UNIVERISITI TEKNOLOGI MARA SHAH ALAM
MGT 420
PRINCIPLE AND PRACTICES OF MANAGEMENT
GROUP ASSIGNMENT
MANAGER, MANAGERIAL SKILL & FUNCTIONS
PREPARED FOR:
RASLAN NORDIN
PREPARED BY:
ACKNOWLEDGMENT
Alhamdulillah, first of all we would l ike to thank Allah
as finally we were able to finish our assignment that has been
given by our management lecturer Mr. Raslan Nordin to us.
He also gave us proper guidelines and co-operated us
completing this assignment. So, we express our deep gratitude
to him. This task had been done with all afford by group members
even though a little bit problem were happened among us while
doing this assignment. Luckily, all the problems can be settled
down and we were able to adapt properly and wisely.
Lastly we would like to deliver our whole hearted thanks
to all the students of our class for their cordial cooperation. So we pray
the long life and good health for all the persons who have helped and
co-operated us in our assignment research.
Abstract
Objective of Study
There are primarily a set of three management objectives. One objective
is making sure of achieving organizational goals and targets are met –
with least price and minimum waste. The second objective is taking care
of health and welfare, and safety of employees. The third objective is
maintaining the machinery and resources of the organization, as well as
the human resources.
Organizational Analysis
a) Company Profile
Construction Industry Development Board was established under the
Construction Industry Development Board Act 1994 (Act 520) to
regulate, develop and facilitate the construction industry towards
achieving global competitiveness.
b) Mission and Vision of the company
Mission - To regulate, develop and facilitate the construction industry
by inculcating professionalism in delivering quality, productive
and sustainable built environment.
Vision - To be an esteemed organization that delivers construction
excellence in Malaysia.
Functions of Manager There are basically five management concepts
that allow any organization’s manager to handle the tactical, planned
and set decisions. The five basic functions of the manager are just to
have a controlled plan over the preventive measure.
Figure: Functions of Manager
These Functions can be summarized below:
Planning:
Planning is the first tool of the four functions in the managerial task.The
difference between a successful and unsuccessful manager lies within
the planning procedure. Planning is the logical thinking through goals
and making the decision as to what needs to be accomplished in order
to reach the organizations’ objectives. Managers use this process to
plan for the future, like a blueprint to foresee problems, decide on the
actions to evade difficult issues and to beat the competition.
Organizing:
The second function of the manager (management) is getting
prepared,getting organized. Manager must organize all its resources
well before in hand to put into practice the course of action to decide that
has been planned in the base function. Through this process, manager
will now determine the inside directorial configuration; establish and
maintain relationships, and also assign required resources.
Staffing:
The third function of manager is stuffing. After the organizational
functions are done, 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 companys human resources
department to accomplish this goal.
Directing:
It involves the implementation of plans by mobilizing individuals and
group efforts through motivation, communication, leadership and
supervision. Directing may be defined as the process of activating the
efforts of employees towards the achievement of organizational
objectives.
Controlling:
It is the process of regulating the ongoing activities of the organization
to ensure that they are in conformity with the established plans and
produce the desired results. Through the controlling
function,management can keep the organization towards its chosen
track. It involves:
Establishing standards of performance
Measuring current performance
Comparing actual results with the established standards
Detecting deviations from the standards
Taking corrective actions for significant deviations.
Roles of Manager
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 managers roles.
Figure: The Managerial Role
Interpersonal role:
The roles in this category involve providing information and ideas.
1. Figurehead - A manager has social, ceremonial and legal
responsibilities. He is expected to be a source of inspiration.People look
up to him as a person with authority, and as a figurehead.
2. Leader - This is where manager provide leadership for his team, his
department or perhaps his entire organization; and its where he
(manager) manage the performance and responsibilities of everyone in
the group.
3. Liaison - Managers must communicate with internal and external
contacts. He needs to be able to network effectively on behalf of his
organization.
Informational Role:
The roles in this category involve processing information.
4. Monitor - In this role, manager regularly seek out information related
to his organization and industry, looking for relevant changes in the
environment. He also monitors his team, in terms of both their
productivity, and their well-being.
5. Disseminator - This is where manager communicate potentially useful
information to his colleagues and his team.
6. Spokesperson - Manager represents and speaks for his organization.
In this role he is responsible for transmitting information about his
organization and its goals to the people outside it.
