Explain various tasks of a professional manager.

Explain various tasks of a professional manager. Discuss the various survival and growth options which have been adopted in the recent past in your organization or any organization you are acquainted with. Describe the organization you are referring to

Introduction :-
Management is the process of designing and maintaining an environment in
individuals, working together in groups, efficiently accomplish selected aims. This basic definition needs to be expanded.

1. As managers, people carry out the managerial functions of planning, organizing,
staffing, leading, and controlling.

2. Management applies to any kind of organization.

3. It applies to managers at all organizational levels.

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

5. Managing is concerned with productivity; this implies effectiveness and efficiency.

Many scholars and managers have fount that the analysis of management is facilitated by a useful and clear organization of knowledge.

VARIOUS TASKS OF PROFESSIONAL MANAGER:-

1. PLANNING:-
Planning involves selecting missions and objectives and the actions to achieve them; it requires decision making, that is, choosing future courses of action from among alternatives.

There are various types of plans, ranging from overall purpose and objectives to the most detailed actions to be taken, such as ordering a special stainless steel bolt for an instrument or hiring and training workers for an assembly line.

2. ORGANIZING:-
People working together in groups to achieve some goal must have roles to play, much like the parts actors fill in a drama, whether these roles are ones they develop themselves, are accidental or haphazard, or are defined and structured by someone who wants to make sure that people contribute in a specific way to group effort. The concept of a ‘role’ implies that what people do has a definite purpose or objective; they know how their job objective fits, group effort, and they have the necessary authority, tools, and information to accomplish the task.

Organizing, then, is that part of managing that involves establishing an intentional structure of roles for people to fill in an organization. It is intentional in the sense of making sure that all the tasks necessary to accomplish goals are assigned and, it is hoped, assigned to people who can do them best.

The purpose of an organization structure is to help in creating an environment for human performance. It is, then, a management tool and not an end in and of itself. Although the structure must define the tasks to be done, the roles so established must also be designed in the light of the abilities and motivations of the people available.

3. STAFFING:-
Staffing involves filling, and keeping filled, the position in the organization structure. This is done by identifying workforce requirements; inventorying the people available; and recruiting, selecting, placing, promoting, appraising, planning the careers of compensating, and training or otherwise developing both candidates and current jobholders so that tasks are accomplished effectively and efficiently.

4. LEADING:-
Leading is influencing people so that they will contribute to organization and group goals; it has to do predominantly with the interpersonal aspect of managing. All managers would agree that their most important problems arise from people-their desires and attitudes, their behaviors as individuals and in groups – and that effective manager also need to be effective leaders. Since leadership implies follow leadership and people tend to follow those who offer a means of satisfying their own needs, wishes, and desires, it is understandable that leading involves motivation, leadership styles and approaches, and communication.

5. CONTROLLING:-
Controlling is measuring and correcting individual and organizational performance to ensure that events conform to plans. It involves measuring performance against goals and plans, showing where deviations from standards exists, and helping to correct them. In short, controlling facilitates the accomplishment of plans. Although planning must precede controlling, plans are not self-achieving plans give managers in the use of resources to accomplish specific goals; the activities are checked to determine. whether they conform to the plans.

6. COORDINATION THE ESSENCE OF MANAGERSHIP:-
Some authorities consider coordination to be a separate function of the essence of manager ship, for achieving harmony among individual efforts toward the accomplishment of group goals. Each of the managerial functions is an exercise contributing to coordination.
Even in the case of a church or a fraternal organization, individuals often interpret similar interests in different ways and their efforts towards mutual goals do not automatically mesh with the efforts of others. It thus becomes the central task of the manager to reconcile differences in approach, timing, effort or interest and to harmonize individual goals to contribute to organization goals.

7. AMERICAN AIRLINES (As Per my research through internet) :-
American Airlines aims high. Among U.S. airlines, it had the greatest share of passenger traffic and the best operating margin in 1988. It is well poised to face the future by planning to acquire a large fleet of Mc Donnell Douglas planes. Moreover it intends to share its highly successful SABRE (Which stands for Semi-Automated Business Research Environment) reservation system with Delta Airlines.
A part of American’s success is due to the leadership of its Chairman,

Robert L. Crandall this strategy has been to grow from within Crandall is considering other airline hubs such as airports in Seoul or Taipei American is also expanding rapidly in the European market in cities such as Paris, Lyons, London, Manchester, Brussels, and Stoclchom. It is estimated that the market growth is going to be higher in Europe, Latin America, and especially Asia. The strategy of internal growth is different from that of Texas Air, which grew through acquisitions or United Airlines, which aimed at becoming a comprehensive travel service organization.
Crandall’s strategy is not only directed toward external opportunities but also supported by internal changes. While criticism has been voiced against the dominance of the SABRE reservation system, American intends to blunt this criticism by selling a share to Delta Airlines before the government takes action. Organizationally, American is delegating more authority to the local operations. A program to elicit ideas for improvements resulted in servings of $41 million. Even the smallest improvement can result in great organization savings.