Managerial Roles,

Levels, Skills &

Competencies CHAP TER
2
CHAPTER OUTLINE Nature of Managerial Work
Nature of managerial
work Managerial work is complex, varied and challenging.
Managerialroles They generally work long hours. Their days are broken
up into a large number of brief and varied activities.
Reconciling They interact with alarge number of different people.
managerial roles and They spenda lot of timegetting, giving and processing
functions information. According to Stoner, managerial work
Manageriallevels is characterised by the following things:
Managerial skills Managers work with and through other people:
Managerial Managers work with internal (subordinates,
competencies supervisors, peers) as well as external groups
Chapter summary (customers, clients, suppliers, union represen
Test questions tatives etc.)in order to achieve corporate goals.
Skill builder Role They integrate individual efforts into team
play example work. They plan things, create a structure,
Learning exercise: motivate people and achieve goals.
Managerial skills test Managers are mediators: People working in an
Case study: To do or organisation do not always agree on certain
not to do things, say, the establishment of goals and
the means to achieve them. At the corporate
headquarters of alarge bank, managers may
think about expanding into merchant banking, leasing, credit card business
whereasat the branch level people may focus on expanding deposits by
venturing deep intorival areas. Unless such differences are resolved quickly,
employees find it difficult to think and actlike awell-knit group. Their morale,
too, may suffer. Managers often step in to put thingsin order, clear the paths
to goals, clarify things to people, put outfires and meet goals.
Managers are politicians: Managers mustdevelop healthy relationships with
varioss groups in over to achieve goals smoothly. Theymay have to nurture
groups and join certain coalitions within a company. They often draw upon
such relationships to win support for their proposals and decisions.

19
 Management Principles &
20

are diplomats: Managers

" Managersorganisational
serveeasofficial
a representativesofthei. Applications Managerial Roles, Levels, Skills & Competencies
21

They may represent the entire

l meetings. rwork Let's look at eaçhbt the ten managerial roles in greater detail.
units at
as well as aparticular
government
unit in dealing withe external groups (clients,
officials etc.).
Managers are symbols of
orgcuanstiosametiorns, hterpersonal Roles
" Managers aresymbols: Ecorporatesuccess or
They get applause when they succeedland get depreciated and
they fail. In short,they represent corporate
as well as
employeeattacked when faidure. Themanagerial roles in this category involve providing information and
1. Figurehead As a manager, you have social, ceremonial
ideas.
and legal
They are shown the door whenthese aspirations do not materialize.

Managers, obviously, are there to

utilize corporate resources in the
aspirations, responsibilities. You're expected to be a source of inspiration and act a role
model. People look up to you as a person with authority, and as a figurehead.
gears andirestructure andbest possible
way. To achieve results, they»change hats', shift 2. Leader- This is where you offer leadership for your team, your department or
things continually. The diverse:e roles played by managers in discharging
have been beaautifully summarised by Henry Mintzberg in the late
itheir
reorganidutziees perhaps your entire organization; and it's where you manage the performance

three broad headings: interpersonal roles, informational roles and decisional

1960s under and responsibilities of everyone in the group.
3. Liaison - Managers must communicate with internal and external groups on
roles. a daily [Link], you need to be able to network effectively on behalf
What Roles Managers Play?t J of your'organization.

