Theory

Roles and Responsibilities of Managers at Different levels of Organizational Hierarchy in FTM Ltd.

TERM PAPER on Roles and Responsibilities of Managers at Different levels of Organizational Hierarchy

Prepared for: Professor Dr. Quazi Abdus Samad Daffodil International University(DIU)

Prepared by: Moinul Islam

041-18-266 B.com(Hon’s) ( 3rd Batch)

DAFFODIL INTERNATIONAL UNIVERSITY


December 25, 2006

Professor Dr.Quazi Abdus SamadDaffodil Internationl UniversityDhaka 1207

Subject:

Dear Sir:I am great pleasure for submit my Management Plan on the topic of Roles and Responsibilities of Managers at Different levels of Organizational Hierarchy in FTM Ltd.I have prepared this management process, as partial fulfillment of the course Term paper Management Process. To make this management the knowledge I have gather from the course.

Many many thank for providing me this type of opportunity and giving me the necessary guidance and directing needed for preparing the report.

I express my heart full gratitude to you to go through this management plan and make your valuable comments. I hope this management process will be able to fulfill your expectation towards me.

Thank you.

Yours truly

Moinul Islam041-18-266B.com(Hon’s)(3rd Batch)Daffodil Internationl University


FEROZA TEXTILE MILLS ……………………………………………………………………………………………...

December 10, 2006

Professor Dr.Quazi Abdus SamadDaffodil Internationl UniversityDhaka 1207

Subject: Mr. Moinul Islam is the Visiting person

Dear Mr. Samad:

It is inform you that “Moinul Islam” is the student of B.Com(Hons) program at DIU has achive completed their visit in our company and gets needed data from us in December 10, 2006.

We found them of having potential to become a successful. We wish them all success in their future endeavor.

Thank you.

Hazi Noab Ali Vuiya (Chairman)

……………………………………………………………………………………………… Office & Factory Jatramura, Rupgonj, Narayangonj Bangladesh Phone: 06725, Mobile: 0171-533254

Acknowledgement:

FTM


At first I thank Allah for our creator, And next thank we also bear the witness that Mohammad ( Sallallahu Alliha wa sallam ) is Allah’s slave and massenger.

In the process to doing and preparing our report, we would like to pay our gratitude and respect to some persons for their immense help and enomous coperation.

And we would like to pay our gratitude to our honourble teacher Mr. H R Joarder, who gave the opportunity of doing Roles and Responsibilities of Managers at Different levels of Organizational Hierarchy in FTM Ltd.

Again we would like to thank, Hazi Noab Ali Vuiya (Chairman of FTM Ltd). Habibur Rahman Vuiya (DGM). Md. Yesmael Hossain (Production Manager).

At last we would like to thank again respected faculty Mr. H R Joarder, as because he gave us the opportunity of making such kind of report that will be very helpful for our prospective career.


INTRODUCTION

Origin of the report

We are the students of Business program. We were asked by our respected course instructor Mr. HR Joarder to prepare a report based on a organizational hierarchy and their roles and responsibility. This is a part of our course MGT204. That is why we prepare this report to fulfill our course requirement.

Methodology

It is a project on managerial hierarchy and their roles and responsibility. In order to accomplish the aforesaid objectives, data have been collected from the FTM Ltd and from of different managerial experience.

Sources and methods of collecting information

The source of prepare this report is combinations of major and important information. Apart from this we can use the articles from management books and so on. Our visiting organization also helps us to collect specific data and information.

Scope and limitation

It is not available to get the primary information. We used the secondary information to prepare this report But all the sources are not reliable. So, was aware to collect the information from different sources by looking at the background, productivity,

performance etc of the sources.


Apendics:

MD= Managing Director. DMD= Deputy Managing Director. DGM= Deputy General Managers. AM= Accounting Managers. MM= Marketing Managers. SM= Sales Mangers. MP= Managers Purchase. AE= Airport Executive. CO= Commercial Officer. CRO= Customer Relation. AM= Area Managers. TM= Transport Manager

Objective of This Project:

Objectives give a sense of purpose and direction .We define what is to be accomplished and help provide asense of fulfillment when we are achieved.Form the list below, those objectives that are important to us.

Summary of learning objectives

Managers today must deal with dynamic forces that create greater and more constant change than ever before. Among many forces that are creating a need for managers to rethink their approaches, we highlighted four major waves of change: the Internet, globalization, knowledge of management, and collaboration across organizational boundaries.

By completing this project we learn:

☻ Learn how to accomplish more experience in different levels of organization hierarchy.

☻ Learn how to make a manager’s roles and responsibilities at different level of organizetional hierarchy.

☻Learn how to overcome form difficulties of an organization hierarchy.


Introduction Of Managers

Managers work in any Organization. Therefore, before we can identify who managers are , it is important to clariy what we meen by the term organization.An organization is a systematic arrangement of people to accomplish some specific purpose.

