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Manager's Segment

Managers need to know Basic Management concepts and Key roles which they have to play in their organization. Keeping this need of Managers in view, we have placed useful Management Concepts & Theories for junior as well as Senior Managers/Supervisors.

Manager

Post By: Hussainz Posted Date: January, 01 2012

Definition: A Manager is the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary. For many people, this is their first step into a management career.
Managers may direct workers directly or they may direct several supervisors who direct the workers. The manager must be familiar with the work of all the groups he/she supervises, but does not need to be the best in any or all of the areas. It is more important for the manager to know how to manage the workers than to know how to do their work well.
A manager may have the power to hire or fire employees or to promote them. In larger companies, a manager may only recommends such action to the next level of management. The manager has the authority to change the work assignments of team members.

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Functions of Managers

Post By: Hussainz Posted Date: January, 01 2012

Managers just don't go out and haphazardly perform their responsibilities. Good managers discover how to master five basic functions: Planning, Organizing, Staffing, Leading, and Controlling.

 

  • Planning: This step involves mapping out exactly how to achieve a particular goal. Say, for example, that the organization's goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal. These steps may include increasing advertising, inventory, and sales staff. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales.
  • Organizing: After a plan is in place, a manager needs to organize her team and materials according to her plan. Assigning work and granting authority are two important elements of organizing.
  • Staffing: After a manager discerns his area's needs, he may decide to beef up his staffing by recruiting, selecting, training, and developing employees. A manager in a large organization often works with the company's human resources department to accomplish this goal.
  • Leading: A manager needs to do more than just plan, organize, and staff her team to achieve a goal. She must also lead. Leading involves motivating, communicating, guiding, and encouraging. It requires the manager to coach, assist, and problem solve with employees.
  • Controlling: After the other elements are in place, a manager's job is not finished. He needs to continuously check results against goals and take any corrective actions necessary to make sure that his area's plans remain on track.

All managers at all levels of every organization perform these functions, but the amount of time a manager spends on each one depends on both the level of management and the specific organization.

 

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Roles Performed by Managers

Post By: Hussainz Posted Date: January, 01 2012

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

In addition, managers' schedules are usually jam-packed. Whether they're busy with employee meetings, unexpected problems, or strategy sessions, managers often find little spare time on their calendars. (And that doesn't even include responding to e-mail!)

Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories:

  • Interpersonal: This role involves human interaction.
  • Informational: This role involves the sharing and analyzing of information.
  • Decisional: This role involves decision making.

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Skills Needed by Managers

Post By: Hussainz Posted Date: January, 01 2012

Not everyone can be a Manager. Certain skills, or abilities to translate knowledge into action that results in desired performance, are required to help other employees become more productive. These skills fall under the following categories:

  • Technical: This skill requires the ability to use a special proficiency or expertise to perform particular tasks. Accountants, engineers, market researchers, and computer scientists, as examples, possess technical skills. Managers acquire these skills initially through formal education and then further develop them through training and job experience. Technical skills are most important at lower levels of management.
  • Human: This skill demonstrates the ability to work well in cooperation with others. Human skills emerge in the workplace as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. A manager with good human skills has a high degree of self-awareness and a capacity to understand or empathize with the feelings of others. Some managers are naturally born with great human skills, while others improve their skills through classes or experience. No matter how human skills are acquired, they're critical for all managers because of the highly interpersonal nature of managerial work.
  • Conceptual: This skill calls for the ability to think analytically. Analytical skills enable managers to break down problems into smaller parts, to see the relations among the parts, and to recognize the implications of any one problem for others. As managers assume ever-higher responsibilities in organizations, they must deal with more ambiguous problems that have long-term consequences. Again, managers may acquire these skills initially through formal education and then further develop them by training and job experience. The higher the management level, the more important conceptual skills become.

Although all three categories contain skills essential for managers, their relative importance tends to vary by level of managerial responsibility.

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Teamwork

Post By: Hussainz Posted Date: January, 01 2012

The traditional workplace, with its emphasis on internal competition and individual star performers, is undergoing a transformation. In U.S. businesses, a strong movement toward the use of teams is occurring. Management experts and researchers suggest that a successful organization is characterized by effective teamwork and leadership rather than management. Organizations are realizing the importance of developing teams that can work in a coordinated, efficient, and creative manner.

