In the disseminator role, managers distribute information to subordinates daily. Article shared by : ADVERTISEMENTS: The following points highlight the top ten functions of management accounting. (ii) Disseminator – Here communications are reversed. Representing organization to the outside world and explaining goals, policies decision, programmes and results of certain actions. Larger organizations may employ a department of specialists in specific human resource functions … He alone receives it because of the contacts he develops in his liaison role and because of his status in leader’s role. Interpersonal Roles 2. Management operates through various functions, often classified as: Planning; Organizing; Staffing; Leading /Directing; Controlling /Monitoring; Of the five functions, planning is the most fundamental; it is the management form from which the other four stem. Managerial Functions: A manager has to perform functions like planning, organizing, staffing, directing and controlling. He has to plan the work and assign the same to the executives according to their position held. According to George & Jerry, “There are four fundamental functions of management i.e. Again, behavioural processes are part of each of these roles, because information is almost always exchanged between people. In the information role, managers are expected to use state-of-the-art communication channels to extract the latest information and use it for the advantage of the organization. Following are the main sub roles, which managers often perform: i. For example- a manager at Computers India might be responsible for handling all price negotiations’ with key suppliers of electronic circuit boards. 3. Managers require different types of information and resources to take decisions in different capacities such as: i. The first line manager or supervisor or foreman is also a manager because he performs these functions. The manager establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance. In management jargon, they need to be the intrapreneurs to identify new opportunities of growth and make the organization exploit such opportunities. As leader – It describes the manager relationship with his own subordinates, his need to hire, train and motivate them. This role involves activities with people working in the organisation. Forecasting and Planning 2. In the role of leader, the manager works to hire, train, and motivate employees. He maintains good relationships with his followers. Negotiating prices of supplies with vendors, negotiating selling prices of products with clients, negotiating with trade unions for arriving at fair compensation structures for workers, are a few examples here. The third role links planning and organising functions. It is a rational and systematic way of making decisions today that will affect the future of the company. Each member of the group is assigned a specific task so that the targets of the group as a whole may be achieved. It is for the management to ensure that people use material resources in the most efficient manner. Managers maintain a vast number of contacts, spending most time with subordinates, linking them with superiors and others in a complex network. Three important interpersonal roles are the figurehead, the leader, and the liaison. Henry Mintzberg criticized the traditional functional approach. Manager’s working at various levels is extremely complex and open-ended at the same time. Monitor – Manager, as monitor, seeks internal and external information about issues affecting internal operations, a department’s success and the problems and opportunities. All this must be provided for by the managers to set-up a cancer hospital, they require oncologists, surgeons, radio therapy units, nurses, etc. Example − There is a new project, how to start, human resource required, resources required, etc., everything should be planned. Employees from different background, culture, and ethnicity should be treated as equal and rewards should be given only on the basis of work. He suggested instead that the manager should be regarded as playing some ten different roles, in no particular order. The employees too are stakeholders. Subordinates, superiors and managers of similar work groups rely on timely information disseminated with clarity. Hence, a manager always has to organize in order to get results. ii. (ii) Leader – This encompasses a range of duties suggested earlier including motivating workers, guiding work-related behaviour, and encouraging activities that help achieve organisational objectives. The liaison role consists of contacting external sources in context of organizational objectives. It helps us to see managerial work across levels and to integrate some of the vast amount of fragmented information on the subject. However, the time spent for each function may differ. Although the activities of managers at different levels vary, they have important elements in common. Planning: When management is reviewed as a process, planning is the first function performed by a manager. Intervening whenever unexpected events unfold like strike, grievances, cash flow shortage, accident, etc. To set new goals and objectives for it will work most closely the top management people, and directing motivating... In general or to specific categories of managerial behavior ” function of the organization and with. 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