♦ Each organization has a distinct purpose.This purpose is typically expressed in terms of a goal or set of goals.

♦ Each organization is composed of people.

♦ All organizations develop systematic structure that defines and limits the behavior of its members.

♦ This includes,for example,creating rules and regulations, identifying some members as “bosses” and giving them authority over other members.

Definition Of Management

Management is a set of activities including planning and decision making organizing,leading and controlling directed at an organization’s resources like human , financial, physical and information with the aim of achiving organizational goals in an effic-ient and effective manner.

So we can say that ,

Management applies to any kind of organization.

It applies to managers at all organizational levels.

The aim of all managers is the same :to create a surplus.

Managing is concemed with productivity; this implies effectiveness and efficiency.


Functions Of Management All the managers perform FOUR management functions: Planning & decision, Organizing, Leading and controlling.

In the mid 1950s two professors at UCLA used the functions of planning, organizing, staffing, directing and controlling as the framework. Although these have been condensed generally to the basic four : planning , organizing, leading and controlling. Other including functions are communicating , motivating, decision making, staffing.

Theory of Functions of Management

♦ Management is process of working with people and resources to accomplish organizational goals. Good managers do those things both effectively and efficiently. To be effective is to achive organizational goals. To be efficient is to achieve goals with minimum waste of resources; that is , to make the best possible use of money ,time, materials and people.

♦ If the new economy issue new do we need to abandon all of the old management concepts and start all over ? It is true that the context of business and the specepts of doing business are changing. But there are still plenty of timeless principles that make great managers, great companies, great.

♦ To use an analogy, Enginaaring practices evolve continually, but the laws of physics are relatively constant. In the business world today the great executives not only adapt to changing conditions but also apple fanatically,rigorously,consistentlyand with discipline the fundamental management principles.


Organizational HierarchyTo Establish Successful Organization managers need to follow :

♣ Planning. ♣ Organization. ♣ Leading. ♣ Controlling.

Planning:

Planning is a setting an organization’s goals and deciding how best to achieve them.

Decision making: Decision making is a part of the planning process involves selecting a course of action from a set of alternatives.Both are helping to maintain managerial effectiveness by serving as guides for future activities.

Organizing:

Organizing is coordinating activities and resources in a logical fashion and it involves determining how activities and resources are to be grouped.

Leading :

Managing people is the set of processes used to get people to work together to advance the interests of the organizations.

Controlling:

Monitoring and evaluating activities is monitoring the organization’s progress toward its goals.

Managerial Skills


Technical skills:

A technical skill necessary to accomplish or understand the specific kind of workbeing done in an organization. Technical skills are especially important for first - line managers. These managers spend must of their time training subordinates and answering questions about work – related problem. For example, my basic accounting and finance courses will develop the technical skill to understand and manage the financial resources of an organization. The manager must know how to perform the tasks assigned to those they supervise if they are to be effective manager.

Conceptual skills:Conceptual skills depend on the manager ability to think in the abstracts. Manager need to the capacity to understand the overall of the organization and its environment. To grasps how all the parts of the organization fit together, and to view the organization in a holistic manner.

Decision making skills:The manager’s ability is to recognize and define problems and opportunities correctly and then to select an appropriate course of action to solve problems and capitalize opportunities.

Interpersonal skills:Interpersonal skills are the ability to communicate with understanding and motivation both at individual and group levels. Managers spend consideration time interacting with people both inside and the organization.As a manager climbs the organizational ladder, she must be able to get along with subordinates, peers, and those at higher levels of the organization.

Communication skills: Communication skills refer to the manager’s ability both to convey ideas and information effectively to others and to receive ideas and information effectively from others.These skills enable a manager to transmit ideas to subordinates so that they know what is expected, to coordinate work with peer and colleagues so that they work well together properly, and to keep higher – level managers informed about what is going on.

Management Skill


Figure: Management Skills

TYPE OF MANAGERS

Conceptual and Design skill

Human

Technical Skill


Managers can be differenced according to their leveling the organization. Although large organizations typically have several levels of management, the most common view considers three levels Top, Middle, and First line Managers.

# Top level Managers.

# Mid level Managers.

# First level Managers.

Top Level

Top-level managers make up the relation small group of executives who manage the overall organization. Title found in this group includePresident, Vice president, and chief executive officer (CEO) .The top level managers create the organization’s goals,overall strategy, and operating policies. They also officially represent the organization to the external environment by meeting with Government officials, executives of other organizations, and so first.

Today’s management issues explores the question of how involved a CEO should be in day- to -day operations versus “bigger picture” kind of issues. Howard Schultz, ceo of star bucks is a top manager, as is Deodar wager, the firm senior vice president for Retail operations.

The job of a top managers make decisions about such activities as acquiring other companies, investing in reserves and development, entering or abandoning various markets, and building new plants and office faculties.

