BOOK

1.0Introduction
Management is the key part of an organisation. Management has been regarded as making things happen. But a thing does not happen by its own action and that’s where managers come in. Now in today’s complex business world the terms manager has a loads of miss representation, ‘Manager’ as a job title by itself does not signifies its meaning but the action coordinated with right set of skills represents where an individual stands in the organization, so it is crucial to understand how an individual lets put it as a employee become more of a manger not just as a title but by action and skills. An organisation has members to achieve their targeted gaol and objective through the co-donation of activities. Without well management it is very tough to attain operation goal. From the text it’s has been said that management is a way of getting result through the effort of other people. When the term people comes in my mind I believe it’s all about how effectively Managers exert influence over other subordinates and uses his interpersonal skills. It is not just about what Managers do but what they really actually do. Mintzberg, 1973 has mention in his book more of what a manger actually do rather than what they do. His work has been categorized as these following headings. (Burnes, 2009)

2.0Managerial Roles:
2.1.0Interpersonal roles:
2.1.1Figurehead: Manager is a representative of an organisation, as a representative has to make sure organisation execute social and legal duties.
2.1.2Leader: An effective leadership can change any situation. Leader has got power to motivate his member or people by influence; manager is leaders in an organisation he influence his employee by appreciate their performance. Many writers argued that “charisma alone is insufficient for changing the way an organisation operates” (Mullins, 2006).
2.1.3Liaison: