3 Tasks of a Professional Manager PPT H.R

8/9/2019 3 Tasks of a Professional Manager PPT H.R

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TASKS OF A PROFESSIONAL

MANAGER

Prof. (Dr.) B.S.Hothi


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Introduction There is a lot of confusionlot of confusion over the much widely used

terms-professional management and professionalmanagers. Some researches contend there is nothinglike professional management.

Management is a disciplineis a disci

pline. There are practitioners ofthis discipline who practice management as a professionand thus are professional managers .

Just as there are doctors and lawyers by profession similarly there are professional managers. Just as thereare doctors and lawyers by profession similarly there areprofessional managers.


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The second characteristicsecond characteristic of a professionalmanager is that his primary concern is the

primary concern is the

organi#ation or the companyor

gani#ation or the company with which he works.----This is true whether the manager works for a

private or public sector or a multinationalcompany$ whether he is the e"ecutive director or

the personnel manager reporting to the e"ecutivedirector.-----The professional manager always has his

company%s overall perspective in his mind and all

his actions are guided by the company%s overallperspective in his mind and all his actions areguided by the company%s ob&ectives.


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The third and the most important characteristic of a professional manager is that he is

responsible for performance .----Managing involves collecting and utlising

resources 'money men materials andmachines( in the most optimal manner forachievement of some pre-determined ob&ectivesor results .

-----It is the professional manager%s responsibility

to utili#e resources to produce the re)uiredresults.-----*esponsibility and performance are really the

key words in defining a manager%s role.


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TASKS OF A PROFESSIONAL MANAGER +et us take up the various tasks which a manager is

e"pected to do to produce result.

1) PROVIDING PURPOSEFUL DIRECTION TO THEFIRM , manager can be compared to the captain of a shipcan be com

pared to the captain of a ship who has first to set the course to reach the destination and then steer the ship along the course.

Similarly a manager has to first of all set ob&ectivesfirst of all set ob

&ectives which the firm must achieve. b&ectives provide the direction in which the firm must

move. !aving decided upon the ob&ectives the manager

must constantly monitor the progress and activities ofthe firm to ensure that it is moving in the desireddirection.

This is the first and foremost taskfirst and foremost task of every manager.


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If you are aa part of thepart of the top managementtop management team then you willbe very actively involved in this task through the process of

defining the mission and ob&ectives for the entireorgani#ation. If you are a manager you are a manager it is your task to see that the actions

of the people who work for you department or division arein the desired direction .

It is your task as a manager to preventprevent all such actionswhich take your company away from the direction set bythe top management.

"ample"am ple To ensure consistency it is important that the manager

carefully thinks through each alternative course of actioneach alternative course of actionto evaluate its potential to contribute towards attainment ofob&ectives.


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) MANAGING SURVIVAL AND GRO!TH /Survival of the fittest0 is the law of the &ungle

which is e)ually applicable to the competitivemarket place where firms struggle and fight forsurvival.

nsuring survival of the firm is a critical task ofthe manager. 1ut that alone is not enough . The manager has also to actively seek growth . 2o matter how big or powerful a firm may be

today it is sure to be left behind in the race bynewer healthier and more efficient firms if itdoes not pursue growth.


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Two sets of factors impinge upon the firm%ssurvival and growth.

The first is the set of factors which are internal tothe firm and are largely controllable.

These internal factors are choice of technologyefficiency of labour competence of managerialstaff company image financial resources etc.

"ample3 Te"tile mills4*eliance Te"tiles45imal


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The second set of factors influencing the firm%s ability toensure survival and growth are those which are e"ternal

to the firm and over which it has little or no control. These e"ternal environmental factors refer to

government policy laws and regulations changingcustomer tastes attitude and values increasing

competition etc. !industan +ever +imited '!++( is a subsidiary of amultinational company which till some years ago wasmanufacturing and marketing detergents 'Surf *in(soaps '+u" +iril +ifebuoy etc.( and 6alda 5anaspatigroundnut oil and agro-products . Most of these are low-technology lines.


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1eing a foreign company in low-technology areasfurther growth opportunities were restricted underthe 7oreign "change *egulation ,ct '7 *,(unless !++ diluted its foreign e)uity to 89 percent.

2ot willing to dilute the e)uity holding to 89 percent level !++ had to find a way to manage itssurvival and growth.

