TITLE- FUNCTIONS AND SKILLS OF MANAGER

TYPE OF THESIS – project thesis

COURSE NAME- BUISNESS 101

COURSE OF STUDY- bachelor online degree saver programme international management

DATE- 12/8/2024

AUTHOR’S NAME- Karan Sehgal

MARTICULATION NUMBER- 4242690

TUTOR’S NAME- Sir Muhammad Ashfaq

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 TABLE OF CONTENTS

TOPIC PAGE NO.

1. Introduction ----------------------------------------------------------- 3

2. What is a manager --------------------------------------------------------- 3

3. The role of manager-------------------------------------------------------- 3

4. Defining role of manager-------------------------------------------------- 3

5. Core functions of a manager ----------------------------------------- 4

5.1 What is planning? ------------------------------------------------------- 4
5.1.1 Steps in process of planning------------------------
5.2 What is organizing?------------------------------------------------------ 5
5.2.1 Steps in process of organizing---------------------
5.3 What is leading?----------------------------------------------------------- 5
5.3.1 Steps in process of leading--------------------------
5.4 What is controlling?------------------------------------------------------- 6
5.4.1 Steps in process of controlling----------------------
6. Skills of a manager----------------------------------------------------------------- 7

7. Conclusion --------------------------------------------------------------------------- 9
8. Bibliography--------------------------------------------------------------------------- 9

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1. INTRODUCTION

In this introduction, the manager has a great role in an organization to drive success and
achieving crucial goals. Managers are not only regular employees of a company however
they play very vital role in coordination and supervise the operations and activities within an
organization and make sure that target are met orderliness, also successfully. There are
predominately functions and skills of a manager credible categorized into several key areas:
Planning, Organizing, leading, and controlling. Those such functions are supported by an
extent area of skills that authorize managers to guidance composite environments and
organizational favorable outcome.

2. WHAT IS A MANAGER?

A Manger is an individual transatlantic harmonize the work of a team of department in an

organization. They have a pivotal role to make sure that the organization’s target reached
successfully. Managers are taxed with planning, organizing, leading, and controlling incomes
and actions to attain anticipated results. They serve as a bond between higher
administration and staffs, guaranteeing that the organization's plans are executed and that
daily procedures run effortlessly.

3. THE ROLE OF A MANAGER IN AN ORGANIZATION

Managers are vital for the smooth operative of an organization. They certify that resources
are used professionally, workforces are driven and industrious, and organizational
goalmouths stand encountered. Actual management can lead to improved production,
healthier employee self-esteem, and complete organizational accomplishment.

In summary, a manager is a significant performer in any society, answerable for planning,

organizing, leading, and controlling numerous characteristics of operations to attain
achievement. Their character requires an assorted skill set and the capability to direct
compound organizational dynamics.

4. DEFINING THE ROLE OF A MANAGER

Managers are entrusted with the mission of supervision and directing the events of a team or
department inside an organization. They aid as a connection between higher authorities and
the labour force, decoding planned objective into actionable strategies and confirming that
these tactics are performed excellently. The primary goal of a executive is to accomplish

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organizational purposes through well-organized use of capitals, including human, financial,
and material assets.

5. CORE FUNCTIONS OF A MANAGER

1. Planning
2. Organizing
3. Leading
4. Controlling

5.1. WHAT IS PLANNING?

Planning is the process of condition aims and shaping the most operative course of
accomplishment to accomplish those objectives. It comprehends exploration the existing
condition, predicting future circumstances, classifying probable tasks, and formulating
strategies to reach anticipated consequences. Planning is a vital administration
determination that offers a roadmap for administrative happenings, supervisory
administrative and reserve distribution.

