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Management is a complex function in any organization and requires a diverse set of activities. Below is a generic set of duties that apply to managers anywhere. The amount of time any given manager spends on any duty depends on a number of factors – organizational level, function, size of team, etc. All managers spend time doing all of these duties. The difference is that the more senior you are, the more time you will spend on the left side of the continuum. Line managers will spend more time on the right side of the continuum.
Adopted from the US Government
DEFINITIONS
EXTERNAL AWARENESS
Identify, keep up-to-date, and analyze industry, regional, and organizational developments that have the potential to affect the department or team.
INTERPRETATION
Keep subordinates informed about key organizational and team policies, priorities, issues, and trends and how these are to be incorporated in team activities and products.
REPRESENTATION
Present, explain, sell, and defend the team's activities to supervisor, others in the organization, clients, and/or community organizations.
COORDINATION
Perform liaison functions and integrate team activities with the activities of other offices or product lines.
STRATEGIC PLANNING
Develop and decide upon longer-term goals, objectives, and priorities; and develop and decide among alternative courses of action.
TACTICAL PLANNING
Convert plans to actions by setting short-term objectives and priorities; schedule/sequence activities; and establish effectiveness and efficiency standards/guidelines.
BUDGETING
Prepare, justify, and/or administer the team's budget.
MATERIAL RESOURCE ALLOCATION
Assure the availability of adequate supplies, equipment, and facilities; oversee procurement/contracting activities; and/or oversee logistical operations.
HUMAN RESOURCE MANAGEMENT
Project the number and types of staff needed by the team, and use various personnel management system components (e.g. recruitment, selection, promotion, performance appraisal) in managing the team.
SUPERVISION
Provide day-to-day guidance and oversight of subordinates (e.g., work assignments, consultation, etc.); and actively work to promote and recognize performance.
TEAM PERFORMANCE MANAGEMENT
Keep up-to-date on the overall status of activities in the team, identify problem areas, and take corrective actions (e.g., rescheduling, reallocating resources, etc.).
PROGRAM EVALUATION
Critically assess the degree to which program/project goals are achieved; determine overall effectiveness/efficiency of team operations; and identify means for improving team performance.