AMERICAN INTERNATIONAL
UNIVERSITY-BANGLADESH
Faculty of Business Administration
Assignment Cover Page
Assignment Title:
Question no 1-1, 1-2, 1-3, 1-6, 1-7, 1-8 (page 49)
Assignment No:
01
Course Title:
Business Management
Course Code:
BBA1207
Semester:
Spring
2024-25
Date of Submission:
22 March 2025
Section:
I
Course Teacher:
TAMANNA NAZNEEN RAHMAN
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FACULTY COMMENTS
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1.1 What Are the Three Main Roles Performed by a Manager?
Diagram: Three Main Roles of a Manager and Subpoints
I.
Interpersonal Role
The duties and conduct associated with dealings with teammates and other stakeholders fall under this area. These
exchanges enable managers to accomplish goals for the organization.
Example: A manager may attend a networking event and build team spirit
Figurehead
This role refers to responsibilities as a manager to perform duties related to legal, symbolic or social matters who doesn't
need to make decisions, but rather serve as a company's representative.
Example: Attending in a social event or lunch with a client where one is there to promote the team or the company and
project a positive image for that company.
Leader
This role refers to a managers responsibility to keep track of his team member's performance. His primary goal is to
manage the team and the duties of each member to make sure they meet the company's objectives effectively.
For instance, My team may have specific sales goals which aims to meet within a month. As a leader, it's important to
communicate my expectations to my team members and make sure they understand them. Throughout the month, I can
check in with my team members regularly to track their progress. I may also delegate tasks or provide resources to help
them meet the goal.
Liaison
In the liaison role, managers are responsible for creating and maintaining external and internal relationships. Managers
act as a link between different groups of professionals to make sure work runs smoothly.
For example: As a manager, I need to regularly interact with my team members but also communicate with the
company's customers. During my conversation with customers, I might gain insights on what their needs are, and then
communicate that information to my team members. Now that my team understands the client's requirements, I can make
sure that they work to meet those needs and achieve a successful result.
II.
Informational Role
Informational roles focus on gathering, processing and communicating information to team members. Managers gather
information from a variety of sources both outside and inside the company, process that information and disseminate it to
others who need it.
Example: A manager may update employees on market trends and strategic plans.
Monitor
In this role, I look for information related to the company, such as industry developments that are potentially impactful.
My research may include both external and internal sources. Once I have all the relevant information, I analyze it to
determine and address issues.
For instance, I may utilize client feedback to figure out how I can improve the company's existing product line. I may
also monitor industry trends, such as changes in laws that the company must follow or products launched by the
company's competitors. When I understand industry trends, I can help the company meet business standards and remain
competitive.
Disseminator
In this role, I am responsible for receiving messages from external and internal sources and conveying these messages to
the right people. I can communicate this information in written and verbal formats. Typically, this situation refers to
important or valuable information that can benefit the company or provide guidance on tasks my team members need to
complete.
For instance, after researching trends in my industry, I might have created a proposal for a product design. I may then
send this proposal to the company's upper management for review and approval. I can also provide it to my team
members. Discussing the proposal with my team allows them to familiarize themselves with the project and allows me to
determine how to effectively delegate tasks.
Spokesperson
As a spokesperson, I am responsible for representing the company and conveying information, such as policies and
goals, to external stakeholders. If I am working within a large company, I may serve as the spokesperson of a team and
represent team members during internal events or meetings. In this situation, the company may require me to provide
insights relevant to my team's goals and performance to upper management or other departments.
For instance, my spokesperson responsibilities may require me to take part in the annual meeting of stakeholders. During
this meeting, I may inform the participants about the quantifiable accomplishments my colleagues achieved that year,
such as sales figures. Also, I may discuss strategic business goals the company aims to achieve within the upcoming year.
III.
Decisional Role
Whereas interpersonal roles focus on people and informational roles focus on knowledge, decisional roles focus on
action. They translate the information and people into processes to move the company towards its strategic goals
Example: A manager may choose a new vendor and reassign team members to meet a project challenge
Entrepreneur
The entrepreneur role often involves duties related to organizing and managing business processes. These duties may
include addressing problems and creating and implementing new strategies or ideas. As an entrepreneur, my decisions or
ideas often promote creative solutions that move the company forward. If one of the company's key offerings has slow
sales, For instance, I may decide to create a new marketing campaign using social media to address the issue.
Disturbance Handler
When the company or my team faces unexpected problems, I might take the role of a disturbance handler to help address
the issue. These problems can be both internal or external—whether I discover a conflict between colleagues or a client
withdraws from a contract. In these situations, my team members may expect me to take charge to address the problem
and maintain productivity.
For instance, a manager often receives training that improves their conflict resolution skills. If a conflict occurs between
two team members, it's important for me to handle it objectively while collaborating on a solution that can benefit all
parties. It's also important for me to act quickly to ensure the company continues to operate smoothly and prevent any
interruptions.
Resource Allocator
In the resource allocator role, I manage and distribute resources. I am responsible for deciding how to use and apply
those resources throughout the company or team. These resources may vary, from staff members to equipment to
funding.
For instance, If I am in charge of the company's budget, I may determine how to allocate funding among the company's
departments based on their goals and needs.
Negotiator
In the negotiator role, I am responsible for participating in or directing negotiations. These negotiations may arise with
external parties, where I represent the company's interests. I may also handle negotiations with internal parties, such as
my team members or other departments. Successful negotiations may require me to acquire buy-in by appealing to the
needs and interests of the other party.
For instance, I may go into a negotiation with a team member over their salary. If I can't meet their salary increase
request, I can negotiate a lower number. However, to make the compensation package more attractive to them, it may be
necessary to offer additional benefits, such as more stock options, a sign-on bonus, more holidays, or additional workfrom-home days.
Reference : https://hk.indeed.com/career-advice/finding-a-job/managerial-roles
1-2. Why are managers important to organizations? What are their key responsibilities in an
organization?
A Manager’s Roles in an Organization
 Importance of Managers in Organizations
Managers are the foundation of any organization. They don’t just give orders; they align people, processes, and strategies
to ensure the organization thrives. Their work influences productivity, innovation, and overall workplace culture.
Without strong managers, teams may struggle with direction, coordination, and motivation, which can result in
inefficiency and stagnation.
Example: A manager ensures that deadlines are met by coordinating tasks among team members and resolving
conflicts.