5.1.1 Steps in the Planning Process

 Setting Objectives: Defining clear, detailed, and attainable goals that the
organization intentions to achieve.
 Analysing the Environment: Measuring internal and external aspects that could
influence the achievement of arguments. This contains appraising assets, faintness,
occasions, and intimidations (SWOT analysis).
 Developing Strategies: Generating plans and approaches to achieve the set ideas.
This involves seeing various replacements and choosing the most actual method.
 Allocating Resources: Defining the resources (human, financial, material)
compulsory to implement the plans and confirming their convenience.
 Implementing Plans: Knocking the strategies into action by transmission tasks,
organizing activities, and certifying that every person understands their roles and
tasks.
 Monitoring and Evaluating: Incessantly tracking development, comparing definite
presentation with intentional purposes, and making essential alterations to stay on
development.

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 5.2. WHAT IS ORGANIZING?

Organizing is a management function that involves assembling capitals and everyday

jobs in an organized manner to accomplish the objectives established throughout the
planning phase. It contains creating a outline for the organization of actions, important
roles and responsibilities, and certifying the well-organized use of resources. Organizing
generates a controlled atmosphere where resources are allocated properly, and actions
are methodically harmonized to attain the administration's goals.

5.2.1 Steps in organizing process

 Identification of Activities: Classify all the events required to attain the

organization’s purposes. This includes contravention the overall targets into exact
tasks and operations.
 Grouping of Activities: Comparable or linked actions are chained together into
departments, divisions, or units created on their nature, role, or purpose.
 Assignment of Duties: Detailed tasks and responsibilities are allocated to
entities or squads. This involves defining roles, job descriptions, and transmission
tasks based on services, expertise, and interests.
 Delegation of Authority: Specialist is deputized to people or teams to sanction
them to make choices and accomplish their dispensed tasks.
 Establishing Relationships: Strong journalism relations are recognized within
the association. This contains defining who intelligences to whom, generating a
hierarchy, and establishing lines of announcements.

5.3. WHAT IS LEADING?

Leading is a vital management meaning that contains supervisory, inspiring, and influencing
entities or teams to achieve administrative goals. It covers a range of actions such as setting
a image, communicating well, stirring and motivating employees, and development a
optimistic work atmosphere. Leading is about steering the group in the right track and
ensuring that staffs are affianced and occupied towards mutual aims.

5.3.1 Steps in the leading process

 Setting Clear Objectives and Expectations: Describe clear, exact, and realizable
areas for the squad or society. Create expectations regarding performance,
behaviour, and outcomes.

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  Communicating Effectively: Share info, aims, and prospects clearly and frequently
with the team. Practice many communication stations to ensure that mails are
understood.
 Motivating and Inspiring: Deliver inspiration, encouragement, and provision to team
associates, serving them stay dedicated to their errands.
 Resolving Conflicts: Resolve battles also challenges that ascend inside the squad
rapidly and successfully to preserve agreement and emphasis.
 Reflecting and Learning: Imitate on the accomplishments and tests confronted
during the procedure, and assess the complete success of leadership.

5.4. WHAT IS CONTROLLING?

Controlling is one of the key motives of organization, and it includes monitoring and
measuring the growth of actions to protection that they are associated with the
administration's intentions and matters. It similarly covers taking corrective movements when
vital to speech nonconformities from the arrangement. The controlling process assurances
that the organization's assets are used jobwise and outstandingly.

5.4.1 Steps in the controlling process

 Establishing Standards: Set specific, quantifiable, achievable, pertinent, and time-

bound (SMART) standards for assessing presentation.
 Measuring Actual Performance: Gather applicable data on routine from various
divisions and courses.
 Comparing Performance Against Standards: Regulate the meaning of slightly
nonconformities, seeing both optimistic and negative variances.
 Taking Corrective Action: Take suitable actions to discourse the reasons, such as
process alterations, additional drill, or resource reorganization.
 Feedback and Review:
Monitor the Effectiveness of Corrective Actions: Guarantee that the actions
taken efficiently discourse the matters
Continuous Improvement: Use the results to refine values and recover the
controlling process.
 Documentation and Reporting:
Record Findings: Document presentation statistics, nonconformities, and
remedial schedules taken.
Report to Management: Provide even reports to keep organization
knowledgeable and ease policymaking.

