TASKS AND RESPONSIBILITIES OF A MANAGER

By:

Mayank Yadav

Nakul Agarwal

Renu Singh

Vikram Yadav

Yashi Paliwal

What defines a professional manager?

Is it a term that hinges around the monetary aspects of a manager’s work, or is it a term that deals with the character and makeup of the manager in question, or their ability to deliver quality work?

All of these factors figure into the equation.

A professional in any occupation is a person who is paid for a service with which they are providing. Whether this service is under an exclusive contract from a particular company, or is being provided as work for hire, the professional is being compensated for their work monetarily. However, money by itself, as attractive as it can be, doesn’t make a professional. More important than the financial rewards that can be allotted to a manager or their abilities, is a clear understanding of what it means to act in a professional manner.

The building block, around which a manager constructs his /her professionalism, is attitude. A positive attitude is the one thing that can benefit a manager more than anything else. A positive attitude cannot be an imposed behavior modification on the part of any manager, or person for that matter. Rather, it is something that has to be learned through acquiring a competence for the correct way in which to behave, to present yourself, and to use criticism as a tool for advancement. It can be tailored to fit the individual, because not everyone who possesses a positive attitude displays it in the same manner.

The foremost ingredient to attaining a positive attitude, is self esteem. As a manager it is the crucial primary factor behind performance. If you don’t take pride in yourself and your work, your work will suffer for it. An easy equation to remember is that your self esteem is almost equal to the value of your work. In a manager’s case his/her own performance and that of his/her unit/team.

Another crucial factor in my definition of a professional manager, revolves around the ability to honor commitment. A manager who can’t be depended on to honor commitments is unprofessional and intolerable.

Finally, when I define a manager as professional, I think of a person who respects his/her profession and has the dedication to deliver competent performance time and again.

Duties and Tasks of a Manager

The professional manager performs duties that help the organization run smoothly, from supervising employees to managing resources. It takes a knack for details, multi-tasking, and communications skills, but the rewards are as great as the risks.

Financial Coordination

The professional manager coordinates financial activities of a single department, multiple departments, or the entire organization. He oversees payroll, purchasing, benefits, accounting, and equipment, and ensures that professionals perform all duties related to the financial function.

Process Coordination

The professional manager may also oversee the business processes of an organization--communications, marketing, information technology, personnel, maintenance, security, or transportation. (See Reference 1) She ensures that employees complete all tasks essential to the business process, organizes assignments among employees, and develops protocols for measuring task completion.

Decision-Making

The professional manager makes decisions related to the processes of the organization, then communicates decisions to employees. Managers in various departments communicate with each other to ensure that decisions in one area of the organization do not adversely affect other areas. The manager is held accountable by the executive leadership for all decisions in the business process. Of the organization. In some organizations, the manager makes decisions for a team rather than a business process. The ultimate accountability for employees under his supervision is the same regardless of how the organization is structured into departments or work teams.

Tasks of a Professional Manager: Those individuals who practice management as a profession are known as professional managers.

1. A manager first should set the objectives, which the firm must achieve.2. Having decided upon the objectives, the manager must provide purposeful direction to the firm.3. The manager must constantly monitor the progress and the activities of the firm to ensure that it is moving in desired direction.4. Ensuring survival and seeking growth of the firm are critical tasks of a manager.5. Managers maintain firm`s efficiency in terms of profit generation.6. In today`s fast changing world one of the very critical tasks of every manager is to anticipate and prepare for the increasing competition.7. Managers must look after both internal and external factors to an organization.

8. Managing for innovation is one of the great tasks of manager.9. Managers must provide training to every employee of the organization.10. Every manager has to build a human organization because man is the most critical resource of an organization.11. To retain talent the manager should provide a comfortable working environment and appropriate to participate.12. Every manger has to sustain leadership effectiveness. Every manager is a leader in the sense that he has to influence and inspire his subordinates.13. Managers maintain balance between creativity and conformity.14. It is manager`s task to ensure that the change is introduced and incorporated in a smooth manner.15. The use of computers has totally changed the way of information handling. Now it is a task of manager to define what the relevant information is.16. Manger has to cope with growing public and political criticism.17. It is manager`s task to fulfill increasing level of aspiration.18. To create positive impact in society the managers should maintain good relations with various society segments.It can be concluded that the tasks may vary depending upon the managerial level, function and industry to which mangers belong.

