Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 2

a) Management The management definition is a single or group of individuals who challenges and oversees a person or collective group of people i n efforts to accomplish desired goals and objectives. Furthermore, the definition of management i ncludes the ability to plan, organize, monitor and direct individuals. The management definition is also a person or collective group who possess the executive abilities to lead a group through hardships, aspiring to meet an organization’s purpose and visions. According to Mc Farland, “Management is defined for conceptual, theoretical and analytical purposes as that process by which managers create, direct, maintain and operate purposive organization through systematic, coordinated co-operative human effort”. As Henry Fayol defines, “To mange is to forecast and plan, to organize, to compound, to co- ordinate and to control”. Harold Koontz says, “Management is the art of getting things done through and within formally organized group”. Mary Parker Follett defines management as the “art of getting things done through people”. George R. Terry defines management as a process “consisting of planning, organizing, actuating and con-trolling, performed to determine and accomplish the objectives by the use of people and other resources”. The management a re responsible for setting and achieving the firm’s goals with and through other people. There are several management functions and roles that are needed in the management f unction of planning for an organization’s success. Management function examples include the following: • Accounting • Business A dministration • Finance • Human Resource • Consulting • Informatio n Technology • Marketing • Sales • Retails • Operations Management There have been a number of studies on what management actually do, the most famous of which conducted by Professor Henry Mintzberg in the early 1970s (Mintzberg, 1973). Mintzberg identified ten roles, which he divided into three groups: interpersonal, informational, and decisional. The informational roles link all managerial work together. The interpersonal roles ensure that information is provided. The decisional roles make significant use of the information (Carpenter, Bauer, Erdogan, 2012). 1. Interpersonal Roles are the Following • Figurehead − Management have social, ceremonial and legal responsibilities. They are a source of inspiration. People look up to them as a person with authority, and as a figurehead. • Leader − Management provides leadership for the team, organization, and manages the performance and responsibilities of everyone in the group. • Liaison − Management communicate with internal and external contacts. 2. Informational Roles are • Monitor − Management regularly seek out information related to the organization and industry, looking for relevant changes in the environment. They also monitor the team, in terms of both their productivity and their well-being. • Disseminator − Management communicate potentially useful information to the colleagues and the team. • Spokesperson − Management represent and speak for their organization. They are responsible for transmitting information about their organization and its goals to the people outside it. 3. Decisional Roles are • Entrepreneur − Management creates and controls change within the organization. This means solving problems, generating new ideas and implementing them. • Disturbance Handler − When an organization or team hits an unexpected roadblock, it is the manager who must take charge. • Resource Allocator − Management need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. • Negotiator − Management take part in, and direct important negotiations within the team, department, or organization (Mintzberg's Management Roles). Performing these roles is the basis of a management's job. The effectiveness of management depends on managements’ skills. We have summed up the most important skills for management: • Leadership skills; • Influencing, delegating abilities; • Communication skills; • Critical thinking skills; • Collaboration and negotiation skills; • Project management skills; • Human resources management skills; • Time management skills; • Forecasting skills. b) Attitude “Attitude is everything” is a common quote. Anastasi defined attitude as “A tendency to react favorably or unfavorably towards a designated class of stimuli, such as a national or racial group, a custom or Management's Attitude Towards Employee Working in the Retail Shop in Bangladesh an institution.” Thurstone said, “An attitude denotes the 62 Global Journal of Management and Business Research Volume XXIII Issue II Version I Year 2023 ( ) A © 2023 Global Journals