FAKULTET ZA PRAVO, BEZBEDNOST I MENADŽMENT

,,KONSTANTIN VELIKI”

BEOGRAD

SEMINARSKI RAD

Predmet:

Tema: THE ROLE OF A MANAGER IN A BUSINESS ORGANIZATION

Mentor: Student:

Prof. dr Dejana Cvetković Pavle Popović

Broj indeksa: MB 58-P/19

BEOGRAD, 2020.godina
THE CONTENT

INTRODUCTION…………………………………………………………………………….…2
1. Manager and different types of manager…………………..………………………………3
2. Managerial skills…………………………………………….…………………………….5
3. Qualities of a Manager of the organization………………………………………………..6
4. Role of the Manager of a business organization………………………………………..8

CONCLUSION…………………………………….……………………………………………11

LITERATURE…………………………………………………………………………………..13
INTRODUCTION

The role of a manager in a small business organization is so vital that for any small
business organization such as inter-personal, information and co-coordinating roles must be
integrated to ensure the betterment of the organization.

It acts as a lubricant for the wheels of small business economic development and nation

More over, effective role of a manager has contributed to the increase in the organizational
productivities and their income, which will ensure the continuity of the organization

Besides, some managers have also contributed to the detriment of the organization by some
dubious character exhibited by them, for instance, wrong uses of funds, pilferage frauds and
failure activate their working abilities.

In fact, the government should recognize the importance of small business organization sector
because when they are firmly established, the, nation is built up, so it is advisable for the
government to help in strategies in which this ugly situation of things are solved immediately.

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 1. Manager and different types of manager

A manager is a person who is responsible for a part of a company, i.e., they ‘manage‘ the
company. Managers may be in charge of a department and the people who work in it. In some
cases, the manager is in charge of the whole business. For example, a ‘restaurant manager’ is in
charge of the whole restaurant.

A manager is a person who exercises managerial functions primarily. They should have the
power to hire, fire, discipline, do performance appraisals, and monitor attendance. They should
also have the power to approve overtime, and authorize vacations. He or she is the boss.

The Manager’s duties also include managing employees or a section of the company on a day-to-
day basis.

There are many different types of managers across the whole spectrum of a company’s or entity’s
hierarchy.

Levels of management spread from right at the top of a company down to supervisors of small teams.

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In this article, when I use the word ‘company,’ I am also including ‘organization.’

 Top Managers are in charge of a company’s strategy. In other words, they are the
stewards of an organization’s vision and mission.
 Functional Managers are responsible for the effectiveness and efficiency of specific
areas of a company, such as marketing. They are also in charge of personnel and
accounts.
 Team Managers or Supervisory Managers are in charge of subgroups of a particular
function. They may also be in charge of a group of members from different parts of the
company.
 Line Managers are in charge of the output of certain products or services. They hold
authority in a vertical chain of command, or over a particular product line.

For example, in a vehicle-making company, the Line Manager might be in charge of the ‘small
cars’ or ‘light truck’ division. Also, even more specifically, they may be in charge of the ‘small
cars marketing line.’

General Managers are responsible for managing a revenue-producing unit, such as a product line,
business unit, or a store. The General manager has to make decisions across different functions
within that unit. General managers typically get a bonus or commission when the unit does well.
General Managers report to their top executives and take directions from them. The top
executives explain what the company’s overall plan is. The General Manager subsequently sets
specific goals for the unit to fit in with the plan. Senior management refers to the top managers of
a company, i.e., its directors.

A manager’s job is very crucial in an organization. He is a planner, coordinator, producer

and a marketer. The success of an organization will depend upon the caliber of the manager in
utilizing the resources for achieving business goals. A manger is a pivotal figure in the task of
creating wealth. There are rapid changes in technology, methods of production, marketing
techniques, financial set up and the manager should be competent enough to cope with the
changes. A manager has to perform functions like planning, organizing, staffing, directing and
controlling. All these functions are essential for running an organization smoothly and achieving

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enterprise objectives. Planning is required for setting goals and establishing strategies for
coordinating activities. Organization helps in determining what tasks are to be done, how to do
them, how to group the tasks and where decisions are to be made. Staffing function is essential
for employing various types of persons and performing various activities like training,
development, appraisal, compensation, welfare etc.

The directing function requires giving instructions and motivating sub-ordinates to accomplish
their goals. A manager has to perform the controlling function for monitoring activities to ensure
that they are being accomplished as planned and correcting any significant deviations.

2. Managerial skills

A manager has to perform a number of jobs. It necessitates that a manager should have proper
skills to perform different jobs.

Technical Skills: A manager must have the necessary technical skills or the ability to work with
the resources, tools, techniques, procedures etc. First line managers as well as many middle
managers have involved in technical aspects of the organization’s operations. Technical skills
include knowledge of and proficiency in certain specialized such as engineering, computers,
finance or manufacturing. Even though the need for technical skills is less when a manager
moves higher in hierarchy but still technical proficiency helps in taking decisions.

