Introduction

Managers are the community that visibly stands apart in present -day business organization, although heterogeneous and difficult to unequivocal defining. The reasons for this phenomenon are concerned with the process of ownership and managements separation, therefore with so called managerial revolution. The subject of the presented study is an attempt of defining term manager with its typology and presentation of managerial roles in the n owadays business organization. (www.jard.edu.pl )

Managers are crucial to the success of an organisation. Management can be defined as the art of getting things done through people. This definition was expressed in 1918 by Mary Parker Follet, a notable management scholar who studied how work was accomplished in organisations. This simply means that management is best viewed as a process that is employed to accomplish organisational objectives. ( Management, David Holt, 3rd ed)

Organisations exist when two or more people mutually cooperate to pursue common objectives. Organisations allow us to overcome our individual limitations, through combinations of human efforts and resources, we achieve far more than we could acting independently ( Management, David Holt, 3rd ed)

Managers are building blocks of the organization. A manager performs five basic functions: Planning, organizing, staffing, directing and controlling. At all the levels of management we have managers working there and performing one or more of these managerial functions. A manager's main role is to achieve effective utilization of resources in an organization. (www.ezinearticles.com)

The main question is does the success of an organisation depend solely on the manager? It certainly does not depend solely on the manager but rather he achieves so through coordinated human efforts collaborated to achieve common objectives which determine the success and goals of the organisation. Management has been defined as a process. Under this process (planning, directing, coordinating, motivating and controlling) many works are related with each other. These functions are known as the elements of management. Business activities have been divided into six parts which includes the process of management. These are: (a) Technical Activities : Connected with production have been included in the technical activities. (b) Commercial Activities : Concerned with sales and purchase activities (c) Financial Activities: It Includes Sale and purchase activities (d) Security Activities : Concerned with safety of property and the safety of people. (e) Accounting Activities: Includes maintenance of accounts and statistics . (f) Managerial Activities: Includes planning, organising and controlling. These subdivisions stated above clearly show that in an organisation there are many different fields of expertise which are all combined in determining the success of an organisation.
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A manager has a very important role to play in achieving organizational objectives. He is responsible for aligning the individual's objectives with the organizational objectives. This is very essential for achieving long-term organizational success.

The MONIER Group is the worlds leading provider of building materials for pitched roofs as well as of innovative roof, chimney and ventilation systems with operations in 42 countries on four continents. MONIER also has the largest sales, distribution and production network in Malaysia. In Malaysia, MONIER is an MS ISO9001:2008 certified company.

In Monier Malaysia Berhad, people are key to the Monier organizatio n, they are covered with strong Human Resources Policies coupled with high Occupational Safety and Health Standards throughout the organization worldwide. The organization believes in training and preparing people for the next levels. (Monier Malaysia Sdn. Bhd.) Managers have the daily responsibility to keep things on track. Managers have the duty of evaluating performance, recognizing problems, anticipating crises before they occur, and making little decisions which will determine the ultimate success or failure. A Manager is the one who communicates organizational vision to the employees of the organization. He should ensure that there is effective communication flow in an organization and that there should no misinterpretations taking place.

Managerial Process

The functions of a manager in ensuring the success of an organisation has to be done in an articulated flow to ensure objectives are reached. The process involved in the managerial process include: Planning, Organising, Leading an d Controlling. These basic functions in which the manager performs are of vital importance in determining success of an organisation.
Planning

Managers develop organisational objectives by proper planning. Planning is the process of defining an organisations objectives and determining how to achieve them. Managers plan so that organisations can move forward with the best probability of success. (Management, David Holt, 3 rd ed) George Steiner, a leading scholar in the field of strategic planning defines planning as deciding what is to be done, when it is to be done, how it is to be done and who is to do it.
Organising

Managers must organise human and material resources to carry out their plans. The job of organising requires a configuration fo r the firm that defines how authority is structured, how communication flows and how tasks are accomplished. The job of organising requires special attention for the firm that defines how authority is structured, how communication will flow and how tasks will be accomplished. Being organised implies the creation of a harmonious work environment, and harmony is largely the result of effective leadership.