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6. THE SKILLS OF A MANAGER

A fruitful manager needs a miscellaneous set of skills to lead crews successfully and attain
organizational goals. Here are some vital skills for a manager:

6.1. Leadership Skills: -

 Vision and Intentional Thinking: Aptitude to set a strong image and lead the team in
the direction of achieving long-term goals.

 Inspiration and Motivation: Encouraging and inspirational squad members to achieve

their best.

 Decision-Making: Creation conversant and opportune choices that profit the

association.

6.2. Communication Skills: -

 Pure and Brief Communication: Transmission ideas and orders clearly to evade
misunderstandings.

 Lively Listening: Hearing to lineup associates' worries and proposals to stand-in a

cooperative situation.

 Negotiation: Arbitrating battles and discovery win-win explanations.

6.3. Organizational Skills: -

 Time Management: Ordering tasks and handling time successfully to meet limits.

 Allocation: Conveying responsibilities to the correct people and guaranteeing

responsibility.

 Resource Management: Professionally managing capitals, counting human, financial,

and substantial resources.

6.4. Analytical and Problem-Solving Skills: -

 Critical Thinking: Analysing circumstances, classifying difficulties, and planning actual

answers.

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  Data-Driven Conclusion Making: By means of data and analytics to notify decisions
and approaches.

 Risk Management: Identifying potential risks and developing plans to mitigate them.

6.5. Interpersonal Skills: -

 Understanding: Sympathetic and speaking the wants and feelings of squad

memberships.

 Conflict Resolution: Successfully handling and deciding disagreements within the

crew.

 Team Building: Development of an optimistic team atmosphere and cheering

teamwork.

6.6. Technical Skills: -

 Industry Knowledge: Sympathetic the exact industry and mechanical features

applicable to the company.

 Scheme Management: Planning, executing, and final projects professionally.

 Technology Skill: Being relaxed with relevant software, tools, and technologies.

6.7. Adaptability and Flexibility: -

 Modification Management: Handling administrative variation and serving the team

acclimatize to new procedures or constructions.

 Innovation: Cheering originality and the acceptance of new thoughts or skills.

6.8. Emotional Intelligence (EQ): -

 Self-Awareness: Identifying and sympathetic one’s own sentiments and how they
disturb others.

 Self-Regulation: Handling emotions efficiently, particularly under pressure.

 Social Skills: Structure sturdy associations and networks within and external the
association.

6.9. Financial Acumen: -

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  Accounting: Managing the economical successfully and confirming financial
resources are cast-off wisely.

 Economic Planning and Scrutiny: Understanding monetary declarations, forecasts,

and metrics to make knowledgeable commercial choices.

6.10. Customer Focus: -

 Understanding Customer Requirements: Prioritizing client satisfaction and structure

long-term relations.

 Service Alignment: Guaranteeing that the squad provides outstanding facility to both
internal and external clients.

These skills cooperatively help a manager lead their team successfully, make
knowledgeable choices, and determination the association towards success.

7. CONCLUSION

In conclusion, considerate the purposes and vital skills of a manager is crucial for
successfully foremost teams and heavy structural accomplishment. A administrator
responsibility master a mixture of management, communication, organizational, and
mechanical skills while upholding adaptableness and expressive intellect. By educating
these aptitudes, a manager cannot solitarily accomplish tactical areas but likewise substitute
a optimistic, productive work atmosphere that supports both separate and accommodating
growth. Eventually, an experienced executive is essential in circumnavigating the difficulties
of modern commercial and ensuring continued achievement.

8. BIBLIOGRAPHY

The data used above has been taken from following sources

 Course book
 https://www.aiuniv.edu
 https://www.toppr.com
 https://www.yourarticlelibrary.com

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