!++ sold off its line of vanaspati and cooking oil to+ipton India and diversified into the production ofbasic chemicals : a high-technology area whereforeign companies are allowed to invest and growas per 7 *,.

Thus by changeover from low-tech to hi-tech area!++ has ensured its future in India.


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" ) MAINTAINING FIRM#S EFFICIENC$ IN TERMS OFPROFIT GENERATION

fficiency is the ratio of output to the input .--, manager has not only to perform and produce results

but to do so in the most efficient manner possible .

---To produce results a manager re)uires inputs in the formof money men materials and machines .

-----The more output that the manager can produce with thesame input the greater will be the profit generated.

-----;rofit is the surplus or difference the manager cangenerate between the value of inputs and outputs.


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;rofit is essential for the survival and growth of abusiness.

---, manager may decide to forego some profittoday for the profits which he is seekingtomorrow but in the long run he must understandthat no business can survive if does not makeprofits .

---1usiness activity is undertaken to satisfy a needof the society in a manner which yields profits.

----, business is not a philanthropic or charitableactivity which is run merely to provide somegoods and services irrespectively of whether it ismaking a profit.


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;rofit generated can be used for e"pansion upgrading oftechnology growth or paying dividends.

----;rofits are one of the cheapest sources of financinggrowth as they involve no interest liability nor putting thefreedom at stake by having representatives of financial

institutions sit on your board of directors.----;rofit gives you the cushion to take risk think big and

venture into relatively unknown areas. , profitable firm can turn unprofitable because of

obsolete technology inability to meet high fi"ed coststructures high levels of wastages or simply becausethe product is no longer in demand by customers.


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%) MEETING THE CHALLENGE OF INCREASINGCOMPETITION

In today%s fast changing world one of the very critical tasks of everymanagers is to anticipate and prepare for the increasingcompetition .


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&) MANAGING FOR INNOVATION

Innovation is finding new different and betterways of doing e"isting tasks.

---In the conte"t of business innovation has to bedefined in terms of the additional value it impartsto the e"isting products or services.

---5alue is not e"pressed in terms of increasedcost of price but in terms of the difference it

makes to the customer . 5ery often it is the customer himself who

provides the sources of innovation.


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To plan and manage for innovation as an on-To plan and manage for innovation as an on-going taskgoing task the first thing the manager must do ismust do is

to maintain close contact and relation withto maintain close contact and relation withcustomerscustomers ..---The firm%s salesmen provide the most direct linksalesmen provide the most direct link

for the company with its customers.

---The task of the managers is to train thesetask of the mana gers is to train thesesalesmensalesmen to keep their eyes and ears open forany type of information ideas suggestionscomplaints critisms and feed it back to the

company.----Successful firms innovate in response to marketSuccessful firms innovate in res ponse to market

needsneeds involve potential users in the developmentof the innovation and understand user%s needs.


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The manger can also maintain a direct linkman ger can also maintain a direct link betweencustomers and the company. ;roctor and =amble oneof ,merica%s largest consumer goods company put on itspacking a telephone number at which the customerscould call at company%s e"pense and give anyinformation regarding the product.

--The company received >9 999 telephone calls each of

which was followed through and was a ma&or source ofideas for innovation and improvements. The manager who has his finger on the pulse of thehas his fin ger on the pulse of the

marketmarket can )uickly find out under-the-surface changesand shifts taking place and accordingly modify his

product to match the customer re)uirement.


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In the final analysis it is the manager whowhoinculcates and nurtures curiosity and aninculcates and nurtures curios ity and an

open mindopen mind and combines it with marketfeedback who will emerge as winner inthe race in which innovation is at apremium.


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very manager must constantly be on the look out formust constan tly be on the look out forpeople with potential and attractpeople with potential and attract them to &oin hiscompany.

-- , manager with a competent team has already won halfthe battle .

---2ote that we use the word team and not individualswe use the word team and not individuals .!owever competent or brilliant individuals may be ifthey cannot work together with each other they are of notmuch use to a company.

---It is up to the manager to mesh individuals into a well-nitteam.

---The manager who cannot build his team cannotThe mana ger who cannot build his team cannotsucceed.succeed.

---Teams should be built on the principles of division oflabour speciali#ation of work and mutual give and take.