What are the other tasks of a   professional manager?

Explain the tasks of a professional manager.

Explain the tasks of a professional Manager. Discuss the professional manager’s role in managing survival and growth of the organization. Give example from the organization you are working in or any organization you are familiar with. Briefly describe the organization you are referring to. 

Solution 1: Tasks of professional managers:1. Providing direction to the firm:Envisioning goal is the first task that should never be delegated.

2. Managing survival and growth.There are two sets: internal and external.Internal factors are choice of technology, efficiency of labour, competency of managerial staff, company image, financial resources etc. External factors are govt. policy, laws and regulation, changing customer taste, attitude and values, increasing competition etc.

3. Maintaining firm’s efficiency:

A manager has not only to perform and produce results, but to do so in the most efficient manner. The more output a manager can produce with the same input, the greater will be the profit.

4. Meeting the competition challenge:A manager must anticipate and prepare for the increasing competition. Competition is increasing in terms of more producers, products, better quality etc.

5. Innovation:To finding new and better way to doing any task

6. Renewal:Managers are responsible for fostering the process of renewal.it has to do with provoding new process and resources.

7. Building human organization:A good worker is a valuable assets of any company. Every manager must constantly lookout for people with potential and attract them to join the company.

8. Change management:A manager has to perform the task of change agent.its the managers task to ensure that the change is introduced and incorporated in a smooth manner with the least disturbance and resistance.

9. Selection:Today’s managers are faced with a bewildering array of information technology choices that promise to change the way work gets done.

What are the responsibilities of a professional manager?

Responsibilities of a manager for achieving the task are:

• Identify aims and vision for the group, purpose, and direction - define the activity (the task)

• Identify resources, people, processes, systems and tools (inc. financials, communications, IT)

• Create the plan to achieve the task - deliverables, measures, timescales, strategy and tactics

• Establish responsibilities, objectives, accountabilities and measures, by agreement and delegation

• Set standards, quality, time and reporting parameters

• Control and maintain activities against parameters

• Monitor and maintain overall performance against plan

• Report on progress towards the group's aim

• Review, re-assess, adjust plan, methods and targets as necessary

Responsibilities of a manager for the team are :

• Establish, agree and communicate standards of performance and behaviour

• Establish style, culture, approach of the group - soft skill elements

• Monitor and maintain discipline, ethics, integrity and focus on objectives

• Anticipate and resolve group conflict, struggles or disagreements

• Assess and change as necessary the balance and composition of the group

• Develop team-working, cooperation, morale and team-spirit

• Develop the collective maturity and capability of the group - progressively increase group freedom and authority

• Encourage the team towards objectives and aims - motivate the group and provide a collective sense of purpose

• Identify, develop and agree team- and project-leadership roles within group

• Enable, facilitate and ensure effective internal and external group communications

• Identify and meet group training needs

• Give feedback to the group on overall progress; consult with, and seek feedback and input from the group

Responsibilities of a manager for each individual are:

• Understand the team members as individuals - personality, skills, strengths, needs, aims and fears

• Assist and support individuals - plans, problems, challenges, highs and lows

• Identify and agree appropriate individual responsibilities and objectives

• Give recognition and praise to individuals - acknowledge effort and good work

• Where appropriate reward individuals with extra responsibility, advancement and status

• Identify, develop and utilize each individual's capabilities and strengths

• Train and develop individual team members

• Develop individual freedom and authority

Responsibilities of Top-level managers

• The role of the top management can be summarized as follows -

• Top management lays down the objectives and broad policies of the enterprise.

• It prepares strategic plans & policies for the enterprise.

• It appoints the executive for middle level i.e. departmental managers.

• It controls & coordinates the activities of all the departments.

• It is also responsible for maintaining a contact with the outside world.

• It provides guidance and direction.

• The top management is also responsible towards the shareholders for the performance of the enterprise.

Responsibilities of Middle-level managers

• Designing and implementing effective group and intergroup work and information systems.

• Defining and monitoring group-level performance indicators.

• Diagnosing and resolving problems within and among work groups.

• Designing and implementing reward systems supporting cooperative behavior.

Responsibilities of First-level managers

• Basic supervision.

• Motivation.

• Career planning.

