Management Theory and Practice – 15EHSC402

2018-19 (odd)
 Index

Sl.No Topic

1. Introduction: What is – and why study

management?

2. Management Is Science Or Art?

3. Skill Required at Different Managerial

Level

4. Characteristics of Management

5. Levels of Managers (Types of Managers)

6. Guidelines for managerial excellence in

success
Topic Learning Objectives:
1. Define management in its context of achieving objectives.
2. Briefly explain the four functions of management and their impact on the six M’s of
management.
3. Clarify the relationship of science and art to management knowledge, skill, and practice.
4. Identify the common denominator of excellence and success in management Briefly
explain the four functions of management and their impact on the six M’s of
management.
5. Identify the common denominator of excellence and success in management Briefly
explain the four functions of management and their impact on the six M’s of
management.
6. Distinguish between the managers and entrepreneurs.
Chapter No. 1: Introduction: What is – and why study management?

DEFINITION OF MANAGEMENT

Although management as a discipline is more than 80 years old, there is no common

agreement among its experts and practitioners about its precise definition. In fact, this is so in
case of all social sciences like psychology, 5 sociology, anthropology, economics, political
science etc. As a result of unprecedented and breath-taking technological developments,
business organizations have grown in size and complexity, causing consequential changes in the
practice of management. Changes in management styles and practices have led to changes in
management thought. Moreover, management being interdisciplinary in nature has undergone
changes because of the developments in Introduction: What is – and why study

management?behavioral sciences, quantitative techniques, engineering and technology, etc.

Since it deals with the production and distribution of goods and services, dynamism of its
environments such as social, cultural and religious values, consumers' tastes and preferences,
education and information explosion, democratization of governments, etc., have also led to
changes in its theory and practice. Yet, a definition of management is necessary for its teaching
and research, and also for improvement in its practice.

Many management experts have tried to define management. But, no definition of management has
been universally accepted. Let us discuss some of the leading definitions of management:

Peter F. Ducker defines, "management is an organ; organs can be described and defined only through
their functions".

According to Terry, "Management is not people; it is an activity like walking, reading, swimming or
running. People who perform Management can be designated as members, members of Management
or executive leaders."

Ralph C. Davis has defined Management as, "Management is the function of executive leadership
anywhere."
According to Mc Farmland, "Management is defined for conceptual, theoretical and analytical purposes
as that process by which managers create, direct, maintain and operate purposive organization through
systematic, co-ordinate co-operative human effort."

Henry Fayol, "To mange is to forecast and plan, to organize, to compound, to co-ordinate and to
control."

Harold Koontz says, "Management is the art of getting things done through and within formally
organized group."

William Spriegal, "Management is that function of an enterprise which concerns itself with direction
and control of the various activities to attain business objectives. Management is essentially an
executive function; it deals with the active direction of the human effort."

Kimball and Kimball, "Management embraces all duties and functions that pertain to the initiation of an
enterprise, its financing, the establishment of all major policies, the provision of all necessary
equipment, the outlining of the general form of organization under which the enterprise is to operate
and the selection of the principal officers."

Sir Charles Reynold, "Management is the process of getting things done through the agency of a
community. The functions of management are the handling of community with a view of fulfilling the
purposes for which it exists."

E.F.L. Brech, "Management is concerned with seeing that the job gets done, its tasks all centre on
planning and guiding the operations that are going on in the enterprise."

James Lundy, "Management is principally a task of planning, coordinating, motivating and controlling
the efforts of other towards a specific objective. It involves the combining of the traditional factors of
production land, labour, capital in an optimum manner, paying due attention, of course, to the
particular goals of the organization."

Wheeler, "Management is centered in the administrators or managers of the firm who integrate men,
material and money into an effective operating limit."

J.N. Schulze, "Management is the force which leads guides and directs an organization in the
accomplishment of a pre-determined object."
Oliver Scheldon, "Management proper is the function in industry concerned in the execution of policy,
within the limits set up by the administration and the employment of the organization for the particular
objectives set before it”

Keith and Gubellini, "Management is the force that integrates men and physical plant into an effective
operating unit."