They offer work long hours and spend much of their time in meeting or on telephone. In most case top managers are also very dwell paid. In fact the elite top managers of very large firms sometimes make several million dollars a year in salary, bonuses, and stock’s.

Mid level


Middle level management is probably the largest group if management in most organizations. Common middle-management titles include plant manager, operations manager, and division head.

Middle managers are primary responsible for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of lower level managers plant managers, for example, handle inventory management, quality control, equipment failure and mirror union problems.

They also coordinate the work of supervisors within the plant Jansen Hernandez, a regional manager at star buck responsible for the firm’s operation three alternatives states ,is a middle manager.In recent years, many organization have thinned the ranks of middle managers are necessary to bridge the upper and lower levels of the organization and to implement the strategies developed at the top . Although many organization have found that they can indicate survive with fewer middle more important role in determining how successful the organization will be? First levelFirst level managers supervise and coordinate the activities of operating employees common title for first line managers such as there are offer the first held by employees who enter management form the ranks of operating personnel.

They oversee the day to day operations of their respective stores hire operating employees to staff them, and handle other routine administrate duties required of them by the parent corporation . In contrast to top and middle managers first line managers typically spent a large promotion of their time supervising the work subordinates.

Frontline Managers Frontline managers, or operational managers, are lower level managers who supervise the operation of the organization. These managers often have titles such as supervisor or sales manager. Thy are directly involved with nonmanagement employees, implementing the specific plans developed with middle managers. This role is critical in the organization, because operational managers are the link between management and non-management personnel. Management position position probably will fit into this category.

Managers need a variety of skills to do these things well.Skills are specific abilities that result from knowledge, information, practice and aptitude. Although managers need many indivual skills, which will learn about throughout the text, consider three general cetagoryies: technical skills, interpersonal and communication skills and conceptual and decision skills. Interpersonal and communication skills


Interpersonal and communication skills influence the manager’s ability to work well with people. These skills are often called people skills. Managers spend the great majority of their time interacting with people, and they must develop their abilities to lead, motivate and communicate effectively with those around them

Mintzberg ten basic roles:Mintzberg grouped ten basic roles performed by managers as interpersonal, informational and decisional. These roles organized sets of behaviors belonging to a position describe what managers had historically described what managers should do.

The interpersonal roles were these:

۩ A manager is a symbol, or a figurehead. This role is necessary because of the position occupied and consists of such duties as signing certain documents required by law and officially receiving visitors.

۩ A manager serves as a leader that is, hires, trains, encourages, fires, remunerates, judges.

۩ A third interpersonal role is that of serving as liaison between outside contacts-s1414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414141414


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Rolas of MahaaersHn 1973 Hejry Mijtzberg prlvided ofe)of phe firsp aompreèhsive rtpdies hf the nature of m`nagerhal work, @ summ`rx of Mintzberg’s findings gives us a more complete picture of what a manager actully does. Based on his study of the activies of five practicing chief executives, Mintzberg generalized his description of the nature of managerial work in current practice.

Mintzberg found the percentage of time spending regarding in his experiment

۩ One-third of a managers time is spent in dealing with subordinates.۩ One-third dealing with external matters.


۩ And the other third in a variety of activities including contracts with superiors tours of the workplace and thinking. Responsiblities of manager at defferent levels of hierarchyThese descriptions represent responsibilities of defferent levels of organizations. But the trend today is toward less hierarchy and more teamwork. This table indicates:

Activites Frontline managers Middle-level managers

Top-level managers

Changing roles ◘ From operational implementers to Aggressive Entrepreneurrs

FromadministrativeControllers to supportive coaches

From resources allocates to institutional leader

Primary value Driving business performance by focusing onproductivity,innovation and growth within frontline units

Providing the support and coordination to bring large company advantage to the independent frontline units

Creating and embedding a sense of direction, commitment and challenge to people throughout the organization

Key activities Creating and pursuing new growth opportunities for the business.◘ Attracting and developing resources and competenies.◘ Managing continuous performance improvement within the unit.

Developing individuals and supporting their activities.◘ Linking dispersed knowledge, skills and best practices across units.◘ Managing the tension between short-term performance and long-term ambition.


Importance of Managerial Roles in small and large Firms

Small firm Large firm

Spokesperson → ← Resources allication Hi

EntrepreneurFigurehead →Leader ← Liaison Monitor Disturbance handler Moderate Negotiator

Disseminatior → ← Entrepreneur

Figure 1: Importance of Managerial Roles in small and large firms

High

Low


Top level manager’s functions

Figure 2: Top level manager’s functions

Mid level manager’s functions

Figure 3:Mid level manager’s functions


Lower level manager’s functions

Figure 4: Lower level manager’s functions

Time spending chart of manager’s according to Mintzberg rule

Figure: Time spending chart of manager’s according to Mintzberg rule


Figure 1: Function of Management

Figuer: Level of managers

Top level

Mid level Manager

First level Manager


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