Human Skills: It is the ability to work well with other people both individually and in a group.
Managers with human skills can get best out of the people working with them. They know how to
communicate, motivate, lead and inspire enthusiasm and trust. These skills are needed by
managers at every level but top managers need them the most.

Conceptual Skills: Conceptual skills are the ability to integrate and coordinate various activities.
Managers must have the ability to think and to conceptualize about abstract solutions. They must
be able to see the organization as a whole and the relationships among its various subunits and to
visualize how the organization fits into its broader environment. Conceptual skills are helpful in
decision-making. Since all managers have to take decisions so these skills are essential for all
managers but these become more important as they make up the organizational hierarchy.

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These skills can be depicted in a diagram:

3. Qualities of a Manager of the organization

A manager has to undertake a number of functions from planning to controlling. He has to

take decisions for every type of activity. The decisions of the manager influence the working of
an organization.

He should have the following qualities so for performing his work properly:

1. Education: A manager must have proper educational background. These days managers are
supposed to have management education, besides other educational qualifications. Education not
only widens mental horizon but also helps in understanding the things and interpreting them
properly. The knowledge of business environment is also important for dealing with various
problems the organization may face.

2. Intelligence: A manager has to perform more responsibilities than other persons in the
organization. He should have higher level of intelligence as compared to other persons.
Intelligence will help a manager in assessing the present and future possibilities for the business.
He will be able to foresee the things in advance and take necessary decisions at appropriate time.

3. Leadership: A manager has to direct and motivate persons working in the organization. He will

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provide leadership to subordinate. The energies of the subordinates will have to be channelize of

properly for achieving organizational goals. If a manager has the leadership qualities then he can
motivate subordinates in improving their performance and working to their full capacity for the
benefit of the organization.

4. Training: A manager has to acquire managerial skills. These skills consist of technical skills,
human skills and conceptual skills. These skills have to be acquired through education, guidance,
experience etc. These skills are needed for all levels of managers.

5. Technical Knowledge: A manager should have technical knowledge of production processes

and other activities undertaken in the enterprise. He will be in a better position to inspect and
guide if he himself has a knowledge of those activities.

6. Maturity: A manager should have mental maturity for dealing with different situations. He
should be patient, good listener and quick to react to situations. He has to take many awkward
decisions which may adversely affect the working if not taken properly. He should keep calm
when dealing with subordinates. All these qualities will come with mental maturity.

7. Positive Attitude: Positive attitude is an asset for a manager. A manager has to deal with many
people from inside as well as from outside the organization. He should be sympathetic and
positive to various suggestions and taken humane decisions. He should not pre-judge the things
and take sides. He should try to develop good relations with various persons dealing with him. He
should understand their problems and try to extend a helping hand.

8. Self-confidence: A manager should have self- confidence. He has to take many decisions daily,
he may analyze the things systematically before taking decisions. Once he takes decisions then he
should stick to them and try to implement them. A person who lacks self-confidence will always
be unsure of his decisions. This type of attitude will create more problems than solving them.

9. Foresight: A manager has to decide not only for present but for future also. There are rapid
changes in technology, marketing, consumer behaviour, financial set up etc. The changes in
economic policies will have repercussions in the future. A manager should visualize what is

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going to happen in future and prepare the organization for facing the situations. The quality of
foresight will help in taking right decisions and face the coming things in right perspective. In
case the things are not rightly assessed then the organization may face adverse situations.

4. Role of the Manager of a business organization

A role is concerned with the behavior pattern of a manager within an organization. A

manager has to perform some duties as a figurehead. He may receive the guests from outside or
preside over a social function of employees. He may have to sign some legal documents as head
of the organization. These are the roles played as figurehead. He has also to act as leader when he
has to sort out the activities of subordinates. He has not only to motivate the employees but is
also involved in hiring, firing and discipline employees. The third role in interpersonal roles is of
liaisoning. He has to contract outside agencies for collecting business related information. The
outside information providers may be individuals or groups.

For example, ,,Zetagradnja” in Montenegro (Podgorica) as a very important factor, represents a

unique production system which understands the market challenges and its professionalism is
based on the idea of precise, reliable and accurate work. Those powerful principles, under which
all the employees are related with special care, are focused on the market and on the companies
with which they work with.

Close experience and big commitment to the work have developed a good sense to the employees
to assess what is useful for recommendation. They always know a right way to solve any
challenge, to introduce a business partner into the glow and excitement which is a flat or a
building. Its reputability, reference, responsibility and ability to get to grips with the most
difficult projects, to solve sometimes a difficult investment tasks, made the company
,,Zetagradnja” highly rated. The analysts still state that is a company with commercial culture,
knowledge and sophisticated sense to notice any change on the market.