• Performance feedback

• Assigning employees tasks

• Guiding and supervising employees on day-to-day activities

• Ensuring quality and quantity production

• Making recommendations, suggestions, and up channeling employee problems

OTHER RESPONSIBILITIES:

1) Responsibilities towards Customer: Most important responsibility of the manager. He must make the right quality product may be available at right and affordable price, at the right place, to meet the needs of the customer .He must ensure proper quality, safety, purity, hygiene durability and right price. The quality is maintained by getting the approval of the Institutions like Indian Standards institution. The manager is responsible to supervise that the Points of sale where the product must be sold at the recommended price with correct weight and the quality. He must ensure best presale and after sale service. All the promotional plans must give the benefits as promised .he must undertake sale and service of legal and ethical products only. 

2) Responsibilities towards employees. The manager must ensure the employees must get that all for which they are working and giving their best. They should get fair wages, according to the law salaries, insurance, provident fund, bonus etc. Also they should ensure that the safety, health and suitable environment are also available to the employees. Depending upon the organization the manager provide medical facilities , canteen, transport living accommodation to the employees. 

3)Responsibilities towards Government is to run the according to its constitution and all activities are as per the legal framework depending upon the type of the organization. The manager must meet all legal requirements which are laid down by government from the point of conception of the organization.The manager also takes the responsibility of payment of taxes duties and other dues to the government 

4) Responsibility towards society The manager must ensure the people living in the area do not suffer due to factory pollution sewage, toxic affluents. The health of the society does not suffer due to the mistakes of the management of the organization in the form of polluted air, water, and food.

5) Responsibility towards share holders He must safeguard the interest of the shareholders who have contributed the capital of the organization .The company must make profit and the share holders must get the dividend. They must get the correct and timely information about the balance sheet, annual general meetings, activities and the organizational results from time to time

6) Responsibility towards the labour union . Management and the union are mutually inter dependent. An atmosphere of mutual trust in the organization helps the development of the the organization. As a manager the process of bargaining should not be blocked . They should be given maximum information and cooperation to get their rights. Managers Inviting the union to the management process can help in the improvement of productivity. 

7)Responsibility towards suppliers The suppliers depend upon the organization for orders of raw materials, parts and components. But the organization also depend upon the suppliers for the important resources. Allthe needs are to be satisfied by the manager by ensuring the proper drawings, quantity payments etc . Thus it is the responsibility of the manager to maintain two way process.

8) Responsibility towards dealers and retailers.. They are the ultimate link with the of the products consumers. Any delay to supply the right product can be cause of loss of the customer. They should be provided the incentives, commissions and rewards to sell the products. Their responsibility also includes the help in promotional activities, shop decorations and after sales service.

9) Responsibility towards industry A healthy interaction in the industry with other organizations who are competitors but associates in the industry, is very important for a manager. The interaction with competitors at the various forums helps the organization to put forward the views to the opposite parties’

As a part of our talk on role of manager we have already talked on so many important factors and role. Those are belonging to society segment like professional management, manager role, quality management, product management etc… Today we are going to talk on another factor which is also play a important role between the company and consumer and that is the professional manager. 

Your responsibilities a manager arise out of the various social interactions in which your firm is engaged in the pursuit of its business. You may be directly involved in these as in the case of

interactions with employees, shareholders, customers, etc. where the interaction is based on a fair and obvious exchange of money, goods and services. The interaction can also be indirect as in case of interaction with society where both the firm and society impinge upon and affect each other in hundreds of different ways. For example a blinds company hires professional manager to bridge for selling of their roman shades and vertical blinds products with the customer. That manager is supposed to keep relation between their clients and company.

A firm which wants to maintain a positive image in the society must assume and discharge with utmost sincerity its social responsibility. Gone are the days when firms confined themselves solely to running their business without a thought for the society in which they existed. Today every firm, big or small, is expected to make its contribution towards a better quality of life for the entire society. Big companies are having their own philanthropy or trust to help needy people.

Example:A professional manager for a city has duties which include meeting with elected council to determine policies that are determined by the council and to notify council members and citizens about the local government operations. discussing of certain reforms, installing a bridge, setting up new traffic plans, or proposing a new building-all these are many more things which can affect community life are some of the responsibilities of the professional managers in a township. He is also responsible for preparing annual budget, presenting it to elected officers for sanction and then implementing it, after is is approved. Listening to citizen grievances with regards to administration, civic problems, law and order, and presenting matter to the elected officials for appropriate actions are some of the task of professional manager who is in charge of the administration of a city.