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*eali#ing the importance of creating a team spirit and*eali#in g the importance of creating a team spirit and

teamworkteamwork for achieving the organi#ational ob&ectivesprogressive companies are trying to build this up in everypossible way.

Euad =raphics a very successful print company in ?S,

calls its workers Fpartners%Fpartners%. G.+. =ore ,ssociates an ,merican high-tech

manufacturer refers to its 8999 people on its payrolls asFassociates%Fassociates% .

ver C999 ,merican companies share part of theirownership with more than @9 million employees throughmployee Stock wnership ;lans.m ployee Stock wnership ;lans.


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) RETAINING TALENT AND INCULATING SENSE OFLO$ALT$

!iring good people is still a relatively simple task ascompared to the task of retaining them $ people may &oin acompany because of its favourable image but will stay on only if they find appreciation for and satisfaction from theirwork .

To retain talented people the manager should provide acomfortable working environment which is conductive towork.

----More important than the physical environment is thedegree of freedom which a worker en&oys in makingdecisions within the defined parameters of his &ob.

----Ghen a worker knows that it is his responsibility to produceresults and he is accountable for them he will put in his besteffort.


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----, worker should be able to take pride in hiswork derive satisfaction from saying HThis is myachievement%.

----In practice this may be difficult but the manager

must at least give some thought to how best hecan make work meaningful. :----*otating &obs within the same department at the

same level may be one way of making workmore interesting and opportunity to the worker todemonstrate his professional and technical skill.


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---*ecogni#ing appreciating and nurturing yoursubordinates% talents will bring you rewards in terms ofimproved results and loyalty.

---!owever to really earn the loyalty of his people themanager must remember two other key conceptscommunication and motivation .

--- , manager who encourages open direct and frankcommunication is always able to tackle issues muchbefore they become problems and also take advantageof the creative ideas of his employees .

---- pportunity to communicate with the top manager

enhances the sense of self-esteem of workers and helpscreate in them a sense of belonging a feeling that whatthey think and feels is important to their organi#ation .

----Such a feeling goes a long way in building loyal

employees.


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) SUSTAINING LEADERSHIP EFECTIVENESS very manager is a leader in the sense that he has to

influence his subordinates to work willingly for achievingthe organi#ational ob&ectives and inspire them to put intheir best effort.

---The only way a manager can be acknowledged as aleader is by continually demonstrating his leadershipabilities.

---If the manager always give due importance to thewelfare and interests of his employees makes ob&ectivedecisions that benefit everyone he will be rewarded bythe confidence and trust of his people.


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J.*.6. Tata is an e"cellent e"ample of aneffective leader . ,ppointed


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----- The beginning is always made from thetop-the beginning of rot or e"cellence that

is up to you to choose. -----Ghichever you choose remember that it

is a very important choice because once

the momentum builds up it is difficult tostop and reverse the process.

,n effective leader must be a man with

vision who can think and plan ahead andalso have persuasion to carry along all thepeople.


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----6esigning a new high-fashion garment can be verychallenging and satisfying work but selling it to bouti)ues

all over the country and chasing them for outstandingdues hardly offers that kind of e"citement but certainlyoffers the satisfaction of a routine &ob well done.

To succeed an organi#ation needs both creativity people

and people who can produce business results.---The manager must encourage both kinds of persons in

his organi#ation.--- , new product idea gives a company a rare opportunity

to emerge out of the humdrum of competition to the topbut the transformation of opportunity into reality dependson the people performing for business results.


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1+) POSTPONING MANAGERIALOBSOLESCENCE

Managers and e"ecutives after >9 to >Ayears ofwork e"perience often find themselves havingreached a plateau where on the one hand theprospect of enhanced status increased pay andperks are no longer motivators enough to workhard and on the other they find they are unableto relate to the latest managerial knowledge andskills and feel totally lost .

----In both cases these managers cease to beproductive and become a drag on theorgani#ation in terms of their heavy cost andinability to make meaningful contribution.


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----This is the problem of managerial obsolescencethat is when managers become unproductive orout of date or both.

----In the situation where lack of motivation seems

to be the cause the solution lies in redesigningtheir &ob content to make it more meaningful .

----,n aerospace company designates its seniorengineering managers as consultants to itsgroups of young engineers thus providing theright outlet for their rich e"perience.


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Training programmes aim to provide or improveknowledge and skills which can help the managerimprove his performance on the &ob.

