and it's where he (manager) manage
the performance and responsibilities of everyone in
the group.

3.

Liaison - Managers must communicate with

internal and external contacts. He needs to be able
to network effectively on behalf of his organization.

Informational Role:
The roles in this category
involve processing information.
1 Monitor - In this role, manager regularly seek out
information related to his organization and industry,
looking for relevant changes in the environment. He
also monitors his team, in terms of both their
productivity, and their well-being.
2 Disseminator - This is where manager
communicate potentially useful information to his
colleagues and his team.
3 Spokesperson - Manager represents and speaks for
his organization. In this role he is responsible for
transmitting information about his organization and
its goals to the people outside it.
Decisional Role:
The roles in this category involve using information.
1 Entrepreneur - A manager creates and control
change within the organization. This means solving
problems, generating new ideas, and implementing
them.
2 Disturbance Handler - When an organization or
team hits an unexpected roadblock, it's the manager
who must take charge. He also needs to help
mediate disputes within it.

3 Resource Allocator A manager also needs to

determine where organizational resources are best
applied. This involves allocating funding, as well as
assigning staff and other organizational resources.
4 Negotiator A manager may be needed to take
part in, and direct, important negotiations his team,
department, or organization.

Skills of Manager
In addition to fulfilling numerous roles the manager
also need a number of specific skills if he wants to be
succeed. The most fundamental management skills are
technical. Interpersonal, conceptual, communication
decision making and time management skills.

Figure: Managerial Skill (For All Level Managers)

Technical Skills:
Technical skills are the skills necessary to accomplish or
understand the specific kind of work being done in an
organization. Technical skills are especially important for
first line managers. These managers spend most of their

time training subordinates and answering question about

work related problems. They must know how to perform
tasks assigned to those they supervise if they are to be
effective managers.

Interpersonal Skills:
Managers spend considerable time interacting with
people both inside and outside the organization. For
obvious reasons then the manager also needs
interpersonal skills- the ability to communicate with,
understand and motivate both individuals and groups. As
a manager climbs the organizational ladder, he or she
must be able to get along with subordinates, peers and
those at higher level of the organization. Because of the
multitude of roles manager must fulfill, a manager must
able to work with suppliers, customers, investors, and
others outside of the organization. Although some
managers have succeeded with poor interpersonal skills,
a manager who has good interpersonal skills is likely to
be more successful.

Conceptual Skills:
Conceptual skills depend on the managers ability to think
in the abstract. Managers need the mental capacity to
understand the overall working of the organization and its
environment, to grasp how all the part of the organization
fit together, and view the organization in a holistic

manner. This allows them to think strategically, to see the

big picture, and to make broad based decisions that
serve the overall organization.

Diagnostic Skills:
Successful managers also possess diagnostic skills, or
skills that enable a manager to visualize the most
appropriate response to a situation. A physician
diagnoses a patient illness by analyzing symptoms and
determining their probable cause. Similarly, a manager
can diagnose and analyze a problem in the organization
by studying its symptoms and then developing a solution.

Communication Skills:
Communication skills refer to the managers ability both
to effectively convey ideas and information to others and
to effectively receive ideas and information from others.
This skills enable a manager to transmit ideas to
subordinates so that they know what is expected, to
coordinate work with peers and colleagues so that they
work well together properly, and to keep higher level
managers informed about what is going on. In addition,
communication skills help the manager listen to what
others say and to understand real meaning behind
letters, reports, and other written communication.

Decision-Making Skills:
Effective managers also have good decision making skills.
Decision making skills refers to the managers ability to
correctly recognize and define problems and
opportunities and to then select an appropriate course of
action to solve the problems and capitalize on
opportunities. No manager makes the right decision all
the time. However, effective managers make good
decision most of the time. And when they do make a bad
decision, they usually recognize their mistake quickly and
then make good decision to recover with as little cost or
damage to their organization as possible.

Time-Management Skills:
Finally, effective managers usually good time
management skills. Time management skills refer to the
managers ability to prioritize work, to work effectively,
and to delegate appropriately. As already noted,
managers face many different pressures and challenges.
It is too easy for a manager to get bogged down doing
work that can easily be postponed or delegated to others.
When this happens, unfortunately, more pressing and
higher priority work may get neglected.

Although above described skills are essential for

managers, their relative importance tends to vary by
level of managerial responsibility.
Business and management educators are increasingly
interested in helping people acquire technical, human,
and conceptual skills, and develop specific competencies,
or specialized skills, which contribute to high performance
in a management job. Following are some of the skills and
personal characteristics:
Leadership ability to influence others to
perform tasks
Self-objectivity ability to evaluate yourself
realistically
Analytic thinking ability to interpret and
explain patterns in information
Behavioral flexibility ability to modify
personal behavior to react objectively rather than
subjectively to accomplish organizational goals

 Oral communication ability to express ideas

clearly in words
Written communication ability to express
ideas clearly in writing
Personal impact ability to create a good
impression and instill confidence
Resistance to stress ability to perform under
stressful conditions
Tolerance for uncertainty ability to perform
in ambiguous situations