Nghy Mintzberg offered aview of the job of managing that throws nformationalRoles
Nght on how managers perform their work. Managers, according to considerable
must fill many roles as they carry out the management functions. These roles ca Mintzberg, The managerial roles in thiscategory involve processing information.
be grouped into three categories: interpersonal, informational and decisional 1. Monitor In this role, you regularly seek out information related to your
shown in Figure 2.1. organization and industry, looking for relevant changes in the environment.
You also monitor your team, in terms of both their productivity, and their
Manager's Formal well-being.
Authoriry
Roles
2. Disseminator - This is where you communicate potentially useful & relevant
information to your colleagues and your team.
Figurehead: RepYesenting the organization in formal
matters;serving as a symbol of the organization. 3, Spokesperson - Managers represent and speak for their organization. In this
Interpersonal ’ Liaison: Interacting with peers and people outside the role, you're responsible for transmitting information about your organization
Roles organizatioH developing external links. and its goals to the external parties.
’ Leader: Activities concerned with subordinates;
motivating, staffing, communicating and directing. Decisional Roles
’ Monitor: Receiving and collecting information;
utilizing the channels through which information The managerial roles in this category involve using information.
Comes.
Infomational
Roles Disseminator: Transmitting information within the 1. Entrepreneur - As a mnanager, you create and control change within the
organisation. organization. This means solving problems, generating new ideas, and
Spokesman: Transmitting information to people implementing them.
outside the organisation. 2. Disturbance Handler - When an organization or team hits an unexpected
’ Entrepreneur: Introducing change; initiating projects roadblock, it's the manager who must take charge of the situation. You need
to improve the organization. to resolve knotty issues and put out fires.
’ Disturbance Handler: Taking charge when the need
organization is threatened. 3. Resource Allocator - You must put the resources to best advantage. You
Decisional to allocate work appropriate, spend prudently in order to deliver superior
Roles ’ Resource Allocator: Deciding where the organization
will expend its efforts and what resources will be results.
expended. 4, Negotiator -In this role you are expected to negotiate effectively with internal
Negotiator: Involving the organization with other and external groups, keeping organisational requirements in the background.
organizations.
Figure 2.1; ManagerialRoles
 Management Principles &
22
Applications
Managers, typically, work 70hours to 80 hours weeks and somne work<longer. They
deal of work at an unrelenting pace. Managerial
anagerial Roles, Levels, Skills & Competencies 23

have to perform a great Planning demands collection of relevant information. Accordingly, they
running thrworkough
tremendoussamount of energy. Apart from
fast paced and requires is perform the informational and decisional roles while drawing inputs trom
they have to spend countless hours in people and various sources.
mountains of papers, conducting m
various kinds. Telephone conversations and handling e-mail
meetiprove
Imessages, might
found that in a typical day, CEOs were
to be very taxing. Mintzberg's studyscheduled
ngs of In organising managers play the decisional roles while allocating work,
committing resources prudently, and coordinating effort at every level.
spend 59 per cent of their time in Lmeetings, and 22 per cent
work. More importantly, issues relating to people, may confront
basis. Apart from these, modern researchers also indicate the fact
likelyto
themdoing'desk
on a daily
While directing, managers play the interpersonal roles by interacting with
subordinates--leading, motivating and communicating with them.
managers play a wide variety rolesoften called as institution
of that many a time While controlling, managers focus on how things have been planned and
ldeyfity creating role: Wherein managers create a special building roles,
identity for
executed in order to deliver results-inaway, finding ahappy balance between
informational and decisional roles.
organisation by becoming an employer of choice or a highly an
marketing machine or an institution known for offering products
bottom prices,or becoming known as an innovative company etc.
competat itrockive The staffing function requires managers to draw talent, assign work, demand
compliance and obtainresults- -forcing managers to go that extra mile wearing
all the hats, depending on the requirements of the situation.
Erábling role: Wherein managers offer an excellent motivating environma
or employees to rise to their true potential and deliver
consistently. outstanding results Function Approach Role Approach
Syérgising role: Wherein managers eombine physical, financial and human Planning Interpersonal Roles
nésorces in such a way that the goals of an organisation are
and effectively. met efficiently Organising
Baáncing role: Wherein managers try to balance the need for employee Staffing Informational Roles
ffeedom and the requirements of the organisation to stick to the rule book
while converting plans into action plans. They try to strike a fine balance Directing
between conformity and creativity-allowingemployees reasonable freedom
whife trýingto meetorganisational goals Controlling Decisional Roles
Lánkage building role: Wherein managers try to develop an appropriate linkage Reconciling Managerial Roles and Functions
between the organisation and outside constituencies such as the government,
financial institutions, community and society at large.
How to classify Managers in an organisation?: Managerial
Fituristicrole: Wherein managers prepare the organisation forfuture challenges Levels
by constantly looking for opportunities in order to outwit
competition in an
ever-changing marketplace. All managers' positions involve performance of management functions (planning,
Making impact: Wherein managers try to leave their footprints by making organising, directing, staffing and controlling). But there are differences among
the organisation future ready-by way of superior technology, managerial jobs. The differences arise because of the existence of various levels of
marketing skills, rapid innovations etc. outstanding management in a typical organisation. The term levels of management' refers to a
Provide super ordination to the erinployees: Wherein managers instil a sense of line of demarcation between various managerial positions. In a large organisation,
pride and importance in the subordinates -making three levels of management are usually identified: (i) Toplevel management (ii) Middle
them feel that
working in a very important field of work which is very useful to thethey are
sociely.
level management and (ii) Lower level management. The functions performed by
top managers, middle managers, and lower level managers, respectively may be
briefly stated thus:
Reconciling Managerial Roles and Functions " Top Management: Top managers decide goals, policies and strategies for
Managerial roles and functionsdo notclashwith each other. the entire organisation. Titles found in this group include, President, Vice
requrements, managers are compelled many atime to switch Depending on situato President Chairman and Chief Executive Officer. They often represent
The roles that they play depend on the tvne gear and change their organisations in community affairs, business deals and government
offunctions that they choose to exe negotiations. They generally focus on long term issues and emphasize the
 Management Principles &
24
Appicationg
survival, growth and overall effectiveness of an organisation. The job sf a
top manager islikelytobe complex and varied. They often work long hous
Managerial Roles, Levels. Skills & Competencíes
Lower-level managenent
25