---Many companies regularly sponsor theirmanagers to attend such training programmes.

---- ther companies invite e"perts to their owncompany premises to conduct these programmesand workshops.

---Training programmes refresher courses andbasic courses in functional areas are the solutionsolutionfor managers facing knowledge obsolescence.for mana gers facing knowledge obsolescence.


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11) MEETING THE CHALLENGE OF CHANGE ne of the important tasks which every manager has to

perform is that of a change-agent .

The social political economic technical and culturalenvironment in which the firm operates is alwayschanging.The company must keep pace and change according.

Similarly within the organi#ationSimilarl y within the organi#ation. new types of production technology may be introduced

the e"isting product lines may be phased out formal procedures and techni)uesformal procedures and techni)ues for planning and

resource allocation &ob appraisal and etc. may beintroduced.

,ll these imply a change. ,ll these im ply a change.


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,nd man by his very nature resists any change.

?sed to the old system or method of doing a particular &obpeople perceive change as a threat to their security .

Moreover change implies learning afresh the newmethods or processes and most people resist makingthis e"tra effort.


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The marketing department of a televisioncompany always complained of the low )ualitycircuit in the black and white T5 and held itresponsible for its poor sales performance.!owever when an improved circuit wasintroduced the marketing department tried itsbest to convince the top management against

this change saying that the old circuit was nowperforming in a satisfactory manner. The realreason however was that the marketingdepartment would now be under pressure toshow results as it would have no scapegoat toblame for its lack of results. The engineersresponsible for providing after sales serviceopposed the new circuit since it meant putting inan effort to learn the new way of servicing it.


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1 ) COPING !ITH GRO!ING TECHNOLOGICALSOPHISTICATION

The areas which are witnessing dramatic changesin technology are production and informationhandling.

In the area of production technological hasreached the level where the entire productionplants are fully automated and programmed to runwith the minimum human intervention. 7orinstance at 2issan%s Kama plant where 2issancars are manufactured the final assembly lineoperations are fully automated and controlled byrobots.


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These robots have totally replaced men in such &obs in which the former can be programmed toperform round the clock without any fatigue orloss of efficiency . *obots are also being used inmanufacturing which re)uires handling of bulky

and dangerous materials . ,ll these changes inproduction techni)ues have forced managers tofind ways and means of relocating the workersrendered redundant. Simply laying off is not

always the best solution as it can involve a veryhigh compensation cost.


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1" ) COPING !ITH GRO!ING PUBLIC CRITICISM ANDPOLITICAL OPPOSTION,BOTH OB-ECTIVE ANDIRRATIONAL

+arge business groups are often the target of politicaland public criticism because of their apparent powerand clout arising out of concentration of economicpower.

1y Indian standards this economic power may seemgreat but is very small by international standards. The criticism is not always evoked by fact but because

of ideological political or personal reasons. 1utsometimes the criticism may be founded on facts as inthe recent case of the *eliance Te"tiles attempts tocorner large amounts of loans from variousnationali#ed banks.


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1% ) COPING !ITH INCREASING LEVELS OFASPIRATION

Improvement in information technology is resulting in anincreasing trend towards democrati#ation of the society.

----;eople in one part of the world know more aboutpeoples and events in other parts of the world.

----Similarly people belonging to one socio-economicsegment of society know more than ever before the lifestyles of people in higher socio-economic segments.

----- "posed to a better )uality of life and a better life stylepeople from the lower economic segments especiallythe younger people aspire to the same kind of life style.


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1& ) MAINTAINING RELATIONS !ITH VARIOUS SOCIET$

SEGMENTS

, firm fulfils a need or needs of the society .----It e"ists within the society and has a two-way

interaction with it.----It seeks inputs in the form of money men

materials machines technology from the

society and processes them to produce goodsand services for consumption by the society.


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---In course of this interaction the manager has todeal with various society segments such as the

labour market from which it recruits its peoplesuppliers of machines and technology banks andfinancial institutions who supply money thegovernment which defines the scope and

parameters within which the company has tooperate the retail outlets or agencies which stockand sell the products and the customers who buythe product.

---This is by no means an e"haustive list but &ust anindicative listing of the various types of societysegments with which you have to maintainrelations.

3 Tasks of a Professional Manager PPT H.R

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