Newman, Summer and Warren, "The job of Management is to make co-operative endeavour to
function properly. A manager is one who gets things done by working with people and other resources
in order to reach an objective."

G.E. Milward, "Management is the process and the agency through which the execution of policy is
planned and supervised."

Ordway Tead, "Management is the process and agency which directs and guides the operations of an
organization in the realizing of established aims."

Mary Parker Follett defines management as the "art of getting things done through people". This
definition calls attention to the fundamental difference between a manager and other personnel of an
organization. A manager is one who contributes to the organization’s goals indirectly by directing the
efforts of others – not by performing the task himself. On the other hand, a person who is not a
manager makes his contribution to the organization’s goals directly by performing the task himself.

Sometimes, however, a person in an organization may play both these roles simultaneously. For
example, a sales manager is performing a managerial role when he is directing his sales force to meet
the organization’s goals, but when he himself is contacting a large customer and negotiating a deal, he is
performing a non-managerial role. In the former role, he is directing the efforts of others and is
contributing to the organization’s goals indirectly; in the latter role, he is directly utilizing his skills as a
salesman to meet the organization’s objectives.

A somewhat more elaborate definition of management is given by George R. Terry. He defines

management as a process "consisting of planning, organizing, actuating and controlling, performed to
determine and accomplish the objectives by the use of people and other resources". According to this
definition, management is a process – a systematic way of doing things. The four management activities
included in this process are: planning, organizing, actuating and controlling. Planning means that
managers think of their actions in advance. Organizing means that managers coordinate the human and
material resources of the organization. Actuating means that managers motivate and direct
subordinates. Controlling means that managers attempt to ensure that there is no deviation from the
norm or plan. If some part of their organization is on the wrong track, managers take action to remedy
the situation.

To conclude, we can say that various definitions of management do not run contrary to one another.
Management is the sum-total of all those activities that (i) determine objectives, plans, policies and
programmes; (ii) secure men, material, machinery cheaply (iii) put all these resources into operations
through sound organization (iv) direct and motivate the men at work, (v) supervises and control their
performance and (iv) provide maximum prosperity and happiness for both employer and employees and
public at large.
Management involves coordinating and overseeing the work activities of others so that their activities
are completed efficiently and effectively.

1) Coordinating and overseeing the work of others is what distinguishes a managerial position from a
nonmanagerial one.

2) Efficiency is getting the most output from the least amount of inputs in order to minimize resource
costs. Efficiency is often referred to as “doing things right”.

Effectiveness is completing activities so that organizational goals are attained and is often described as
“doing the right things” No two managers’ jobs is exactly alike. All managers perform certain function,
enact certain roles and display a set of skills in their jobs.

Why Study Management

Management examines management policies and practices in the context of organizational growth and
development, management theory, theories of leadership, communication processes, employment
relations and the dynamics of organizational behavior.

• Management makes human efforts more productive.

• It brings better equipment, plants, offices, products, services and human relations to our
society.

• Helps in social economic life.

• Management brings order to endeavors by combining isolated events and disjointed

information into meaningful relationships.

• These relationships then work to solve problems and accomplish goals.

Management Is Science Or Art?

Management as a Science:
Science can be defined as a systematic and organized body of knowledge based on logically observed
findings, facts and events.

Science comprises of exact principles which can be verified and it can establish cause and effect
relations.

Main characteristics/features of science are:

1. Systematic body of knowledge:
In science organized and systematic study material is available which is used to acquire the knowledge
of science. Like science in management also there is availability of systematic and organized study
material. So first feature of science is present in management.

2. Scientific principles are derived on the basis of logical and scientific observations:
The scientists perform logical observation before deriving any principle or theory. They are very
objective while doing the observations. But when managers are observing they have to observe human
beings and observation of human being cannot be purely logical and objective.

Some kind of subjectivity enters in the observations so this feature of science is not present in

management. All the scientific principles have same effect, wherever we try them whereas effect of
management principles varies from one situation to other.

3. Principles are based on repeated experiments:

Before developing scientific principles scientists test these principles under different conditions and
places. Similarly, managers also test and experiment managerial principles under different conditions in
different organizations. So this feature of science is present in management.