Top managemnent Middle management

meetings or on the telephone. In mosSt cases
their time in paid---several Assembles " Reports progress to top
Resolves problems of
much of
spend millionrupees a year workers
top managers
are
bonuses and stock.
also very well in salary resources

Controls operations
management
Offers recommenda
Promotes team spirit
and instils a sense of
Middle managersimplement the plans and policies Evaluates effort tions for improving
cooperation among
Middle Management: them and supervise and coordinate results from time to
s above the
plant activities
Decides future
of the top managers them. Divisional heads, time workers
managers below courses of action
this category. Middle managers take managers,
of the first line Motivates people to " Appraises middle
managers fall in
operations
objectives and break them down into business unit targets, put together corporate give their best management about
operational hurdles and

separate business unit plans forthe units belowthem for higher rlevel corporate offers solutions
review; and serve as linchpins of internal communication, interpreting and
Offers feedback regarding
downward and
broadcasting top management priorities
translatinginformation fromthe front lines upward. Middle
in close coordination with frontline
channelling and
and
managers, customers and managers
employeeswork
work environment &
unresolved issues

are generally conversant t with the practicalside ofthe coin. Sincethey

t What Type of Skills Managers Need? Managerial Skills
operate
in the middle, they are able to see the picture more clearly and oftet k
abetter grip over the problem on hand. Good middle managers, theraf In order to be effective, a manager must possess and continuously develop
several
provide the operating skills and practical problem solving that keens th essential skills. Robert L. Katz has identified three basic types of skills - technical,
company going. In times of crisis, middle management levels are usiiall. human and conceptual - which he says are needed by all managers.
cut down to size. Eastman Kodak cut middle management by 30per cent (a) Technical skill is the ability to use the tools, procedures or techniques of a
and reduced its middle management levels from seven to three. (Wall Street
specialised field in a competent manner. Technical skill is considered to be
Journal). Same was the case with GE Medical Systems between 1985 and
1995.
very crucial to the effectiveness of lower-level managers because they are in
direct contact with employees performing work activities within the firm.
" Lower-Level Management:They are the lower level/ frontline managers who For instance, the success of adrilling supervisor of an oil rig depends a great
supervise and coordinate the activities of operating employees. They make deal on his technical knowledge of drilling. However, as one moves to higher
short term operating decisions directing the daily tasks of non-managerial levels of management within the organisation, the importance of technical
personnel. They are there to implement the specific plans developed by middle skill diminishes because the manager has less direct contact with day-to-day
management. Their principal job is to put systems, methods, procedures, problems and activities. Thus, the President of an oil company does not need
rules and regulations in place in order to achieve production, offer technical to know much of the technical details of drilling for oil or how to refine it.
help and motivate employees at their command. The time frame at this level Horst Schulze, CEO of Ritz-Carlton, got his start washing dishes and waiting
1spretty short,with the special focus on how to get things done on a day-to tables at hotels in Germany. Over the next several years he also worked as
day basis. Frontline managers need strong technical skills and expertiseto bellhop, a front desk clerkanda concierge. These experiences gave him keen
teach subordinates and supervise their day-to-day tasks. insight into the inner workings of a quality hotel operation, insights he has
TABLE 2.1:TOP, MIDDLE AND LOER LEVEL
(Table 2.l) used totake Ritz-Carlton to the top of theindustry.
MANAGEMENT: A SNAPSHOI
Top management (b) Human skill also known as interpersonal skill-- is the ability to work with
" Defines goals
Middle management Lower-level management and through other people and to work effectively as a group member. This
" Interprets policies set " Issues orders/instructions skillis demonstrated in the way a manager relates to other people, including
Establishes
&plans
policies by top management to workers the abilityto motivate, facilitate, coordinate, lead, communicate and put
" Sets up Coordinates efforts of " Supervises/controls out fires. A manager with human skills or people skills allows subordinates
workforce Plans executíon
organisational different units toexpress themselves without fear of criticism or ridicule and encourages
structure Takes care of staffing schedules & decides work participation. Interpersonal or people skills -including such things as
" Offers direction " Issues instructions procedures sensitivity, persuasiveness and empathy-- might often separate a successful
to lower level Offers training to
workers manager from an unsuccessful one. Managers with good interpersonal skills
facilities are able to promote close working relationships between employees by making
Arranges tools &
management them feel part and parcel of a funny little world. Effective managers,after all,
 Management Principles &
26