Individual, trained and experienced enough to adeptly manage any type of organization be it a corporate house, a hotel, a social service organization, a hospital or a government agency. Management is an art of managing people and resources. It is also a science of using tested principles and applying scientifically based management theories. A professional manager is well-versed with both the art and science of management. 

A professional manager or an asset fund manager for a mutual fund uses the money invested by people and invests them in selected stocks and bonds. In way, the professional manager is an extremely crucial entity in a mutual fund house. He is also responsible for distribution of dividends on stocks and interests on bonds to the mutual fund stock holders. 

A professional manager or a chief administrative officer for a city has duties which include meeting with elected council to determine polices that are determined by the council and to notify council members and citizens about the local government operations. Discussing of

certain reforms, installing a bridge, setting up new traffic plans, or proposing a new building-all these and many more things which can affect community life are some of the responsibilities of the professional manager in a township. He has to also ensure that citizens are communicated through the right channel. He is also responsible for preparing the annual budget, presenting it to elected officials for sanction and then implementing it, after it is approved. Listening to citizen grievances with regards to administration, civic problems, law and order and presenting the matter to the elected officials for appropriate actions are some of the tasks of a professional manager of a professional manager who is in charge of the administration of a city or a county.

Professional Management vs. Entrepreneurial Management

An entrepreneur has a dream. Skill, hard work, and luck turn that dream into a business success. At some point, as the company grows and matures, the founder faces a decision - should he/she continue to manage the company or stay with the dream.

Should the founder continue with entrepreneurial management or is it time to engage professional managers so the founder can devote more time to the company's core idea? It is a question that must continue to be faced as the company continues to grow.

When To Give Up Control?

When is the right time for the founder to relinquish control of his dream to a professional? Some would have you believe it has to happen as soon as the founder begins to look for outside capital. Others would have you believe it is never the right time.

The Merriam-Webster dictionary defines entrepreneur as "one who organizes, manages, and assumes the risks of a business or enterprise" and manager as "one that manages: as a “a person who conducts business or household affairs or b : a person whose work or profession is management".

As you can see from those definitions, there is a lot of overlap between the two. That's what makes the decision so hard. Many entrepreneurs are excellent managers. Often the founder's decision to manage the company or "manage the dream" is a win in either case for the company. In many cases, the decision hinges on the founder's definition of success. Does the founder want to grow the company into the biggest enterprise in its industry? Or would the founder rather limit growth to something that provides simply a good income and allows him/her to retain full control of the company and its goals and direction?

An Example

A gentleman I know started a small software company based on his skill as a programmer. He has a real talent for programming languages, a good feel for what the market wants, and the resultant ability to produce specialty applications for select large companies. He also has keen business sense, an excellent ability to market his company's capabilities, and has earned an enviable reputation for quality and innovation. He has built a network of contacts among the top levels of his biggest customers. He has been able to see new trends coming and has been agile enough to adjust to take advantage of them.

As his company started to grow beyond the "three guys in a garage" stage, he found himself spending more time running the business than writing programs. So he hired a friend to manage the company so he could continue programming. He quickly learned that managing a growing company requires more skill than just friendship with the founder. He took the unpleasant, but necessary, step of eliminating the manager and resuming those duties.

I met him several (no growth) years later. He was continuing to struggle with his dilemma of running the company or continuing to program. He was doing both, but was concerned that he just didn't have the time or energy to do both of them well. In under a year, I had helped him more than double the size of the company. It was a move that provided new possibilities at the same time as a watershed change in the industry provided new opportunities. He chose to retake full control of the business himself.

A couple of years later, after turning the company to a dramatically new course, he again stepped aside and again brought in professional management. The company has been very successful in their new market. And the founder again may find himself facing the decision of how much control he is willing to sacrifice to continue to grow. Will this be the time he surrenders majority control of the voting stock in exchange for a top-caliber management team? Or will he decide that his current reward from the company is adequate for his needs?

Job DescriptionOffice Manager

PURPOSE OF THE POSITION(The main reason for the position, in what context and what is the overall end result)The Office Manager is responsible organizing and coordinating office operations and proceduresin order to ensure organizational effectiveness and efficiency.