4. Universal Validity:
Scientific principles have universal application and validity. Management principles are not exact like
scientific principles so their application and use is not universal. They have to be modified according to
the given situation. So this feature of science is not present in management.
5. Replication is possible:
In science replication is possible as when two scientists are undertaking the same investigation working
independently and treating the same data under the same conditions may desire or obtain the identical
or exactly same result.

But in management managers have to conduct research or experiments on human beings. So if’ two
managers are investigating same data, on different sets of human beings they will not get identical or
same result because human beings never respond in exactly identical manner. So this feature of science
is also not present in management.

Management as an Art:
Art can be defined as systematic body of knowledge which requires skill, creativity and practice to get
perfection.

The main features of art are:

1. Systematic body of knowledge/Existence of theoretical knowledge:
In every art there is systematic and organized study material available to acquire theoretical knowledge
of the art. For example, various books on different ragas are available in music. In management also
there is systematic and organized body of knowledge available which can help in acquiring managerial
studies. So this feature of art is present in management also.

2. Personalized application:
In the field of art only theoretical knowledge is not enough. Every artist must have personal skill and
creativity to apply that knowledge. For example, all musicians learn same ragas but they apply these
ragas according to their personal skill and creativity which makes them different.

In management also all managers learn same management theories and principles. But their efficiency
depends on how well they use these principles under different situations by applying personal skills and
creativity so this feature of art is also present in management.

3. Based on Practice and creativity:

The artist requires regular practice of art to become more fine and perfect. Without practice artists lose
their perfection. Art requires creative practice, i.e., artist must add his creativity to the theoretical
knowledge he has learned. Same way with experience managers also improves their managerial skills
and efficiency. So this feature of art is also present in management.

Management: Both Science and Art:

Management is both science as well as art. Like science it has systematic and well- organized body of
knowledge and like art it requires personal skill, creativity and practice to apply such knowledge in the
best possible way. Science and art are not in contrast to each other; both exist together in every
function of management.

Management as a Profession:
Profession can be defined as an occupation backed by specialized knowledge and training, in which
entry is restricted.

The main features of profession are:

1. Well defined Body of knowledge:
In every profession there is practice of systematic body of knowledge which helps the professionals to
gain specialized knowledge of that profession. In case of management also there is availability of
systematic body of knowledge.

There are large numbers of books available on management studies. Scholars are studying various
business situations and are trying to develop new principles to tackle these situations. So presently this
feature of profession is present in management also.

2. Restricted Entry:
The entry to a profession is restricted through an examination or degree. For example a person can
practice as Doctor only when he is having MBBS degree.

Whereas there is no legal restriction on appointment of a manager, anyone can become a manager
irrespective of the educational qualification. But now many companies prefer to appoint managers only
with MBA degree. So presently this feature of profession is not present in management but very soon it
will be included with statutory backing.
3. Presence of professional associations:
For all the professions, special associations are established and every professional has to get himself
registered with his association before practicing that profession. For example, doctors have to get
themselves registered with Medical Council of India, lawyers with Bar Council of India etc.

In case of management various management associations are set up at national and international levels
which have some membership rules and set of ethical codes, for example, AIMA in New Delhi, National
Institute of Personal Management at Calcutta etc., but legally it is not compulsory for managers to
become a part of these organizations by registration. So presently this feature of profession is not
present in management but very soon it will be included and get statutory backing also.

4. Existence of ethical codes:

For every profession there are set of ethical codes fixed by professional organizations and are binding on
all the professionals of that profession. In case of management there is growing emphasis on ethical
behavior of managers. All India Management Association (AIMA) has devised a code of conduct for
Indian managers. But legally it is not compulsory for all the managers to get registered with AIMA and
abide by the ethical codes.

So presently this feature of profession is not present in management but very soon it will be included
with statutory backing.

5. Service Motive:
The basic motive of every profession is to serve the clients with dedication. Whereas basic purpose of
management is achievement of management goal, for example for a business organization the goal can
be profit maximization.