are cheer leaders.

facilitators, coaches and nurturers. At the end
Appiofcationg VManagerdal Roles, Levels, Skílls &Competencies 27

takesthe goodday,
what does it taketo grow
good flowers, fruits and vegetables?It
soil, andthat's what a manager tries to create by being sensitive.,
bigh technicalor conceptual skills are not veryvaluable if they cannot be used to
and trying to bring out the best in people.
(c) Conceptual skill
is the mental ability to coordinate and nurtuing inspire and influence other organisation members. Supporting Katzs contention
that specific skills are more important at some levels than at others is a study of
integratethe the
organisation's interests and activities. It refers to the ability to see
managerial roles and behaviour by Jerdee and Caroll. More than four hundred
managers from all levels of management and a variety of types and sizes of business
picture', to understand how a change in any given part can affect
the wholbige
organisation. Conceptual skills s dependon the manager's abilityto
are asked to estimate how much time they spent on eight management tasks:
think in the
abstract. They need the mental capacity to understand the overall
planning, investigating, coordinating, evaluating, supervising, staffing, negotiating
and representing. Lower and middle-level managers replied that supervising was
organisation and its
of the senvironment, to understand how the
of an organisation fit together and to look at the organisation in a
workinpartsgs
various their dominant activity, while top managers claimed to spend proportionately more
time on planning.
manner. Little wonder, these skills are often a major determinant holistic
of who NEP
reaches the highest management levels in the organisation. Manageme Managerial Competencies
thinkers usuallycite the example of Jack Welch, the former CEO at Gen
Electricin support of this contention, who was primarily chosen for the t Skills alone are not enough to achieve success as a manager. You need competencies
because of his conceptual skills in 1981. After taking over the reins. Walal ofvarious kinds in order to excel anddeliver unmatchedperfornance in acompetitive
immediately set out to put the company in shape and make it more competitive world. It is better to draw the curtain between competencies and skills here. Askill
He brought about radical changes at various levels, reduced a major part of is aproficiency, facility or dexterity that is acquired or developed through training
GE's bureaucracy and presented a more flexible entity to the outside world or experience. Askill is something learned in order to be able to carry out one or
More importantly, he also changed GE's corporate culture toone based on the more job functions. A competency is what people need to be able to perform a
greater empowermnent of employees. The relationship between management job well. It's an ability to meet performance expectations in a role and deliver the
levels and managerial skills is shown in Figure 2.2 required results. A competency may be defined as the combination of observable
and measurable knowledge, skills, attitude, behaviours and activities and personal
First-line Middle attributes that contribute to enhanced employee performance and ultimately result
Top in organizational success. It is, in short, a setof observableand measurable attributes
Management Management Management or success factors required for individuals for effective work p rformaFce.
Conceptual ConcepLual
Onceptual What are Management Competencies?
Human
Human Management comnpetencies are the skills, habits, motives, knowledge and
Human attitudes necessary to successfully manage people. When developed, management
Technical competencies enhance personal effectiveness and contribute to business success. As
Technical things stand now, managers need a wide range of competencies in order to face the
Technical complex challenges of today's world. Talent alone is not sufficient. You need to have
Figure 2.2 : Relative Significance of Managerial Skills administrative capabilities, practical experience, and interpersonal &communication
Technical skill is most important at the lower levels of skills in order to deliver superior results. Competencies usually help differentiate
less important as we move up the chain of a command. management; it becomes
A production supervISor
superior performance from average performance under specific circumstances. In
in a manufacturing plant, for example, is likely to addition to degrees and diplomas, one needs to have the enthusiasm,motivation and
need
the company president, because he or she will have to more technical skill than the underlying self-image (honesty, integrity, determination and willingness to take
deal with the day-to-day risk and remain accountable etc.) in order to deliver results surpassing expectations.
manufacturing problems that [Link] the other hand, the importance of conceptual According to [Link], to complete ajobsuccessfully, the competent manager
skill increases as we rise in the ranks of
the hierarchy, the more he or she will bemanagement. The higher the managel s must meet three basic parameters simultaneously:
involved in the broad. long-term These are to
that aftect large parts of the
organisation, For top management which isdecisio
with the responsibility for overall Cnat w have the necessary knowledge,skills, and capacities for this behaviour,
most important skill of all. Humanperformance, conceptual skill is prob
skill is
organisation. One reason this is so is because tovery important at every level o he 2Be motivated to engage in this conduct and willing to put in the required
efort,
get the work done through othelS)
beable to apply this conduct in a professional setting.
 Management Principles &
28