Many residential buildings, offices, squares, hotels are part of the overall achievement which is,
above all, made according to the commonly acceptable values that are worldly observed as a time
progress in design and construction.

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With their way of operation, ,,Zetagradnja” have changed many lives and made people feel more
comfortable and have a good quality of life. Even more, behind the mask of a uniqueness, there is
hidden a determinant that no building, as it is a flat, has no longer simple look, but a complex
meaning. From this fact, ,,Zetagradnja” draws its own creative energy and complete a financial
game on one comprehensive manner.

Imaginations and mind products, that evoke different feelings, justify a high-professional
engagement for 40 employees. Their skills only confirm something that has been noted long ago.
The most significant features of this company are: security, quality and meeting deadlines.

Postulates, which derive from 1998, are proven the most by 300.000 m 2 of residential areas,
offices and warehouses, public areas as there are the Republic Square of Podgorica and Ulica
Slobode Street in Podgorica, parks, boulevards, terminals, garages and interiors.

,,Zetagradnja” has built its residential facilitates, apartments and also 4 and 5-star hotels
everywhere in Montenegro: in Podgorica, Bar, Petrovac, Ulcinj, Kotor. It is also important to
note the building of malls. This referent and prestigious company built in Mostar, Bosnia and
Herzegovina, in the town centre, a luxury mall, called ,,Piramida”.

In fact, its focus is man, and leading such a company is very responsible challenge. The general
manager of this company must perform many decisional roles. He initiates and oversees new
projects for the improvement of organizational performance, this is the entrepreneurial role
played by him. As disturbance handler, manager takes corrective actions in response to
previously unforeseen problems. He also acts as resource allocation when he assigns and
monitors the allocation of human, physical, and monetary resources. He acts as a negotiator when
he discusses and bargains with other groups to gain advantage for his own unit.

An organization comprises of a number of persons working for different jobs. These

persons need the guidance and direction for working towards a common goal. A manager plays
the role of a leader while defining the activities and objectives of various persons in the
organization. He helps in creating right type of atmosphere and homogeneity within the work-
group. The quality of leadership will influence the actions and performance of the group led by

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him.

At the end, decision-making is one of the important functions of a manager. He has to take
decisions for various activities. Decision-making requires broad vision, imagination, experience
and knowledge. A decision has to be taken after discussing various aspects of the problem,
analyzing them, developing possible alternatives and selecting the appropriate one. The timing is
also an important element of decision-making. A decision made at a right time will bring good
results. A manager has to develop consistency, firmness and conviction in his decisions. A
manager changing his decisions frequently may leave his subordinates in doubt. A decision-
making skill and ability to take correct decision at appropriate time will become a guideline for
the subordinates.

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CONCLUSION

Every business has to cope with the external environment prevailing at different times.
This environment provides a set of outside challenges that is difficult to control. These factors
may have an important impact on how well a manager performs. To ensure survival,
organizations must respond to environmental developments with speed and effectiveness. We are
discussing here some key challenges such as information technology, globalization and
intellectual capital which have an impact on the job of managing.

Managers are the primary force in an organization's growth and expansion. Larger organizations
are particularly complex due to their size, process, people and nature of business. However,
organizations need to be a cohesive whole encompassing every employee and their talent,
directing them towards achieving the set business goals. This is an extremely challenging
endeavor, and requires highly effective managers having evolved people management and
communication skills.

However, successful managers recognize that although each theoretical school has
limitations in its applications, each approach also offers valuable insights that can broaden a
manager's options in solving problems and achieving organizational goals. Successful managers
work to extend these approaches to meet the demands of a dynamic environment.

Just as organizations evolve and grow, employee needs also change over time; people possess a
range of talents and capabilities that can be developed. In order to optimize outcomes,
organizations and managers, should respond to individuals with a wide variety of managerial
strategies and job opportunities.

Important aspects to be considered, as the 21st century progresses, include the following:

 Organizations need to commit to not just meeting customer needs but exceeding
customer expectations through quality management and continuous improvement
of operations.
 Reinvent new methods of process improvements and constantly learn new ways
and best practices from practices in other organizations and environments.
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 Organizations must reinvest in their most important asset, their human capital.
They need commit to effectively and positively use human resources by reducing
attrition rates.
 Managers must excel in their leadership responsibilities to perform numerous
different roles.

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LITERATURE

1. The digital transformation of industry, pp. 17-20,

https://english.bdi.eu/media/topics/europe/publications/201503_Study__The_Digital_Tra
nsformation_of_Industry.pdf.
2. Loucks, J., Macaulay, J., Noronha, A., Wade, M. (2016),Digital Vortex. How Today’s
Market Leaders Can Beat Disruptive Competitors at Their Own, Game, IMD –
International Institute for Management Development.
3. www.google.com/manager/definition

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