But nowadays only profit maximization cannot be the sole goal of an enterprise. To survive in market for
a long period of time, a businessman must give due importance to social objectives along with economic
objectives. So presently this feature of profession is not present but very soon it will be included.
Skill Required at Different Managerial Level

Managerial Skills
Classical management theory structures organizational management into tears, like a pyramid. At the base of
the pyramid are supervisors, or lower-level managers, working directly with workers to coordinate the daily
tasks of the organization. In the middle are, you guessed it, middle managers. They oversee longer-term goals
with the supervisors that align with strategic objectives of the organization. Who sets these strategic
objectives? That's right; it's the folks at the tip of the pyramid, the top-level managers.
Three Types of Managerial Skills
Robert Katz identifies three types of skills that are essential for a successful management process:
 Technical,

 Conceptual and
 Human or interpersonal managerial skills.
Technical Skills
As the name of these skills tells us, they give the manager’s knowledge and ability to use different
techniques to achieve what they want to achieve. Technical skills are not related only for
machines, production tools or other equipment, but also they are skills that will be required to
increase sales, design different types of products and services, and market the products and
services…
For example, let’s take an individual who work in sales department and have high developed sales
skills obtained through education and experience in his department or the same departments in
different organizations. Because of these skills he possesses, this person can be a perfect solution
to become sales manager because he has great technical skills related to sales.
On the other hand, one person that becomes sales manager immediately will start to build his next
type of required skills, because if his task until now was only to work with the customers as sales
representative, now it will need to work with employees in sales department as addition to the
work with customers.
Technical skills are most important for the first-level managers, but for the top managers, these
skills are not something with high significance level. As we go through a hierarchy from the bottom
to higher levels, the technical skills lose their importance.
Conceptual Skills

Conceptual skills present knowledge or ability of a manager for more abstract thinking. That
means he can easily see the whole through analysis and diagnosis of different states in order to
predict the future of the business or department as a whole.
Why managers need these skills?
As a first, a company has more business elements or functions as selling, marketing, finance,
production… All these business elements have different goals even completely opposed. Th ink
about marketing and production as a business function and their separate goals. You’ll see the
essential difference. The conceptual skills will help managers to look outside the goals of a single
business department and make decisions that will satisfy overall business goals.
Conceptual skills are vital for top managers, less important for mid-level managers, and not
required for first-level managers. As we go from a bottom of the managerial hierarchy to the top,
the importance of these skills will rise.

Human or Interpersonal Managerial Skills

Human or interpersonal managerial skills present a manager’s knowledge and ability to work with
people. One of the most important management tasks is to work with people. Without people,
there will not be a need for existence of management and managers.
These skills will enable managers to become leaders, to motivate employees for better
accomplishments, to make more effective use of human potential in the company and so on.
Simply, they are the most important skills for managers.
Interpersonal managerial skills are important for all hierarchical levels in the company.
These are the basic skills required for a successful management as a process. Some authors also
mention other skills that when I am thinking about, they are simply part of these three primary
skills.
Let’s take an example with controlling skills. The controlling can’t be a skill, but rather a process, or
one of the managerial functions. Managers perform controlling through their interpersonal
managerial skills that we already described. Other additional skills that I find in the theory are
decision making skills. Again, decision making is a process and not the skill. When we have
conceptual skills, we will make a better decision. Furthermore, when we have technical skills, we
will make a better technical decision. Because of that I think that the basic skills all managers will
need are skills explained as technical, conceptual, and interpersonal managerial skills.
At the end, I want to note something about managerial skills and business potential energy. Better
managerial skills in your company will produce larger business potential energy. Because of that,
this type of skills is in the category of business elements that can increase your business potential
energy.
Characteristics of Management

1. Management is goal oriented process:

Management always aims at achieving the organizational objectives. The functions and activities of

manager lead to the achievement of organizational objectives; for example, if the objective of a

company is to sell 1000 computers then manager will plan the course of action, motivate all the

employees and organize all the resources keeping in mind the main target of selling 1000 computers.