Defining Managennent Competencies

Appications ManagerielRees, Levels, Skills & Competencies 29

Any individual trait that can be reliably evaluated or quantified and that
use Competencies? NET
can reveal a considerable distinction between effective and
performance. ineffective Competencies enable the staff of an organization to have a clear understanding of
he behaviours to be exhibited and the levels of performance expected in
order to
Basic skill and facility are required for effective work performance achieve organizational results. They provide the individual with an indication of
All personal characteristics relating to work, knowledge, abilities, the behaviours and actions that will be valued, recognized and rewarded. Using
and
values that motivate people to accomplish a good job. a competency framework helps an organization to strike a fine balance between
staff's skills, capabilities and knowledge with organizationalpriorities, resulting in
superior perfQrmance. More specifically, competency framework
Classification of Management Competencies Cleár expectations are set and staff members are guided to align their
behaviours,skills and knowledge in tune with organization's mission, culture
According to Pocztowski managerial competencies need to be classified into .. and gols.
compartments: \A shared Janguage is created to indicate what is needed and expected in
Thresholdcompetencies - Essential for the proper the work place thereby providing for reliable and high-quality performance
iob, such as knowledge and skills, and in the case ofpertormance
of a certain
a manager
professional elivery.
knowledge, problem solving, communicating, forming relationships and " Skills gaps are addressed; strengths are further developed and requirements
using consultants for career progression are clearly laid out.
Differentiating competencies - Competencies differentiating an effective
employee from others. These include attitudes, motives and values. In the How do youImprove Management Competencies?
case of managers, the list extends to leadership, empathy,
tolerance for ambiguity, a focus on creativity, orientationwillingness
to learn. One way you can improve workplace competency is by developing a competency
on the future and model. When developing a competency model, you carefully select competencies that
awareness of value.
align with the organization's goals. Identifying essential management competencies
Over the years the list of managerial competencies has been expanded by several
researchers. Basically, they all speak about competencies such as for workplace success is critical. Each workplace will have its own unique set of
competencies for managers based on their job requirements. Managers benefit
Communication competencies: Ability to express and communicate ideas when they have a clear idea of what competencies they need to develop to perform
clearly and assertively. well at their job. It is essential to take the time to explain the target proficiency
" Administrative competencies: Ability to rally men and women
behind the level for each core competency. When developing a competency model, you'll want
common purpose and deliver results. to devise an assessment strategy that allows you to easily measure the proficiency
of each manager.
" Leadership competencies: Ability to manage change,
resolving problems
and conflicts, managing politics, taking risks, setting vision and strategy
demonstrating ethics and integrity, displaying drive and purpose, developing Chapter Summary
adaptability, communicating effectively, building and maintaining Managerial work is complex and challenging. Managers usually work long
relationships; managing effective teams and work groups. (SHRM note o houfs, spending time with internal and external groups, communicating
Leadership Competencies, 2008). ideas,disciplining employees in order to deliver results.
Interpersonal competencies: ¢bility to choose appropriate people and buld Managers wear many hats and play diverse roles while translating their ideas
teamsintegrating, inspiring and motivating employees; ability to act as
liaison officer
intoconcrete action plans.
between internal and external groups. Managers need to deploy their skills, depending on the situational requirements.
"
Innovation
in a competencies: Ability to anticipate changes and initiate appropriate
Fop management my deal with critical issues, middle management is often
actions timely fashion. saddled with people issues, and lower-level management handles technical
" Global
competencies:
local, global Global
and intercultural Competent managers are able to examine
issues.
issues, understand and appreciate different Manag ment competencies are the skills, habits, motives, know<edge
perspectives, interact successfully and respectfully with others and and attitudes necessary to successtully manage people. When dexeloped,
responsible action leading to collective
well-being.
 Management Principles &
30

