Role of a manager

The Role of The Role of the Manager the Manager

““We cannot do today’s job We cannot do today’s job with yesterday’s methods and with yesterday’s methods and

be in business tomorrow”be in business tomorrow”

--- Nelson Jackson--- Nelson Jackson

A Group of Donkeys lead by a lion can A Group of Donkeys lead by a lion can defeat a group of lions lead by a defeat a group of lions lead by a

donkeydonkey

---Socrates---Socrates

Main Purpose of the Managers’ JobMain Purpose of the Managers’ Job

To achieve and exceed the Assigned To achieve and exceed the Assigned objective by ensuring that objective by ensuring that each and each and every member of the teamevery member of the team achieves achieves

and / or surpasses and / or surpasses his / her respective objective.his / her respective objective.

A Good Manager has…..A Good Manager has…..

… … the capability to get people the capability to get people of ordinary ability to perform of ordinary ability to perform in an extraordinary manner!in an extraordinary manner!

5 Differences 5 Differences

WorkerWorker

• Works aloneWorks alone

• Does the workDoes the work

• Like a player in the Like a player in the teamteam

• Is lead and ManagedIs lead and Managed

• Responsibility: Responsibility:

SingleSingle

ManagerManager

• Works with othersWorks with others

• Develops Develops people/customerspeople/customers

• Like a coach and a Like a coach and a counsel; Pitches in as counsel; Pitches in as player when needed.player when needed.

• Is the Leader/Manager Is the Leader/Manager according to the according to the conditioncondition

• Responsibility : Various Responsibility : Various

Key ResponsibilitiesKey Responsibilities Ensuring achievement of assigned Team’s and Ensuring achievement of assigned Team’s and

individual team members’ objectivesindividual team members’ objectives Decision MakingDecision Making Ensuring his objectives achievement covering up Ensuring his objectives achievement covering up

deficit of anyone in his team.deficit of anyone in his team. Focus on Brands / New ProductsFocus on Brands / New Products Distribution Channel Management Distribution Channel Management Timely Reporting and FeedbackTimely Reporting and Feedback Developing Team MembersDeveloping Team Members Market DevelopmentMarket Development Market IntelligenceMarket Intelligence Strong Customer FocusStrong Customer Focus Planning, Monitoring & Controlling Planning, Monitoring & Controlling Appraising &ReviewingAppraising &Reviewing Necessary course corrections Necessary course corrections

Key ActivitiesKey Activities

•Strong Customer FocusStrong Customer FocusRight product for the right customersRight product for the right customersFrequency of visitsFrequency of visitsServicingServicingTrouble shootingTrouble shootingRetention and multiplication of customersRetention and multiplication of customersTracking of CustomersTracking of Customers

Planning, Monitoring Planning, Monitoring and controllingand controlling

Objective settingObjective settingAssigning the responsibilities as per Assigning the responsibilities as per

the resourcesthe resourcesAlternative steps in case of crisis Alternative steps in case of crisis Monitoring of Progress/Key Monitoring of Progress/Key

CustomersCustomers


• Ensuring follow up of every subordinates’ Ensuring follow up of every subordinates’ responsibilities.responsibilities.

• Ensure follow up on paymentsEnsure follow up on payments• Ensure Liquidation of stocksEnsure Liquidation of stocks• Ensure Order generationEnsure Order generation• Regular follow up of pending claims of Regular follow up of pending claims of

distributors and CFAsdistributors and CFAs


Ensuring at Distributors’ LevelEnsuring at Distributors’ Level

• Inventory CheckInventory Check• Payment follow up Payment follow up • Catering to RetailerCatering to Retailer• Liquidation of short expiry / non moving productsLiquidation of short expiry / non moving products• Settlement of ClaimsSettlement of Claims• Successful of Operation of bonus offers Successful of Operation of bonus offers • New Product availability at retailer level New Product availability at retailer level • LOC & NOC of productsLOC & NOC of products

Key ActivitiesKey ActivitiesAt the Retail LevelAt the Retail Level Tracking of new and established productsTracking of new and established products Retail survey to track the demand of Retail survey to track the demand of

Company’s and competitors’ productsCompany’s and competitors’ products Retail survey to validate the customer Retail survey to validate the customer

coveragecoverage Right product, Right customer focus approachRight product, Right customer focus approach Tracking of Key RetailersTracking of Key Retailers Ensure order booking and its supplyEnsure order booking and its supply