Leading

Leadership implies a system of inequalities in which superiors influence subordinates- in this context managers in authority direct human behaviour to achieve organisational objectives. Managers have the authority to influence behaviour. Leadership is one of the crucial and enabling factors in the success of an organisation. Any organisation in which leadership at various levels is guided and driven by positive values and ethics develops capability and sustainability to face any challenges, even i n turbulent times. (Malaysian Institute of Management)

Controlling

Managers have the daily responsibility to keep things on track. This function of motivating performance toward desired results is called controlling. Managers have the duty of evaluating performance, recognizing pro blems, anticipating crises before they occur, and making little decisions which will determine the ultimate success or failure. Managers plan to determine what to do and control to ensure it is done correctly. The three main aspects of controlling are coor dinating, monitoring, and adjusting performance. (Management, David Holt, 3 rd ed)

Managerial roles

Managers must wear many different hats in formulating and implementing task activities related to their positions . To meet the many demands of performing their functions, managers assume multiple roles. These roles are important in determining the success of an organisation. (www.trimitra.com/articles/roles) The performance of managerial roles and the requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management. The role of a manager is basically divided into three main components. The ten roles are described individually, but they form an integrated whole.
Interpersonal Roles

Three of the manager's roles come into play when the manager must engage in interpersonal relationships. The three roles of figurehead, leader, and liaison are each necessary under differing circumstanc es.

y Organisational Figurehead: They perform ceremonial duties such as

representing the firm at public affairs, and overseeing official company functions.

y Leader: This role encompasses a range of duties including motivating

subordinates, guiding work-related behaviour, and encouraging activities that help achieve organisational objectives.

y Liason: Quite often, managers are required to obtain information or

resources outside their authority. The liaison role is enacted when managers make contact with other individuals, who may or may not reside in the organization, in order to complete the work performed by their departments or work units. The liason role is important for establishing relationships with suppliers, coordinating activities among work groups, and encouraging the harmony needed to ensure effective performance. (Management, David Holt, 3rd ed)

Informational Roles

Monitor, disseminator, and spokesperson are the three inform ational roles that a manager should assume. Managers have to take the responsibility of attending gatherings often and using information to help make effective decisions. The y should be able communicators who can transmit information and articulate decisions.

y Monitor: Managers monitor activity, solicit information, gather data and

observe behaviour. Well informed managers are prepared for decision making and can redirect performance. behaviour to improve organisational

y Disseminator: The information a manager gathers as a monitor must be

evaluated and transmitted as appropriate to members of the organization. The transmittal of information by a manager activates the disseminator role. Privileged information may be disseminated to subordinates, peers, or superiors in the organization .This includes articulating plans and objectives laid out by superiors to their subordinates and making performance reports on subordinates to their superiors.

y Spokesperson: The person in-charge in conveying information especially

in meetings. For example, when department heads meet to discuss operating budgets, they must be prepared to present information in support of their budget requests.

Decisional Roles
y Entrepreneur: The entrepreneur role comes into action when the

manager seeks to improve the work unit. This can be accomplished by adapting new techniques to fit a particular situation or modifying old techniques to improve individual or group activity. Managers usually learn of new or innovative methods through information gathered in the monitor role.

y Disturbance Handler: Primary responsibility of resolving problems. It

might be the most stressful role, for managers seem to be constantly faced with disturbances that threaten the harmony and effectiveness of their organisations.

y Resource Allocator: Managers must plan to meet their objectives and

distribute resources accordingly. Resource allocation often means carefully proportioning scarce resources.

y Negotiator: Negotiation of material prices and terms, conditions of

employment are often the roles and responsibilities of a manager. Monier Managers are skilled to manage the organization with multiple tasking. They are trained locally and internationally to cope the present c hallenges in the business world with competitiveness edge. Managers in Monier are capable of running the business in harmony, with all governmental regulations, ensure a safe workplace, always keep people motivated within their local culture and environment ,identify potential talents for organization and competitive be nefits and remunerations. Managers are also given personal objectives to gauge their maturity in performances. High Performances are normally rewarded handsomely. Good succession plan is in place and vacant positions are normally filled with current talents. Monier always keeps their Managers posted with the latest technology and tools to run the organization successfully. In 2009, MONIERs 9,667 employees generated sales of 1.245 billion (Euros). (Monier Malaysia Sdn. Bhd.)

Conclusion

Change is continuous and will become more rapid as we move forward over time. Senior management must be capable of reacting to those changes and be prepared to take advantage of them and yet stay within the overall framework and agreed strategy of the organisation.

Effectively managing an organization is a demanding task. Managers not only must develop skills related to the functional areas of management but als o must learn how to integrate these activities. What makes this process demanding is that events and activities external and internal to an organization can radically change the techniques and methods managers must use in order to arrive at successful outcomes. Managers cannot afford to be limited in their view of management, nor can they simply rely on how things were done in the past.

The three vital determinants of team work are the leader who is the manager, subordinates and the environment. These factors are interdependent. It is the leaders responsibility to make the environment conducive to work. (management-hub.com)

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