Key Responsibilities of Managers
Managers are responsible for various functions that contribute to organizational success. These responsibilities involve
planning, organizing, leading, and controlling business activities.
1.Planning – This involves setting goals, forecasting challenges, and designing strategies to achieve organizational
objectives.

Example: A retail manager analyzing seasonal shopping trends to stock the right products ensures the
company maximizes sales while minimizing waste.
2.Organizing
Managers allocate resources, assign tasks, and structure teams to optimize productivity. They ensure that employees have
the tools and support needed to perform efficiently.

Example: A manager delegates responsibilities among team members based on their expertise and
workload.
3.Leading
Managers motivate and inspire employees to work towards the company’s vision. They provide direction, foster
collaboration, and maintain morale.
 Example: A manager conducts team-building exercises to enhance teamwork and communication.
4.Controlling
Managers monitor performance, assess progress, and implement corrective actions when necessary. They ensure that the
organization stays on track toward its objectives.

Example: A manager reviews monthly sales reports and adjusts strategies to meet revenue targets
Key Functions of Managers
While there are other responsibilities, managers play a vital role in ensuring a company's success by making decisions,
facilitating communication, and helping employees grow.

Decision-Making
Managers make choices that impact daily operations and long-term goals, keeping the company on track.
Example: As a manager, I would analyze market trends and decide to invest in a social media campaign to
increase brand visibility.
 Communicating
Clear communication ensures transparency and teamwork. Managers share important information to keep everyone
aligned.
Example: As a manager, I would hold regular project updates to keep stakeholders informed and ensure we stay
on the same page.
 Developing People
Managers support employees by recognizing their potential and offering growth opportunities.
Example: As a manager, I would recommend a promising team member for a leadership training program to help
them develop their skills and confidence.