• ReportingReporting Weekly Reports on timeWeekly Reports on time

Specialty Coverage AnalysisSpecialty Coverage Analysis Sales Promotion Proposal / Report cum Expenses Sales Promotion Proposal / Report cum Expenses

StatementStatementSubordinates’ Coverage format-Self AnalysisSubordinates’ Coverage format-Self AnalysisCampaign Sales Meeting follow up.Campaign Sales Meeting follow up.Record of LeavesRecord of LeavesSales DiarySales Diary

Key ActivitiesKey Activities• FeedbackFeedback

• On inputsOn inputs

• On competitorsOn competitors

• Regarding strategiesRegarding strategies

• On emerging trendsOn emerging trends

• To subordinates on performanceTo subordinates on performance

• To superiors on any important To superiors on any important developmentsdevelopments

Key ActivitiesKey ActivitiesMarket Development / Market IntelligenceMarket Development / Market Intelligence Gather information from distributors / Gather information from distributors /

retailers to know the actual market potentialretailers to know the actual market potentialFocused approachFocused approachRural coverage Rural coverage Distributors’ appointmentDistributors’ appointmentCustomer contact programmesCustomer contact programmesTracking CompetitorsTracking Competitors


Development Team MembersDevelopment Team Members• Review of Team members’ performance Review of Team members’ performance

identifying key areas for improvement identifying key areas for improvement • Improving his/her knowledge / skill levelsImproving his/her knowledge / skill levels• CoachingCoaching• Training Training • Improving his / her personalityImproving his / her personality• MotivatingMotivating

Key ActivitiesKey Activities• Review and Appraising Review and Appraising • PerformancePerformance• Agreed action plansAgreed action plans• Market potentialMarket potential• Consistency in salesConsistency in sales• Coverage of territoryCoverage of territory• Coverage of Key Coverage of Key

customerscustomers• Growth in SalesGrowth in Sales• MaturityMaturity• Market knowledgeMarket knowledge• Reporting Reporting

Focus on Power ProductsFocus on Power Products• Monitoring the SalesMonitoring the Sales• Right Customer FocusRight Customer Focus

Key SkillsKey Skills

• Analytical SkillsAnalytical Skills

• Technical SkillsTechnical Skills

• Communication SkillsCommunication Skills

• Selling SkillsSelling Skills

• Planning SkillsPlanning Skills

• Reviewing SkillsReviewing Skills

• Managerial SkillsManagerial Skills

• Interpersonal Interpersonal relationshiprelationship

SkillsSkills

• Negotiating SkillsNegotiating Skills• Administrative SkillsAdministrative Skills• Interviewing SkillsInterviewing Skills• Counseling SkillsCounseling Skills• Forecasting SkillsForecasting Skills• Leadership SkillsLeadership Skills

Key Performance Key Performance ParametersParameters• TargetsTargets• Field Work inputsField Work inputs• Implementation of Implementation of

strategiesstrategies• Implementation of Implementation of

learninglearning• KnowledgeKnowledge• Team PerformanceTeam Performance

• Development of Development of SubordinatesSubordinates

• Market DevelopmentMarket Development• Reporting DisciplineReporting Discipline• Distribution ManagementDistribution Management• Maintenance and analysis of Maintenance and analysis of

DataData• Self DevelopmentSelf Development

ProfileProfile

• Team LeaderTeam Leader• Decision MakerDecision Maker• CoachCoach• Role ModelRole Model• Problem SolverProblem Solver• Strategist Strategist • Knowledge ResourceKnowledge Resource• Good CommunicatorGood Communicator• MediatorMediator• CounselorCounselor• MotivatorMotivator• NegotiatorNegotiator• Positive ThinkerPositive Thinker• Hard WorkerHard Worker• HonestHonest• ListenerListener

• ObserverObserver• FairFair• AchieverAchiever• AdaptableAdaptable• EnthusiasticEnthusiastic

A Good Manager will…..A Good Manager will…..

……always succeed in getting more output always succeed in getting more output and better results from his team and better results from his team membersmembers

……and they will deliver this willingly!and they will deliver this willingly!