SCOPE

(The way that the position contributes to and impacts on the organization)The Office Manager reports to the Senior Administrative Officer and is responsible for providingoffice management services to the First Nations Office. This includes maintaining office servicesand efficiency, supervising office staff and maintaining office records.

RESPONSIBILITIES(Major responsibilities and target accomplishments expected of the position including the typical problemsencountered in carrying out the responsibilities.)1. Maintain office servicesMain Activities:Design and implement office policiesEstablish standards and proceduresOrganize office operations and proceduresSupervise office staffMonitor and record long distance phone callsPrepare time sheetsControl correspondencesReview and approve supply requisitionsLiaise with other agencies, organizations and groupsUpdate organizational membershipsMaintain office equipment2. Supervise office staffMain Activities:Assign and monitor clerical and secretarial functionsRecruit and select office staffOrient and train employeesProvide on the job and other training opportunitiesSupervise staffEvaluate staff performanceCoaching and disciplining staff

3. Maintain office recordsMain Activities:Design filing systemsEnsure filing systems are maintained and up to dateDefine procedures for record retentionEnsure protection and security of files and recordsEnsure effective transfer o files and recordsTransfer and dispose records according to retention schedules and policiesEnsure personnel files are up to date and secure4. Maintain office efficiencyMain Activities:Plan and implement office systems, layout and equipment procurementMaintain and replenish inventory

Check stock to determine inventory levelsAnticipate needed suppliesVerify receipt of supply5. Perform other related duties as required

KNOWLEDGE, SKILLS AND ABILITIES(The knowledge, skills and attitudes required for satisfactory job performance)KnowledgeThe incumbent must have proficient knowledge in the following areas:knowledge of officeadministrationknowledge of human resourcemanagement and supervisionability to maintain a high level ofaccuracy in preparing andentering informationSkillsThe incumbent must demonstrate the following skills:excellent interpersonal skillsteam building skillsanalytical and problem solvingskillsdecision making skillseffective verbal and listeningcommunications skillsattention to detail and high levelof accuracyvery effective organizationalskillseffective written communicationsskillscomputer skills including thespreadsheet and wordprocessingprograms, and e-mail at a highlyproficient levelstress management skillstime management skillsPersonal AttributesThe incumbent must maintain strict confidentiality in performing the duties of the Finance andAdministration Officer. The incumbent must also demonstrate the following personal attributes:be honest and trustworthybe respectfulpossess cultural awareness and sensitivitybe flexibledemonstrate sound work ethicsThe incumbent would normally attain the required knowledge and skills through completion of

office procedures coursework combined with related financial and administrative experience.Equivalencies will be considered.

WORKING CONDITIONS(The unavoidable, externally imposed conditions under which the work must be performed and which createhardship for the incumbent including the frequency and duration of occurrence of physical demands, environmentalconditions, demands on one’s senses and metal demands.)

Physical Demands(The nature of physical effort leading to physical fatigue)The Office Manager will spend long hours sitting and using office equipment and computers,which can cause muscle strain. The Office Manager will also have to do some lifting of suppliesand materials from time to time.Environmental Conditions(The nature of adverse environmental conditions affecting the incumbent)The incumbent is located in a busy, open area office. The incumbent is faced with constantinterruptions and must meet with others on a regular basis.Sensory Demands(The nature of demands on the incumbent’s senses)The incumbent must spend long hours in intense concentration. The incumbent must also spendlong hours on the computer entering financial information which requires attention to detail andhigh levels of accuracy.Mental Demands(Conditions that may lead to mental or emotional fatigue)There are a number of deadlines associated with this position, which may cause significant stress.The incumbent must also deal with a wide variety of people on various issues.

CERTIFICATIONEmployee SignaturePrinted Name DateI certify that I have read and understand theresponsibilities assigned to this position.Supervisor’s TitleSupervisor’s Signature DateI certify that this job description is an accuratedescription of the responsibilities assigned tothe position.Senior Administrative Officer DateI approve the delegation of responsibilities outlined herein within the context of the attachedorganizational structure.The above statements are intended to describe the general nature and level of work beingperformed by the incumbent(s) of this job. They are not intended to be an exhaustive list of allresponsibilities and activities required of the position

References

www.amazon.com

www.indianmba.com

www.managementcoach.com

www.valuebasedmanagement.net

en.wikipedia.org