2. Management is Pervasive:

Management is a universal phenomenon. The use of management is not restricted to business firms

only it is applicable in profit-making, non-profit-making, business or non-business organizations; even a

hospital, school, club and house has to be managed properly. Concept of management is used in the

whole world whether it is USA, UK or India.

3. Management is Multidimensional:

Management does not mean one single activity but it includes three main activities:

i. Management of work

ii. Management of people

iii. Management of operations

(a) Management of work:

All organizations are set up to perform some task or goal. Management activities aim at achieving goals

or tasks to be accomplished. The task or work depends upon the nature of Business for example, work

to be accomplished in a school is providing education, in hospital is to treat patient, in industry to

manufacture some product. Management makes sure that work is accomplished effectively and

efficiently.
(b) Management of people:

People refer to Human resources and Human resources are the most important assets of an

organization. An organization can win over competitor with efficient employees only because two

organizations can have same physical, technological and financial resources but not human resources.

Management has to get task accomplished through people only.

Managing people has two dimensions:

(i) Taking care of employee’s individual needs

(ii) Taking care of group of people

(c) Management of operations:

Operations refer to activities of production cycle such as buying inputs, converting them into semi-

finished goods, finished goods.

Management of operations concentrates on mixing management of work with management of people,

i.e., deciding what work has to be done, how it has to be done and who will do it.

4. Management is a continuous process:

Management is a continuous or never ending function. All the functions of management are performed

continuously, for example planning, organizing; staffing, directing and controlling are performed by all

the managers all the time. Sometimes, they are doing planning, then staffing or organizing etc.

Managers perform ongoing series of functions continuously in the organization.

5. Management is a group activity:

Management always refers to a group of people involved in managerial activities. The management

functions cannot be performed in isolation. Each individual performs his/her role at his/her status and

department, and then only management function can be executed.

Even the result of management affects every individual and every department of the organization so it

always refers to a group effort and not the individual effort of one person.

6. Management is a dynamic function:

Management has to make changes in goal, objectives and other activities according to changes taking

place in the environment. The external environment such as social, economical, technical and political

environment has great influence over the management. As changes take place in these environments,

same are implemented in organization to survive in the competitive world.

7. Intangible:

Management function cannot be physically seen but its presence can be felt. The presence of

management can be felt by seeing the orderliness and coordination in the working environment. It is

easier to feel the presence of mismanagement as it leads to chaos and confusion in the organization.

For example, if the inventory of finished products is increasing day by day it clearly indicates

mismanagement of marketing and sales.

8. Composite process:

Management consists of series of functions which must be performed in a proper sequence. These

functions are not independent of each other.

They are inter-dependent on each other. As the main functions of management are planning, organizing,

staffing, directing and controlling; organizing cannot be done without doing planning, similarly, directing

function cannot be executed without staffing and planning and it is difficult to control the activities of

employees without knowing the plan. All the functions inter-dependent on each other that is why

management is considered as a composite process of all these functions.

9. Balancing effectiveness and efficiency:

Effectiveness means achieving targets and objectives on time. Efficiency refers to optimum or best

utilization of resources. Managements always try to balance both and get the work done successfully.
Only effectiveness and only efficiency is not enough for an organization: a balance must be created in

both.

For example, if the target of an employee is to produce 100 units in one month time and achieving the

target by wasting resources and mishandling the machinery, will not be in the interest of organization.

On the other hand, if the employee spends lot of time in handling the machine carefully and managing

the resources carefully and fails to complete the target on time, it will also not be in the interest of

organization. Manager sees to it that this target is achieved on time-and with optimum use of resources

Levels of Managers (Types of Managers)

The role of a manager in organizations is complex. While managers can come in different shapes and
sizes they all share the task of utilizing people and resources to achieve organizational goals. This lesson
will discuss the roles and functions of management found in each of the three levels of management.

Managers in the Workforce

In today's fast-paced, competitive world, businesses are continually changing. Most of these
organizations are on the hunt for the competitive advantage, or a way to strategically move ahead of
the competition in the marketplace. However, earning the competitive advantage takes work; goals
must be set, plans must be made, people must be motivated and mobilized, resources have to be
gathered and distributed, and objectives have to be monitored and assessed.