management competencies enhance. personal effectiveness and

Applications Managerial Roles, Levels, Skills & Competenctes 31

the complex challenges of today'sS contribute

to business success. As things stand now, managers need a wide e 14. Define 'managerial competency. Do yous think competencies alone will help
competepciesin orderto face Fange
world. of a manager to effectively deliver results? why or why
not?
Test Questions Skill Builder: Role Play Exercise
1. Describe how managerial jobs differ according to hierarchical
are the implications for managers? level. Nhat In an effort to improve customer support, John. Customer
Service Manager for
Mindtree Technologies, sets up a team role-playing session. Acting as the
leader
2. Are managerial effectiveness and managerial efficiency related trainer, John brings together a group of software developers and
so how? concepts? If representatives. He divides the 12 people into two groups: Groupcustomer support
A represents the
3. According to Katz, what are the three primary types of skills customer support representatives; Group B represents the customer. John tells
important . Group A that the customer in this situation is one of Mindtree's
management success? Deine each of these types of skills. longest-standing
Customers. This customer accounts for nearly 15 per cent of the company's overall
4. Who are managers? What do managers do? What kind of roles annual revenue. In short, the company cannot afford to lose her business! John tells
in order todeliver results? do they play Group B that the customer has recently received a software product that did not
5. 'Managerial work is complex and live up to expectations. While the customer has a
challenging. Do you agree or disagree) long-standing relationship with
Why? Mindtree this time she's growing weary because Mindtree has previously sold her
faulty software on two separate occasions. Clearly, her relationship with Mindtree
6. A common misconception is that organisations only wish to
have managers is in jeopardy. John now allows the groups to brainstorm for a few
with technical not human relations skills. Why is this minutes.
and incorrect? viewpoint dangerous Next -.with this particular approach to role-play - each group sends forth an
"actor" to take part in the role-play. The actor receives support and
7. Some management observers assert that Mintzberg's typology of ten members of the team throughout the role-playing process. Each teamncoaching from
is able totake
managerial roles is incomplete. What other roles do managers assume? time-outs and regroup quickly as needed. John runs through the scenario several
8. What are the factors that determine
which managerial skills are most important times, starting with the "customer" behaving gently and ending with the customer
to jobs with which you are familiar? behaving aggressively. Each time, a best solution is found. Of course, John can
9. How do you feel about having a manager's aBways ask for additional role-playing and suggestions if he feels that the process
responsibility in needs to continue, or that the team has yet to uncover the very best solutions. Once
characterized by uncertainty, ambiguity and sudden changes ortoday's world
threats from it's clear that they cannot identify any more solutions, John brings the
two groups
the environment? Describe some skills and qualities that together and discusses the session. During this, they discuss the strategies
are important to and
managers under these conditions. the solutions that the actors implemented, and how they could apply them to a
10. Researchers at Harvard Business School have real-life situation. John also asks each team to write a short summary of what they
found that the most
managerial behaviours involve two fundamental things: enablingimportant
people to
learned from the exercise. He then combines the summaries and provides a copy
move forward in their workand treating themn decently as of everything learned to all participants.
do you think of these two managerial behaviours? What human beings. What Key Points
for someone, like yourself, who is are the implications
studying management? Role-playing happens when two or more people act out roles in a particular scenario.
11. If managerial work is It's most useful for helping you prepare for unfamiliar or difficult situations. You can
how do managers performcharacterized by variety, fragmentation, and breviy also use it to spark brainstorming sessions, improve communication between team
basic management functions, such as planning
which wouldseem to require reflection and members, and see problems or situations from different [Link] role-play:
12. "The manager's most basic analysis? Identify the situation.
responsibility is to focus people toward pertor
of work activities to achieve
of this statement? Do you
desired outcomes". What's your interpretauo " Add details.
agree with it? Why or why not? Assign roles.
13. What do you
mean by management competencies'? is there any universally Act out the scenario.
accepted list of management comnetencies that are needed for achievie
business success? Discuss what you have learned.
 Management Principles &
72

