hyzendust.github.io/content/uninotes/pbm-dcm1110-unit2/self.md

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draft = false
semester = ['S1']
subjectcode = ['PBM DCM1110']
unit = 'Unit 2'
notecategory = 'Self'
title = 'Unit 2'
toc = true
weight = 2
url = '/uninotes/s1/pbm-dcm1110/unit2/self/'
uniturl = '/uninotes/s1/pbm-dcm1110/unit2/'
+++

### ***April 12, 2026***

## Behaviors of Managers

### A) Coaching managers
Coaching managers usually take on a teacher-like role, and they have an excellent understanding of
the different stages of professional development. They love to motivate their employees to improve.
They do this by helping them build strong personal relationships. Some of the most common
qualities of a coaching manager include:

* Educating every employee of the organisation.
* Looking after the long-term professional development of their employees.
* Bringing the team together whilst also evaluating each individual's progress.

### B) Authoritative managers
Authoritative managers make sure that they are handling most of the decision-making and task
delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their
office. They most often focus on adhering to rules and making sure that employees complete tasks
as per the company’s standard of quality. Some of the common qualities of an authoritative manager
include:

* Giving importance to rules and operation standards.
* Motivating their employees to give their best and also holding employees accountable.
* Taking disciplinary actions when necessary.

### C) Results-based managers
Results-based managers mainly concentrate on whether or not employees meet their goals. They
are more concerned with the completion of work by the employees rather than how they do it. This
gives employees some power to make decisions and come up with their own methods for success.
Some of the common qualities of a results-based manager include:

* Being lenient in terms of rules and protocols.
* Finding out ways to ensure that their employees work most effectively.
* Focusing only on completion of work, not on how it gets accomplished.

### D) Strategic managers
Strategic managers build their management style around the end result that they want to achieve.
They delegate authority to lower-level supervisors so they can focus on developing the ultimate
long-term strategy for success. Some of the most common qualities of a strategic manager include:

* Delegating responsibility to lower-level supervisors but not otherwise strongly involved
in day-to-day tasks.
* Focusing on the overall goal of their projects rather than minor details.
* Working independently to create plans for their employees that they can undertake on their
own.

### E) Proactive managers
Proactive managers are always offering help and advice. They also remain positive even in times of
crisis. They typically focus on what actions they can take to overcome or solve any challenges that
might arise. With a hands-on approach, they try to meet those challenges. Some of the most common
qualities of a proactive manager include:

* Being enthusiastic about meeting goals through collaboration with employees.
* Showing confidence in the abilities of their employees.
* Being supportive of employees and always ready to help them.

### F) Laissez-faire managers
Laissez-faire managers make sure that they meet their goals, but they typically do not offer much
help or supervision during work operations. They delegate most of the day-to-day and long-term
responsibilities to their employees. If you prefer to work autonomously, you might work well under
a laissez-faire manager. Some of the common qualities of a laissez-faire manager include:

* Remaining hands-off with daily performance.
* Delegating responsibility to employees and stepping back.
* Giving employees autonomy to make decisions and complete tasks on their own.

### G) Democratic managers
Democratic managers listen to input given by employees and welcome the employees to be a part
of the decision-making process. They try to make every member of a team crucial to a project's
completion. An office led by a democratic manager focuses on teamwork. Some of the common
qualities of a democratic manager include:

* Open to suggestions and criticism.
* Understanding of employees' points of view.
* Emphasising collaboration among employees and the team as a whole.

### H) Visionary managers
Visionary managers rely on strategies to make a plan for their team, and then they ultimately allow
their employees to work autonomously. However, they also check in with employees regularly to
ensure that productivity is in line with their vision and goals. Some of the common qualities of a
visionary manager include:

* Staying fair but also being serious about achieving desired results.
* Offering quality feedback to the employees.
* Trusting employees as long as they adhere to the well-planned strategy.

### I) Transformational managers
Transformational managers are enthusiastic about the growth of their employees. They also learn
how to adapt to changes in their industry. They motivate employees to go beyond their comfort
zones and constantly improve. Some of the common qualities of a transformational manager include:

* Being creative in terms of approaches to new tasks and methods of operation.
* Motivating and challenging employees to adapt to changes.
* Being heavily involved in work processes.
* Supporting employees.

### J) Charismatic managers
Charismatic managers give priority to building strong personal relationships with their employees.
They also try to cater to their employees' needs whenever they can. This can motivate employees to
strive to work effectively and efficiently in order to gratify their manager. Some of the common
qualities of a charismatic manager include:

* Being friendly and charming when working with employees and supervisors.
* Showing kindness to employees instead of being authoritative.
* Providing constant support and help when necessary.

## Characteristics of Managers

A) They are responsible for the performance of tasks.  
B) They maintain balance between goals and define priorities.  
C) They think rationally and conceptually.  
D) They act as mediators.  
E) They make complicated decisions.

## Managerial Skills

### A) Conceptual Skills

* Solving business problems by analysing information.
* Identifying new opportunities and areas for innovation.
* Recognising problem areas and developing solutions.
* Selecting key information from large amounts of data.
* Understanding how technology supports business operations.
* Having a clear understanding of the organisation’s business model and goals.

### B) Human Skills

* Interviewing and selecting employees.
* Motivating and guiding team members.
* Resolving conflicts and maintaining harmony.
* Building partnerships and encouraging teamwork.

### C) Technical Skills

* Using computer software or operating machinery.
* Designing a brochure or preparing a financial report.
* Training employees to use a new budgeting system.

## Roles of a Manager

### A) Interpersonal Roles

1. Figurehead- attending meetings, signing legal documents, welcoming visitors, or
inaugurating company events. 
2. Leader.  
3. Liaison.

### B) Informational Roles

1. Monitor - gathers information.  
2. Disseminator - shares information.  
3. Spokesperson - represents.

### C) Decisional Roles

1. Entrepreneur: The manager identifies opportunities for improvement and innovation. They take
the initiative to start new projects, introduce new products, or adopt better methods to improve
efficiency and competitiveness.

2. Disturbance Handler: In this role, the manager deals with unexpected problems or conflicts.
This may include resolving employee disputes, handling crises, or managing supply shortages.
The goal is to maintain stability and prevent disruption in operations.

3. Resource Allocator: The manager decides how to distribute resources like money, time, and
manpower among different departments or projects. Effective allocation ensures that priorities
are met and the organisation runs efficiently.

4. Negotiator: The manager represents the organisation in negotiations with employees, suppliers,
customers, or other external parties. They work to reach agreements that are beneficial for both
the organisation and its stakeholders.