1. The Role of the
Manager

2. “We cannot do today’s job with
yesterday’s methods and be in
business tomorrow”
--- Nelson Jackson

3. A Group of Donkeys lead by a lion can
defeat a group of lions lead by a donkey
---Socrates

4. Main Purpose of the Managers’ Job
To achieve and exceed the Assigned
objective by ensuring that each and every
member of the team achieves and / or
surpasses
his / her respective objective.

5. A Good Manager has…..
… the capability to get people of
ordinary ability to perform in an
extraordinary manner!

6. 5 Differences
Worker Manager
• Works alone • Works with others
• Does the work • Develops
• Like a player in the team people/customers
• Is lead and Managed • Like a coach and a
counsel; Pitches in as
• Responsibility:
player when needed.
Single
• Is the Leader/Manager
according to the condition
• Responsibility : Various

7. Key Responsibilities
 Ensuring achievement of assigned Team’s and individual
team members’ objectives
 Decision Making
 Ensuring his objectives achievement covering up deficit
of anyone in his team.
 Focus on Brands / New Products
 Distribution Channel Management
 Timely Reporting and Feedback
 Developing Team Members
 Market Development
 Market Intelligence
 Strong Customer Focus
 Planning, Monitoring & Controlling
 Appraising &Reviewing
 Necessary course corrections

8. Key Activities
• Strong Customer Focus
Right product for the right customers
Frequency of visits
Servicing
Trouble shooting
Retention and multiplication of customers
Tracking of Customers

9. Planning, Monitoring and
controlling
Objective setting
Assigning the responsibilities as per the
resources
Alternative steps in case of crisis
Monitoring of Progress/Key Customers

10. Key Activities
• Ensuring follow up of every subordinates’
responsibilities.
• Ensure follow up on payments
• Ensure Liquidation of stocks
• Ensure Order generation
• Regular follow up of pending claims of
distributors and CFAs

11. Key Activities
Ensuring at Distributors’ Level
• Inventory Check
• Payment follow up
• Catering to Retailer
• Liquidation of short expiry / non moving products
• Settlement of Claims
• Successful of Operation of bonus offers
• New Product availability at retailer level
• LOC & NOC of products

12. Key Activities
At the Retail Level
 Tracking of new and established products
 Retail survey to track the demand of Company’s
and competitors’ products
 Retail survey to validate the customer coverage
 Right product, Right customer focus approach
 Tracking of Key Retailers
 Ensure order booking and its supply

13. Key Activities
• Reporting
 Weekly Reports on time
 Specialty Coverage Analysis
 Sales Promotion Proposal / Report cum Expenses
Statement
Subordinates’ Coverage format-Self Analysis
Campaign Sales Meeting follow up.
Record of Leaves
Sales Diary

14. Key Activities
• Feedback
• On inputs
• On competitors
• Regarding strategies
• On emerging trends
• To subordinates on performance
• To superiors on any important
developments

15. Key Activities
Market Development / Market Intelligence
 Gather information from distributors / retailers
to know the actual market potential
Focused approach
Rural coverage
Distributors’ appointment
Customer contact programmes
Tracking Competitors

16. Key Activities
Development Team Members
• Review of Team members’ performance
identifying key areas for improvement
• Improving his/her knowledge / skill levels
• Coaching
• Training
• Improving his / her personality
• Motivating

17. Key Activities
• Review and Appraising
• Performance
• Agreed action plans
• Market potential
• Consistency in sales
• Coverage of territory
• Coverage of Key
customers Focus on Power Products
• Growth in Sales • Monitoring the Sales
• Maturity • Right Customer Focus
• Market knowledge
• Reporting

18. Key Skills
• Analytical Skills
• Technical Skills
• Communication Skills
• Selling Skills
• Planning Skills
• Negotiating Skills
• Reviewing Skills
• Administrative Skills
• Managerial Skills
• Interviewing Skills
• Interpersonal relationship
• Counseling Skills
Skills • Forecasting Skills
• Leadership Skills

19. Key Performance Parameters
• Targets
• Field Work inputs
• Implementation of
strategies
• Implementation of
learning • Development of Subordinates
• Knowledge • Market Development
• Team Performance • Reporting Discipline
• Distribution Management
• Maintenance and analysis of
Data
• Self Development

20. Profile
• Team Leader
• Decision Maker
• Coach
• Role Model
• Problem Solver
• Strategist
• Knowledge Resource
• Good Communicator • Observer
• Mediator • Fair
• Counselor • Achiever
• Motivator • Adaptable
• Negotiator • Enthusiastic
• Positive Thinker
• Hard Worker
• Honest
• Listener

21. A Good Manager will…..
…always succeed in getting more output
and better results from his team members
…and they will deliver this willingly!

22. Managers : Ineffective v/s Effective
Ineffective Manager Effective Manager
• Appeaser • Advisor
• Bully • Benefactor
• Caddy • Cheer Leader
• Despondent • Decisive
• Excavator • Example Setter
• Favoritism • Fair
• Gutter Inspector • Generous
• Hindsight • Honest

23. Managers : Ineffective v/s Effective
• Insecure • Innovator
• Jealous • Judicious
• Know-all • Knowledge Resource
• Loner • Leader
• Manipulator • Motivator
• Nag • Negotiator
• Opinionated • Open minded
• Pillion Rider • Perseverant
• Quashes new ideas • Quality Conscious

24. Managers : Ineffective v/s Effective
• Reactive • Receptive
• Subjective • Strategist
• Trumpet Blower • Transparent
• Unfair • Understanding
• Vengeful • Vibrant
• Whiner • Winner’s Mind Set
• Xcuse Master • Xperimenter
• Yesterday’s hero • Youthful
• Zombie • Zestful

25. Mintzberg's Ten Management Roles
Mintzberg's Management Roles 25

26. Mintzberg's Management Roles 26

27. Mintzberg's Ten Management Roles
 Figurehead  Spokesman
 Leader  Entrepreneur
 Liaison  Disturbance handler
 Monitor  Resource Allocator
 Disseminator  Negotiator
Mintzberg's Management Roles 27

28. Mintzberg's Ten Management Roles
 Figurehead: All social, inspiration, legal and ceremonial obligations. In this light, the manager is
seen as a symbol of status and authority.
 Leader: Duties are at the heart of the manager-subordinate relationship and include structuring
and motivating subordinates, overseeing their progress, promoting and encouraging their
development, and balancing effectiveness.
 Liaison: Describes the information and communication obligations of a manager. One must
network and engage in information exchange to gain access to knowledge bases.
Mintzberg's Management Roles 28

29. Mintzberg's Ten Management Roles
 Monitor : Duties include assessing internal operations, a department's success and the problems
and opportunities which may arise. All the information gained in this capacity must be stored and
maintained.
 Disseminator: Highlights factual or value based external views into the organization and to
subordinates. This requires both filtering and delegation skills.
 Spokesman : Serves in a PR capacity by informing and lobbying others to keep key
stakeholders updated about the operations of the organization
Mintzberg's Management Roles 29

30. Mintzberg's Ten Management Roles
 Entrepreneur : Roles encourage managers to create improvement projects and work to
delegate, empower and supervise teams in the development process.
 Disturbance handler: A generalist role that takes charge when an organisation is
unexpectedly upset or transformed and requires calming and support.
 Resource Allocator : Describes the responsibility of allocating and overseeing financial,
material and personnel resources.
 Negotiator : Is a specific task which is integral for the spokesman, figurehead and resource
allocator roles.
Mintzberg's Management Roles 30