UNIVERISITI TEKNOLOGI MARA SHAH ALAM

MGT 420

PRINCIPLE AND PRACTICES OF MANAGEMENT

GROUP ASSIGNMENT

MANAGER, MANAGERIAL SKILL & FUNCTIONS

PREPARED FOR:

RASLAN NORDIN

PREPARED BY:
 ACKNOWLEDGMENT

Alhamdulillah, first of all we would l ike to thank Allah

as finally we were able to finish our assignment that has been

given by our management lecturer Mr. Raslan Nordin to us.

He also gave us proper guidelines and co-operated us

completing this assignment. So, we express our deep gratitude

to him. This task had been done with all afford by group members

even though a little bit problem were happened among us while

doing this assignment. Luckily, all the problems can be settled

down and we were able to adapt properly and wisely.

Lastly we would like to deliver our whole hearted thanks

to all the students of our class for their cordial cooperation. So we pray

the long life and good health for all the persons who have helped and

co-operated us in our assignment research.

Abstract
 Objective of Study

There are primarily a set of three management objectives. One objective

is making sure of achieving organizational goals and targets are met –
with least price and minimum waste. The second objective is taking care
of health and welfare, and safety of employees. The third objective is
maintaining the machinery and resources of the organization, as well as
the human resources.
 Organizational Analysis

a) Company Profile

Construction Industry Development Board was established under the

Construction Industry Development Board Act 1994 (Act 520) to
regulate, develop and facilitate the construction industry towards
achieving global competitiveness.

b) Mission and Vision of the company

Mission - To regulate, develop and facilitate the construction industry

by inculcating professionalism in delivering quality, productive
and sustainable built environment.

Vision - To be an esteemed organization that delivers construction

excellence in Malaysia.
Functions of Manager There are basically five management concepts
that allow any organization’s manager to handle the tactical, planned
and set decisions. The five basic functions of the manager are just to
have a controlled plan over the preventive measure.

Figure: Functions of Manager

These Functions can be summarized below:

Planning:

Planning is the first tool of the four functions in the managerial task.The
difference between a successful and unsuccessful manager lies within
the planning procedure. Planning is the logical thinking through goals
and making the decision as to what needs to be accomplished in order
to reach the organizations’ objectives. Managers use this process to
plan for the future, like a blueprint to foresee problems, decide on the
actions to evade difficult issues and to beat the competition.

Organizing:

The second function of the manager (management) is getting

prepared,getting organized. Manager must organize all its resources
well before in hand to put into practice the course of action to decide that
has been planned in the base function. Through this process, manager
will now determine the inside directorial configuration; establish and
maintain relationships, and also assign required resources.

Staffing:

The third function of manager is stuffing. After the organizational

functions are done, he may decide to beef up his staffing by
recruiting,selecting, training, and developing employees. A manager in a
large organization often works with the companys human resources
department to accomplish this goal.

Directing:

It involves the implementation of plans by mobilizing individuals and

group efforts through motivation, communication, leadership and
supervision. Directing may be defined as the process of activating the
efforts of employees towards the achievement of organizational
objectives.

Controlling:

It is the process of regulating the ongoing activities of the organization

to ensure that they are in conformity with the established plans and
produce the desired results. Through the controlling
function,management can keep the organization towards its chosen
track. It involves:

 Establishing standards of performance

 Measuring current performance
 Comparing actual results with the established standards
 Detecting deviations from the standards
 Taking corrective actions for significant deviations.

Roles of Manager
A manager wears many hats. Not only is a manager a team
leader,but he or she is also a planner, organizer, cheerleader,
coach, problem solver, and decision maker — all rolled into one.
And these are just a few of a managers roles.

Figure: The Managerial Role

Interpersonal role:

The roles in this category involve providing information and ideas.

1. Figurehead - A manager has social, ceremonial and legal

responsibilities. He is expected to be a source of inspiration.People look
up to him as a person with authority, and as a figurehead.

2. Leader - This is where manager provide leadership for his team, his
department or perhaps his entire organization; and its where he
(manager) manage the performance and responsibilities of everyone in
the group.

3. Liaison - Managers must communicate with internal and external

contacts. He needs to be able to network effectively on behalf of his
organization.

Informational Role:

The roles in this category involve processing information.

4. Monitor - In this role, manager regularly seek out information related

to his organization and industry, looking for relevant changes in the
environment. He also monitors his team, in terms of both their
productivity, and their well-being.
5. Disseminator - This is where manager communicate potentially useful
information to his colleagues and his team.