Additional Managerial Roles
While there are other responsibilities, managers also represent their organizations in various settings, contributing
to a positive image.
 Figurehead
While not directly involved in decision-making, managers act as representatives and build valuable relationships.
Example: As a figurehead, I would attend an industry event to connect with partners and showcase our company's
innovations.
Reference Link: https://www.dwsimpson.com/2024/07/25/the-crucial-role-of-managers-in-drivingorganizational-success/
1-3 Mintzberg suggested that specific actions or behaviors expected of and exhibited by a
manager comprise of three specific roles. Briefly explain them.
Henry Mintzberg identified that managers perform three main types of roles based on their day-to-day activities. The
three roles have been discussed below:
Diagram: Mintzberg’s Managerial Roles and subpoints
1. Interpersonal Roles
These involve relationships with other people inside and outside the organization.
Figurehead: Performs ceremonial duties.
Leader: Directs and motivates subordinates.
Liaison: Builds and maintains external contacts.
Example: A manager attending a ribbon-cutting ceremony or mentoring a new employee (Leader).
2. Informational Roles
These focus on receiving, collecting, and disseminating information.
Monitor: Gathers information from internal and external sources.
Disseminator: Shares relevant information with subordinates and teams.
Spokesperson: Communicates on behalf of the organization to external stakeholders.
Example: A manager reading market reports (Monitor) or presenting company updates at a press conference
(Spokesperson).
3. Decisional Roles
These involve making decisions and solving problems.
Entrepreneur: Initiates and manages change and innovation.
Disturbance Handler: Resolves conflicts and crises.
Resource Allocator: Distributes resources efficiently (time, funds, manpower).
Negotiator: Represents the organization in negotiations.
Example: A manager solving a team dispute (Disturbance Handler) or approving budgets for a new project (Resource
Allocator).
Conclusion:
Mintzberg's framework helps us understand that a manager’s job is multi-faceted. Effective managers must balance
interpersonal relationships, process information efficiently, and make key decisions for organizational success.
Reference: https://study.com/academy/lesson/henry-mintzbergs-managerialroles.html#:~:text=The%20three%20types%20of%20managerial%20roles%20are%20interpersonal%2C%20information
al%2C%20and,are%20centered%20around%20making%20decisions.
1-6 Is the task of seeking innovative processes really a manager's job?
Yes, one of a manager's responsibilities is to look for innovative processes. Enhancing productivity, maintaining the
company's competitiveness, and improving efficiency are the responsibilities of a managers. Innovation enables
companies to expand, adjust to shifting market conditions, and maintain an advantage over rivals.
Diagram: Innovation Management
What is an innovation manager?







Initiate changes: Innovation managers may implement a variety of creative techniques and processes to increase
a company's efficiency and productivity. This may also increase a company's competitiveness with other
businesses in its industry.
Create innovative goals: Once a company hires an innovation manager, they often create a list of goals that may
encourage innovative thinking and strategies throughout the organization.
Identify areas of improvement: They observe a company's standard processes and operations to identify areas
of improvement. By doing so, they can plan creative solutions and opportunities for growth.
Research innovative trends: Innovative managers may research new trends within their industry to help their
organization stay up-to-date on advancements.
Meet with stakeholders and company leaders: They may meet regularly with company leaders, like
management or board members, and stakeholders to discuss potential improvement and innovation within a
business.
Supervise innovation strategies: They may supervise the long-term innovation strategies to determine necessary
changes and review the company's progress.
Help team members enhance creativity skills: Innovation managers can assist their team members with
enhancing their creativity skills and innovative techniques, which may help them use innovative thinking while
performing their duties.
Reasons for Managers to Look for Innovation
Increasing Productivity Managers search for innovative methods to complete tasks more quickly and with fewer
resources. To increase production, for instance, a factory manager may implement automation.
1. Maintaining Competitiveness: If a business doesn't innovate, rivals may overtake it. For example, in order to reduce
expenses and improve customer service, retailers such as Walmart employ sophisticated supply chain systems
(Christopher & Peck, 2004).
2. Fulfilling Customer Needs: Innovation enables companies to produce superior goods and services. For instance, Apple
maintains its market leadership by regularly updating its iPhones in response to consumer preferences (Grant, 2016).
3. Adapting to Change: Technologies and markets are subject to rapid change. To stay up to date with digital trends, a
restaurant manager may implement online ordering and delivery services.
Reference : https://www.indeed.com/career-advice/finding-a-job/what-does-innovation-manager-do
1-7 Discuss how managers define organizational purpose. How would the managerial functions
help in achieving that purpose?
The four basic management functions of planning, organizing, leading, and controlling are imperative steps towards
achieving goals in an organization. The four functions complement one another to ensure objectives are achieved
effectively and efficiently. Following is a descriptive explanation of all four functions:
Diagram : 4 Functions of Management
1. Planning
Planning is the beginning of effective management. During this phase, managers determine the company's goals and
devise a strategic plan to achieve them. Key steps involved in planning are:
Setting Objectives: Establishing well-defined, measurable objectives for the firm.
Strategic Decision-Making: Reviewing internal and external influences, e.g., market trends and resources, to determine
the best course of action.
Types of Planning:
Strategic Planning: Long-term planning (3+ years) to establish organizational goals and respond to external threats and
opportunities.
Tactical Planning: Shorter-term (1 year or less) planning in specialized domains like marketing or finance.
Operational Planning: Detailed planning to execute the tactical plans and achieve strategic goals.
2. Organizing
Once a plan is put into action, organizing resources to carry it out is the next step. This involves:
Allocating Resources: Having the appropriate people, materials, and money to achieve the objectives.
Assigning Tasks: Managers allocate some tasks to employees, ensuring functions are within their capabilities and
interests.
Collaboration: Managers generally work alongside other departments to make sure that resources are made best use of.
Examples: If the company needs a new advertising campaign, they might hire an agency or divide team tasks to respond
to higher sales in a specific region.
3. Leading
Leading is concerning inspiring and guiding employees to achieve organizational goals. This has more to do with people
management and not just the management of tasks. Excellent leadership involves:
Motivation: Incentivizing employees to deliver their best.
Interpersonal Skills: Developing a relationship with employees on an individual basis, offering support, and feedback.
Leadership Styles:
Directing: Issuing direct instructions, appropriate for new employees.
Coaching: Collaborating with employees and building trust.
Supporting: Focusing on relationships and development for experienced employees.
Delegating: Giving employees more independence when they are capable and reliable.
4. Controlling
The controlling function mandates that the plan is executed successfully. It encompasses tracking progress and making
adjustments when necessary:
Performance Evaluation: Managers assess how employees are performing and provide them with feedback.
Adjustments: Managers make adjustments whether it is distributing resources differently, modifying deadlines, or fixing
performance issues if a project is going off track.
Examples of Adjustments:
Budget Adjustments: Staying within budget and investigating overspending if necessary.
Adjustment of Staffing: Redistribution of staff, recruitment of additional personnel, or tough decisions like redistributing
work according to performance.
Reference: https://www.aiuniv.edu/degrees/business/articles/functions-of-management
1-8 Henri Fayol suggested that all managers perform the five functions of planning, organizing,
commanding. coordinating, and controlling. Was he correct?
Henri Fayol, a French engineer and management theorist who developed key management concepts that remain
fundamental in modern management practices. Yes, his work introduced five essential management functions that are
still widely applied today. Let's explore these functions in a way that makes them easy to understand:
Diagram : 5 Functions of Management
1. Planning
Planning is the first and most critical step in management. It’s about setting goals and figuring out the best way to
achieve them. Fayol viewed planning as a way to predict the future of an organization and create a detailed action plan to
reach those future goals. For a plan to be effective, it needs to:




Be purposeful: Each part of the plan should support the overall organizational goals.
Be continuous: Planning is an ongoing process, not a one-time event.
Be flexible: Plans should allow room for unexpected changes.
Be accurate: The plan should be as precise as possible.
Fayol emphasized the importance of forecasting, requiring managers to create both short-term and long-term forecasts
(ranging from daily to ten years) and adjust them as situations change.
2. Organizing
Once a plan is in place, organizing follows. This function ensures that the organization has everything it needs to execute
the plan: people, materials, capital, and information. Fayol highlighted the importance of a well-structured organization,
with clearly defined roles and responsibilities. He introduced the idea of an organizational hierarchy or pyramid, where
each level of management supervises a limited number of employees—no more than 4-5 direct subordinates. As the
number of employees grows, more layers of management are added to maintain control and coordination.
3. Commanding
Commanding is about motivating and directing employees to work toward the organization’s goals. It involves setting
clear expectations, providing guidance, and ensuring that everyone is working efficiently. Fayol stressed the importance
of:



Getting to know employees and understanding their strengths.
Fostering initiative by delegating tasks and empowering employees to use their skills.
Leading by example and maintaining a positive work atmosphere that promotes energy, loyalty, and collaboration.
Effective managers should avoid micromanaging but offer enough support to help employees succeed, even if that means
allowing them to make mistakes and learn from them.
4. Coordinating
Coordination ensures that the different parts of the organization work together harmoniously. It involves aligning various
activities and departments to achieve the collective goals. Fayol recommended regular meetings to discuss progress,
address concerns, and ensure everyone is on the same page. These meetings should focus on the implementation of plans,
not on creating new ones, and should be concise, often only lasting about a week, to maintain momentum and alignment.
5. Controlling
The final function, controlling, ensures that everything is running according to plan. It involves monitoring performance,
identifying any deviations from the plan, and making corrections as needed. Fayol believed that control should be
objective and impartial, involving managers who aren’t directly involved in day-to-day operations. This way, they can
offer a fresh perspective and identify problems that others might overlook.
Reference: https://bvop.org/journal/five-functions-fayol-management/