Managers : Ineffective v/s Managers : Ineffective v/s EffectiveEffective

Ineffective ManagerIneffective Manager• AppeaserAppeaser• BullyBully• CaddyCaddy• DespondentDespondent• ExcavatorExcavator• FavoritismFavoritism• Gutter InspectorGutter Inspector• HindsightHindsight

Effective ManagerEffective Manager• AdvisorAdvisor• BenefactorBenefactor• Cheer LeaderCheer Leader• DecisiveDecisive• Example SetterExample Setter• FairFair• GenerousGenerous• HonestHonest


• InsecureInsecure• JealousJealous• Know-allKnow-all• LonerLoner• ManipulatorManipulator• NagNag• OpinionatedOpinionated• Pillion RiderPillion Rider• Quashes new ideasQuashes new ideas

• InnovatorInnovator• JudiciousJudicious• Knowledge ResourceKnowledge Resource• LeaderLeader• MotivatorMotivator• NegotiatorNegotiator• Open mindedOpen minded• PerseverantPerseverant• Quality ConsciousQuality Conscious


• ReactiveReactive• SubjectiveSubjective• Trumpet BlowerTrumpet Blower• UnfairUnfair• VengefulVengeful• WhinerWhiner• Xcuse MasterXcuse Master• Yesterday’s heroYesterday’s hero• ZombieZombie

• ReceptiveReceptive• StrategistStrategist• TransparentTransparent• UnderstandingUnderstanding• VibrantVibrant• Winner’s Mind SetWinner’s Mind Set• XperimenterXperimenter• YouthfulYouthful• ZestfulZestful

Mintzberg's Management RolesMintzberg's Management Roles 2525

Mintzberg's Ten Management RolesMintzberg's Ten Management Roles


http://1.bp.blogspot.com/_rSQiX0LCYYY/SFexhgd9oTI/AAAAAAAAAkg/t9dZ4b5lle8/s1600-h/roles+of+manager.gif


FigureheadFigurehead

LeaderLeader

LiaisonLiaison

MonitorMonitor

DisseminatorDisseminator

SpokesmanSpokesman

EntrepreneurEntrepreneur

Disturbance handlerDisturbance handler

Resource AllocatorResource Allocator

NegotiatorNegotiator




Figurehead:Figurehead: All social, inspiration, legal and ceremonial obligations. In this light, the All social, inspiration, legal and ceremonial obligations. In this light, the manager is seen as a symbol of status and authority. manager is seen as a symbol of status and authority.

Leader: Leader: Duties are at the heart of the manager-subordinate relationship and include Duties are at the heart of the manager-subordinate relationship and include structuring and motivating subordinates, overseeing their progress, promoting and structuring and motivating subordinates, overseeing their progress, promoting and encouraging their development, and balancing effectiveness. encouraging their development, and balancing effectiveness.

Liaison: Liaison: Describes the information and communication obligations of a manager. Describes the information and communication obligations of a manager. One must network and engage in information exchange to gain access to knowledge One must network and engage in information exchange to gain access to knowledge bases. bases.



MonitorMonitor: Duties include assessing internal operations, a department's success and : Duties include assessing internal operations, a department's success and the problems and opportunities which may arise. All the information gained in this the problems and opportunities which may arise. All the information gained in this capacity must be stored and maintained. capacity must be stored and maintained.

Disseminator:Disseminator: Highlights factual or value based external views into the organization Highlights factual or value based external views into the organization and to subordinates. This requires both filtering and delegation skills. and to subordinates. This requires both filtering and delegation skills.

SpokesmanSpokesman: Serves in a PR capacity by informing and lobbying others to keep key : Serves in a PR capacity by informing and lobbying others to keep key stakeholders updated about the operations of the organization stakeholders updated about the operations of the organization



EntrepreneurEntrepreneur: Roles encourage managers to create improvement projects and work : Roles encourage managers to create improvement projects and work to delegate, empower and supervise teams in the development process. to delegate, empower and supervise teams in the development process.

Disturbance handler:Disturbance handler: A generalist role that takes charge when an organisation is A generalist role that takes charge when an organisation is unexpectedly upset or transformed and requires calming and support. unexpectedly upset or transformed and requires calming and support.

Resource AllocatorResource Allocator: Describes the responsibility of allocating and overseeing : Describes the responsibility of allocating and overseeing financial, material and personnel resources. financial, material and personnel resources.

NegotiatorNegotiator: Is a specific task which is integral for the spokesman, figurehead and : Is a specific task which is integral for the spokesman, figurehead and resource allocator roles. resource allocator roles.

Role of a manager

Documents

skills planning skills

key responsibilities

key activitiesensuring

key activitiesat

key activities review

key activities feedback

team membersand

team peoplecustomers