6. Spokesperson - Manager represents and speaks for his organization.

In this role he is responsible for transmitting information about his
organization and its goals to the people outside it.

Decisional Role:

The roles in this category involve using information.

7. Entrepreneur - A manager creates and control change within the

organization. This means solving problems, generating new ideas, and
implementing them.

8. Disturbance Handler - When an organization or team hits an

unexpected roadblock, its the manager who must take charge. He also
needs to help mediate disputes within it.

9. Resource Allocator – A manager also needs to determine where

organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational resources.

10. Negotiator – A manager may be needed to take part in, and direct,
important negotiations his team, department, or organization.
 Skills of Manager

In addition to fulfilling numerous roles the manager also need a number

of specific skills if he wants to be succeed. The most fundamental
management skills are technical. Interpersonal,conceptual,
communication decision making and time management skills.

Figure: Managerial Skill (For All Level Managers)

Technical Skills:

Technical skills are the skills necessary to accomplish or understand the

specific kind of work being done in an organization. Technical skills are
especially important for first line managers. These managers spend
most of their time training subordinates and answering question about
work related problems. They must know how to perform tasks assigned
to those they supervise if they are to be effective managers.

Interpersonal Skills:

Managers spend considerable time interacting with people both inside

and outside the organization. For obvious reasons then the manager
also needs interpersonal skills- the ability to communicate
with,understand and motivate both individuals and groups. As a
manager climbs the organizational ladder, he or she must be able to get
along with subordinates, peers and those at higher level of the
organization.Because of the multitude of roles manager must full fill, a
manager must able to work with suppliers, customers, investors, and
others outside of the organization. Although some managers have
succeeded with poor interpersonal skills, a manager who has good
interpersonal skills is likely to be more successful.

Conceptual Skills:

Conceptual skills depend on the manager’s ability to think in the

abstract. Managers need the mental capacity to understand the overall
working of the organization and its environment, to grasp how all the part
of the organization fit together, and view the organization in a holistic
manner. This allows them to think strategically, to see the ‘big picture’,
and to make broad based decisions that serve the overall organization.

Diagnostic Skills:

Successful managers also possess diagnostic skills, or skills that enable

a manager to visualize the most appropriate response to a situation. A
physician diagnoses a patient illness by analyzing symptoms and
determining their probable cause. Similarly, a manager can diagnose
and analyze a problem in the organization by studying its symptoms and
then developing a solution.

Communication Skills:

Communication skills refer to the manager’s ability both to effectively

convey ideas and information to others and to effectively receive ideas
and information from others. This skills enable a manager to transmit
ideas to subordinates so that they know what is expected, to coordinate
work with peers and colleagues so that they work well together properly,
and to keep higher level managers informed about what is going on. In
addition, communication skills help the manager listen to what others
say and to understand real meaning behind letters, reports, and other
written communication.

Decision-Making Skills:

Effective managers also have good decision making skills. Decision

making skills refers to the manager’s ability to correctly recognize and
define problems and opportunities and to then select an appropriate
course of action to solve the problems and capitalize on opportunities.No
manager makes the right decision all the time. However, effective
managers make good decision most of the time. And when they do
make a bad decision, they usually recognize their mistake quickly and
then make good decision to recover with as little cost or damage to their
organization as possible.

Time-Management Skills:

Finally, effective managers usually good time management skills. Time

management skills refer to the manager’s ability to prioritize work, to
work effectively, and to delegate appropriately. As already
noted,managers face many different pressures and challenges. It is too
easy for a manager to get bogged down doing work that can easily be
postponed or delegated to others. When this happens,
unfortunately,more pressing and higher priority work may get neglected.
Although above described skills are essential for managers, their relative
importance tends to vary by level of managerial responsibility.Business
and management educators are increasingly interested in helping
people acquire technical, human, and conceptual skills, and develop
specific competencies, or specialized skills, which contribute to high
performance in a management job. Following are some of theskills and
personal characteristics:

Leadership — ability to influence others to perform tasks

Self-objectivity — ability to evaluate yourself realistically

Analytic thinking — ability to interpret and explain patterns in information

Behavioral flexibility — ability to modify personal behavior to react

objectively rather than subjectively to accomplish organizational goals

Oral communication — ability to express ideas clearly in words

Written communication — ability to express ideas clearly in writing

Personal impact — ability to create a good impression and in still

confidence

Resistance to stress — ability to perform under stressful conditions

Tolerance for uncertainty — ability to perform in ambiguous situation