Learning Exercise: ManagerialSkills Test

Applicationg Managerial Roles, Levels, Skills &Competenetes
33

daughters each, All of them go to a Ioval managers came with an idea of getting everthingdone at rock bottom prices
1. Three women have to restaurant from outsidethe country--especially from places where it becomes easy for Happy
meal. There are seven vacant chairs in the restaurant.
them and each one has a separate seat to herself. How did
They oCcupy allfor ofa Tovs to cut prices by nearly half--that too without making any noise. But this kind
they manage? ofoutsourcing would mean lopping off additionaljobs runningto nearly thousands.
2. Acow is tied to arope 8 metres long. There is alarge bundle of Manvofthe workers would bevirtually pushedtothe wall, with no alternative means
10 metres away. How can the cow enjoy the carrots without
thejuicy carrots ofliving. Of course, safety of toys could be one immediate concern, if Happy 1oys
of anybody or anything?
3. A woman married 12 different people during the course of a single
assistance wants togoahead with the 'outsourcing option, But this could be sorted out with
the suppliers, by putting everything in black and white and screwing up those who
was it possible? day. How refuse to comply with established standards, There would certainly be question
marksover quality, since we are trying to put our label on the outsourced toys, of
4. Which of the following numbers can be evenly divided into two? course, without tetting anyone know about it. Alternatively, Happy Toys coyld cut
27, 48, 89, 116, 233 and 456 cOsts further by employing children---in an illegal manner-like many other rivals
in the ield. It is an open secret that many rivals have been resorting to this kind
5. The 16th and 21st Prime Ministers of Australia had the sanme mother of activity, with blessings from enforcing authorities in a seCret way. In afalling
father but were not brothers. How come? and
market and when the company's survival is at stake, is it worthwhile to hang on jo
traditional values, ethics and morals? If we do not cut cornersand push our values
ANSWERS to the back burner, the company couldbe moving towards extinction surely within
1. There are seven women. One of thewoman is a grandmother, and herte the next couple of years if not months. Amrita has been pondering oerthevarious
daughters, in turn have two daughters each. options quite seriously. The questions confrontingthe company seemed endless but
Amrita needed to decide how to save the company.
2. free to eat since the other end of the rope is not tied to anything
3. She was a female judge/priest Questions
4. All of them,and the answer is 13.5, 24, 44.5; 58, 116.5 and 228
1. Is sehding jobsout of the country advisable? Especially in a capital hungry
5. Itwas the same person Robert Menzies was Prime Minister between 1939. and labour surplus country like India? What dangerous consequences could
1941 and again between 1949-1966. impact the company in a negative manner?
2. Doxou think Amrita should stick to the core company values and continue
aseStudy: To do or not to do? to fight it out trying every trick in the book? Are there any viable options
available to Happy Toys to fight rivals and overcome environmental hurdles
Antita Patel, President of Happy Toys sat looking at the monthly profit and loss and cary out business ethically?
[Link] the sixth month in a row, the company lost money. The market share
Asslipping away gradually. Competition from global rivals is heating up. The recent [Link] you were to be the President of the company,what would you do? Engage
duty waivers announced by the Govermment of India on imported toys is in ethical behaviour, come what may or sacrifice values a bit just to put the
mind numbing impact on sales. Instead ofbuying the brand, having a company on the road to success--- you can always revisit ethics when the
the children to go after cheaper models. Customers have parents shown
are encouraging company is in good shape and health?
preference for Indian made toys--far superior in quality and looks. It no pronounced
is another thing
that the price isslightly higher, initiallv. After the duty
casting their magic spell on Indian children. They havewaiver, the imported toys are
virtually
Indian toys. Everytrick in the book has been used [Link] the stopped buying he
Additional hiring hascome to a grinding halt. Unwanted handscostshaveto bare bon leve
been shown tne
door. Cost cutting at every level is being
been rigorously enforced. Last six months nye
ealhell--facing trouble from almost allIsections offworkers. Unions are waiting
to gó for the kill. Office
staff
salaries being paid on time. members regularly complain about not getting their
To add salt to Suppliers have started airing their grievances openly.
injuries, big orders
size. Little wonder, sfrom
Happy Toys is facingregular customers have been shrinking in
an uphill task on every front, 0ne of the