Functions of a Manager

These functions are performed by all managers at all levels of any organisation, but the amount of time spent on each one varies depending on the level of management and the unique organisation.

What is Management?

Management has been defined as a dynamic system including accountability for the efficient and effective planning and regulation of an enterprise’s operations to achieve specific goals. It’s a dynamic process made up of many different aspects and actions. These are distinct from operational functions like marketing, finance, and purchasing. Rather, regardless of his level of prestige, every manager engages in these actions.

The following characteristics of management can be highlighted: –

Management is Goal-Oriented: The attainment of defined goals or objectives determines the success of any management activity. Management is a deliberate act. It is a tool that aids in the efficient use of people and physical resources to achieve predetermined objectives. For example, an enterprise’s purpose is to provide maximum customer pleasure by manufacturing high-quality goods at competitive rates.

Continuous Management: Management is a continuous process. It entails dealing with difficulties and issues on an ongoing basis. It is focused on recognising the issue and taking the necessary procedures to address it. A company’s goal, for example, can be maximum production. Various policies must be established to achieve this goal, but that is not the objective.

Management is everywhere: Management is necessary for all forms of organisations, whether political, social, cultural, or commercial because it aids and directs multiple activities toward a common goal. Clubs, hospitals, political organisations, colleges, hospitals, and corporations all need administration.

Management is a team sport: Management is less concerned with individual performance and more about groups. It entails the employment of group effort to attain a predetermined goal of ABC & Co. management is good refers to a group of people in charge of the company.

Managerial responsibilities

A manager is not only a team leader but also a planner, organiser, cheerleader, coach, problem-solver, and decision-maker rolled into one. These are only a handful of the responsibilities of a manager. Furthermore, managers’ schedules are frequently overburdened. Managers typically have little extra time on their calendars due to employee meetings, unexpected crises, or strategy sessions.

Different functions of a manager 

Planning is the first and most important phase in any project, big or little. The management must prepare the timeline and provide a design of how the task will be completed with all relevant information, as well as a backup plan for what will happen if this does not work. For example, suppose there is a new project; how should it begin, what human resources are required, what resources are required, and so on; everything should be prepared.

Organising follows next when the manager must synchronise and ensure that everything is going as planned. Everything should go according to plan, and if it doesn’t, the manager should investigate the problem and make it work.

Staffing can be defined as the grouping of workers into distinct teams and assigning them different duties. If a team member disagrees, the team member should report it to the team leader, who would forward it to the manager, who will resolve the matter. An example is putting together a fresh team for a new project.

The manager must direct and lead personnel in all scenarios to avoid disagreements and delays in the task. The manager must lead the staff so that they understand what needs to be done and how to do it. A team, for example, requires a squad leader to oversee each completed and ongoing activity.

Coordinating entails bringing all personnel together through effective communication and allowing them to openly express their opinions and concerns. For instance, coordinating a project’s schedule.

The management is responsible for keeping up to date information on all ongoing tasks, and it is the manager’s sole responsibility to report the updated status to higher authorities; all employees are required to report to the manager. Keeping the relevant directors up to date on the status of their initiatives, for example.

Budgeting A task must be accomplished within the specified time limit and at a reasonable cost. The manager must double-check that the total amount invested in the project does not exceed the budgeted amount, and in the event of an imbalance, the budgeting manager must notify management. If the budget only allows for three employees, the task cannot be assigned to five people.

Conclusion

Management is a process-based activity that is primarily concerned with achieving important goals. Management is responsible for bringing together people and physical and financial resources to realise the goals of the business. As a result, it plays a vital role in bringing disparate groups together. It’s a never-ending cycle. It is concerned with continually detecting problems and resolving them through appropriate actions. It is a continuous process. Management, like a variety of other human activities such as writing, playing, eating, cooking, and so on, is an activity because a manager is someone who achieves goals by guiding the efforts of others. The manager’s last but certainly not the least responsibility is to keep everything under control. Everything should be in order, whether it’s the budget or resource allocation. For example, granting leave to all members of a team on the same day would disrupt work delivery.