Decisional Role:
The roles in this category involve using information.
7. Entrepreneur - A manager creates and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
8. Disturbance Handler - When an organization or team hits an
unexpected roadblock, its the manager who must take charge. He also
needs to help mediate disputes within it.
9. Resource Allocator – A manager also needs to determine where
organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational resources.
10. Negotiator – A manager may be needed to take part in, and direct,
important negotiations his team, department, or organization.
Skills of Manager
In addition to fulfilling numerous roles the manager also need a number
of specific skills if he wants to be succeed. The most fundamental
management skills are technical. Interpersonal,conceptual,
communication decision making and time management skills.
Figure: Managerial Skill (For All Level Managers)
Technical Skills:
Technical skills are the skills necessary to accomplish or understand the
specific kind of work being done in an organization. Technical skills are
especially important for first line managers. These managers spend
most of their time training subordinates and answering question about
work related problems. They must know how to perform tasks assigned
to those they supervise if they are to be effective managers.
Interpersonal Skills:
Managers spend considerable time interacting with people both inside
and outside the organization. For obvious reasons then the manager
also needs interpersonal skills- the ability to communicate
with,understand and motivate both individuals and groups. As a
manager climbs the organizational ladder, he or she must be able to get
along with subordinates, peers and those at higher level of the
organization.Because of the multitude of roles manager must full fill, a
manager must able to work with suppliers, customers, investors, and
others outside of the organization. Although some managers have
succeeded with poor interpersonal skills, a manager who has good
interpersonal skills is likely to be more successful.
Conceptual Skills:
Conceptual skills depend on the manager’s ability to think in the
abstract. Managers need the mental capacity to understand the overall
working of the organization and its environment, to grasp how all the part
of the organization fit together, and view the organization in a holistic
manner. This allows them to think strategically, to see the ‘big picture’,
and to make broad based decisions that serve the overall organization.
Diagnostic Skills:
Successful managers also possess diagnostic skills, or skills that enable
a manager to visualize the most appropriate response to a situation. A
physician diagnoses a patient illness by analyzing symptoms and
determining their probable cause. Similarly, a manager can diagnose
and analyze a problem in the organization by studying its symptoms and
then developing a solution.
Communication Skills:
Communication skills refer to the manager’s ability both to effectively
convey ideas and information to others and to effectively receive ideas
and information from others. This skills enable a manager to transmit
ideas to subordinates so that they know what is expected, to coordinate
work with peers and colleagues so that they work well together properly,
and to keep higher level managers informed about what is going on. In
addition, communication skills help the manager listen to what others
say and to understand real meaning behind letters, reports, and other
written communication.
Decision-Making Skills:
Effective managers also have good decision making skills. Decision
making skills refers to the manager’s ability to correctly recognize and
define problems and opportunities and to then select an appropriate
course of action to solve the problems and capitalize on opportunities.No
manager makes the right decision all the time. However, effective
managers make good decision most of the time. And when they do
make a bad decision, they usually recognize their mistake quickly and
then make good decision to recover with as little cost or damage to their
organization as possible.
Time-Management Skills:
Finally, effective managers usually good time management skills. Time
management skills refer to the manager’s ability to prioritize work, to
work effectively, and to delegate appropriately. As already
noted,managers face many different pressures and challenges. It is too
easy for a manager to get bogged down doing work that can easily be
postponed or delegated to others. When this happens,
unfortunately,more pressing and higher priority work may get neglected.
Although above described skills are essential for managers, their relative
importance tends to vary by level of managerial responsibility.Business
and management educators are increasingly interested in helping
people acquire technical, human, and conceptual skills, and develop
specific competencies, or specialized skills, which contribute to high
performance in a management job. Following are some of theskills and
personal characteristics:
Leadership — ability to influence others to perform tasks
Self-objectivity — ability to evaluate yourself realistically
Analytic thinking — ability to interpret and explain patterns in information
Behavioral flexibility — ability to modify personal behavior to react
objectively rather than subjectively to accomplish organizational goals
Oral communication — ability to express ideas clearly in words
Written communication — ability to express ideas clearly in writing
Personal impact — ability to create a good impression and in still
confidence
Resistance to stress — ability to perform under stressful conditions
Tolerance for uncertainty — ability to perform in ambiguous situation