As a result, managers are responsible for creating, developing, and supporting the cooperative efforts of individuals under their influence. Compiling honest, clear-eyed evaluations of how these individuals interact is a critical first step to building cohesive, long-term working relationships. Interactions among employees can be characterized in three ways:

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Types of Teams

Posted Date: January, 01 2012

The development of teams and teamwork has grown dramatically in all types of organizations for one simple reason: No one person has the ability to deliver the kinds of products and services required in today's highly competitive marketplace. Organizations must depend on the cooperative nature of many teams to create successful ventures and outcomes.

Teams can be vertical (functional), horizontal (cross-functional), or self-directed (self-managed) and can be used to create new products, complete specific projects, ensure quality, or replace operating departments.

 

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Effectiveness of Teams

Posted Date: January, 01 2012

High-performance teams don't just appear; they are developed and nurtured. By themselves, leaders with vision cannot guarantee the development of such high-performance teams, nor can members who desire to be part of such teams. The development of high-performance teams takes the combined efforts of visionary leaders and motivated team members. In addition, facilitators with expertise in team building are needed. The following lists the characteristics that comprise high-performance teams:

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Team Building

Posted Date: January, 01 2012

Team building requires managers to follow a systematic planning and implementation process to assess whether teams can improve the organization's goal attainment; to remove barriers to team building; and to build effective teams through training, empowerment, and feedback. Managers must also decide on team size and member roles to gain the maximum contribution for all members.

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Stages of Team Development

Post By: Hussainz Posted Date: January, 01 2012

Because a work team is a common arrangement within today's business organizations, managers need to understand group behavior and team concepts. Team building requires a manager to follow a systematic planning and implementation process to assess whether his or her team can improve the organization's goal attainment; remove barriers to team building; and build an effective team through training, empowerment, and feedback. Managers must also decide on team size and member roles to gain the maximum contribution from all members.

 

Generally, when organizations form teams, these organizations have specific projects or goals in mind. A team is simply a tool that accomplishes a project or goal.

But no matter what the reason teams are formed, they go through four stages, according to a 1965 research paper by Bruce Tuckman of the Naval Medical Research Institute at Bethesda. The following sections describe Tuckman's four stages.

 

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Managing Team Conflict

Post By: Hussainz Posted Date: January, 01 2012

Conflict isn't always negative; conflict is inevitable, natural, and even healthy whenever people work together. Conflict can be an effective means for everyone to grow, learn, and become more productive and satisfied in the workplace.

What is unhealthy, however, is unresolved conflict that is allowed to fester and become a hindrance to an otherwise productive team. Common causes of conflict include employee competition; differences in objectives, values, or perceptions; disagreements about roles, work activities, or individual styles; and breakdowns in communication.

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Ways to Improve Employee Motivation

Post By: Hussainz Posted Date: January, 01 2012

Highly motivated employees actually works better.Organizations whose staff work well as a whole performed better, and changing attitudes of employees to work increases the profitability of the company. We offer you several ways to increase motivation and improve the quality of staff that have worked well in practice. 

1. Recognize that the subordinates may be motivated by something that is not directly connected with their work. Dynamic staff with significant growth potential, usually passionate about the sport, hobby or something else unrelated to work. These external interests should not conflict with work. You can use the employees' desire to achieve high results in the area to which they are passionate about, to stimulate their growth and motivation in the workplace.

Recognize that they are - real people, with their interests. Find out what motivates them. Help your employees in their occupation and interests of their achievements. Your positive attitude towards hobbies subordinate necessarily affect his work. With the support of management, this situation becomes doubly advantageous: the big success stories in the life of the worker, the higher the quality and productivity of his labor.

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Thirteen Tricks to Motivate Yourself

Post By: Hussainz Posted Date: May, 03 2012

Motivation Tips

Despite your best efforts, passion, habits and a flow-producing environment can fail. In that case, it’s time to find whatever emotional pump-up you can use to get started. Here are a few:

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Role of Product Management Team in a Pharmaceutical Company

Post By: Hussainz Posted Date: June, 21 2012

The Marketing department is responsible for developing and implementing marketing plans to promote the companys products to the appropriate audiences. Every Company in the industry has, over time, developed its own Marketing Organization. In some firms, the department is organized by the Category, such as Prescription- Products Marketing and OTC Products Marketing. In other firms, marketing is divided into therapy area, such as Cardiovascular or Respiratory Product. In still others, brand teams are formed to drive the activities for the product.

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