Enter managers. These men and women come in many forms, but they all share the common task of
working with people and resources to achieve organizational goals. An organizational goal can be
something as simple as finding a way to shorten the amount of time it takes for a product to leave a
warehouse or as elaborate as introducing a new product to the marketplace that makes all previous
versions of this type of product obsolete. Regardless of the goal, someone needs to manage all of the
factors necessary to seeing that goal become a reality.
Think of a manager as the foundation, support beams, and roof of a house. He or she provides the
necessary support from the bottom up, and also provides oversight to all of the parts in between.

While this may seem like a great deal of responsibility and accountability for just one person to have,
much like an onion, there are several layers of management. The roles and responsibilities a particular
manager has correlates to their position in the organization. While job titles and roles can vary from
organization to organization, they typically fall into one of three levels of management.

Top-Level Managers
The first level of management is called top-level management. Top management is made up of senior-
level executives of an organization, or those positions that hold the most responsibility. Jobs titles such
as Chief Operating Officer (COO), Chief Executive Officer (CEO), Chief Financial Officer (CFO), President,
or Vice President are commonly used by top managers in organizations. These top managers are
responsible for setting the overall direction of a company and making sure that major organizational
objectives are achieved. Their leadership role can extend over the entire organization or for specific
divisions such as finance, marketing, human resources, or operations.

Top-level managers, or top managers, are also called senior management or executives. These
individuals are at the top one or two levels in an organization, and hold titles such as: Chief
Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief
Information Officer (CIO), Chairperson of the Board, President, Vice president, Corporate head.

Often, a set of these managers will constitute the top management team, which is composed of
the CEO, the COO, and other department heads. Top-level managers make decisions affecting
the entirety of the firm. Top managers do not direct the day-to-day activities of the firm; rather,
they set goals for the organization and direct the company to achieve them. Top managers are
ultimately responsible for the performance of the organization, and often, these managers
have very visible jobs.

Top managers in most organizations have a great deal of managerial experience and have
moved up through the ranks of management within the company or in another firm. An
exception to this is a top manager who is also an entrepreneur; such an individual may start a
small company and manage it until it grows enough to support several levels of management.
Many top managers possess an advanced degree, such as a Masters in Business Administration,
but such a degree is not required.

Some CEOs are hired in from other top management positions in other companies. Conversely,
they may be promoted from within and groomed for top management with management
development activities, coaching, and mentoring. They may be tagged for promotion through
succession planning, which identifies high potential managers.

Middle -Level Managers

Middle-level managers, or middle managers, are those in the levels below top managers. Middle
managers' job titles include: General manager, Plant manager, Regional manager, and Divisional
manager.

Middle-level managers are responsible for carrying out the goals set by top management. They do so by
setting goals for their departments and other business units. Middle managers can motivate and assist
first-line managers to achieve business objectives. Middle managers may also communicate upward, by
offering suggestions and feedback to top managers. Because middle managers are more involved in the
day-to-day workings of a company, they may provide valuable information to top managers to help
improve the organization's bottom line.

Jobs in middle management vary widely in terms of responsibility and salary. Depending on the size of
the company and the number of middle-level managers in the firm, middle managers may supervise
only a small group of employees, or they may manage very large groups, such as an entire business
location. Middle managers may be employees who were promoted from first-level manager positions
within the organization, or they may have been hired from outside the firm. Some middle managers may
have aspirations to hold positions in top management in the future.
First Level Managers

First-level managers are also called first-line managers or supervisors. These managers have job titles
such as: Office manager, Shift supervisor, Department manager, Foreperson, Crew leader, Store
manager.

First-line managers are responsible for the daily management of line workers—the employees who
actually produce the product or offer the service. There are first-line managers in every work unit in the
organization. Although first-level managers typically do not set goals for the organization, they have a
very strong influence on the company. These are the managers that most employees interact with on a
daily basis, and if the managers perform poorly, employees may also perform poorly, may lack
motivation, or may leave the company.

In the past, most first-line managers were employees who were promoted from line positions (such as
production or clerical jobs). Rarely did these employees have formal education beyond the high school
level. However, many first-line managers are now graduates of a trade school, or have a two-year
associates or a four-year bachelor's degree from college.
Perceptions of characteristics and role demands

Management Roles
In addition to the broad categories of management functions, managers in different levels of the
hierarchy fill different managerial roles. These roles were categorized by researcher Henry Mintzberg,
and they can be grouped into three major types: decisional, interpersonal, and informational.

Decisional Roles.
Decisional roles require managers to plan strategy and utilize resources. There are four specific roles
that are decisional. The entrepreneur role requires the manager to assign resources to develop
innovative goods and services, or to expand a business. Most of these roles will be held by top-level
managers, although middle managers may be given some ability to make such decisions.
The disturbance handler corrects unanticipated problems facing the organization from the internal or
external environment. Managers at all levels may take this role. For example, first-line managers may
correct a problem halting the assembly line or a middle level manager may attempt to address the
aftermath of a store robbery. Top managers are more likely to deal with major crises, such as requiring a
recall of defective products. The third decisional role, that of resource allocator, involves determining
which work units will get which resources. Top managers are likely to make large, overall budget
decisions, while middle mangers may make more specific allocations. In some organizations, supervisory
managers are responsible for determine allocation of salary raises to employees. Finally,
the negotiator works with others, such as suppliers, distributors, or labor unions, to reach agreements
regarding products and services. First-level managers may negotiate with employees on issues of salary
increases or overtime hours, or they may work with other supervisory managers when needed resources
must be shared. Middle managers also negotiate with other managers and are likely to work to secure
preferred prices from suppliers and distributors. Top managers negotiate on larger issues, such as labor
contracts, or even on mergers and acquisitions of other companies.

Interpersonal Roles
Interpersonal roles require managers to direct and supervise employees and the organization.
The figurehead is typically a top of middle manager. This manager may communicate future
organizational goals or ethical guidelines to employees at company meetings. A leader acts as an
example for other employees to follow, gives commands and directions to subordinates, makes
decisions, and mobilizes employee support. Managers must be leaders at all levels of the organization;
often lower-level managers look to top management for this leadership example. In the role of liaison, a
manger must coordinate the work of others in different work units, establish alliances between others,
and work to share resources. This role is particularly critical for middle managers, who must often
compete with other managers for important resources, yet must maintain successful working
relationships with them for long time periods.
Informational Roles.
Informational roles are those in which managers obtain and transmit information. These roles have
changed dramatically as technology has improved. The monitor evaluates the performance of others
and takes corrective action to improve that performance. Monitors also watch for changes in the
environment and within the company that may affect individual and organizational performance.
Monitoring occurs at all levels of management, although managers at higher levels of the organization
are more likely to monitor external threats to the environment than are middle or first-line managers.
The role of disseminator requires that managers inform employees of changes that affect them and the
organization. They also communicate the company's vision and purpose.

Managers at each level disseminate information to those below them, and much information of this
nature trickles from the top down. Finally, a spokesperson communicates with the external
environment, from advertising the company's goods and services, to informing the community about
the direction of the organization. The spokesperson for major announcements, such as a change in
strategic direction, is likely to be a top manager. But, other, more routine information may be provided
by a manager at any level of a company. For example, a middle manager may give a press release to a
local newspaper, or a supervisor manager may give a presentation at a community meeting.
Guidelines for managerial excellence in success
a. Know the company’s goals.
b. Select effective sub ordinates
c. Delicate authority by letting subordinates decide issues within their respective spheres of
operation.
d. Check to ensure that the results obtained are satisfactory
e. Select your group members carefully
f. Motivate them
g. Develop good communication
h. Strive to attain effective interpersonal relationships
i. Minimize conflicts among the group members.
j. Strengthen human relations skills
k. Learn to speak & listen effectively
l. Set high standards or proposed level of achievement
m. Consider others point of view
n. Become effective in decision making
o. Give scope for new ideas
p. Be a leader and take action
q. View management as opportunity to influence people
r. Evaluate and measure performances
s. Spend time on important matters
t. Meticulous planning
u. Expression of emotions and understanding nature to be incorporated.