a superb knowledge of the products being sold, great organizational skills, keeping a cool head in case of emergency, having great people skills, and understanding of different personalities in staff, last but certainly not least, honesty and integrity!
The job description can change from managerial professions alike. However the most common are:
As I've mentioned before the responsibilities of the manager changes from job to job.
The job (role) of a project manager is extremely challenging and thereby exciting. Depending on the organizational structure of your organization, you may be reporting to a functional manager, a program manager, a portfolio manager, or to some other manager or executive. Nevertheless, it is your responsibility to work with your team and other relevant individuals and groups, such as program managers and portfolio managers, to bring all the pieces together and make the project happen i.e., to achieve the project objectives.
To do this, you need a range of skills and capabilities. They are:
1. Communication
2. Negotiation
3. Problem Solving
4. Influencing
5. Leadership
The Webster dictionary describes a manager as 'someone who handles or directs with a degree of skill'. But this definition is not rigid as are the responsibilities. Critical responsibilities of a professional manager are given on this link: http://universalteacherpublications.com/mba/notes/ms01/c2/professional-manager-responsibilities.htm <a href="http://universalteacherpublications.com/mba/notes/ms01/c2/professional-manager-responsibilities.htm">Responsibilities of a professional manager</a>
Professional managers are responsible for managing their employees. They are also responsible for developing their talent so that they can move up within the organization.
A very good answer on tasks of a professional manager is available on universal teacher publications. Visit the following link: http://www.universalteacherpublications.com/mba/notes/ms01/c2/professional-manager-tasks.htm
We identify the four major decision responsibilities of operations management as process, quality, capacity, and inventory
Th responsibilities of a financial manager vary depending on the structure of the organization. In most cases, they will be directly involved in the management of income and expenditure of the organization as well as providing financial guidance and strategies among others.
A General Manager is responsible for all areas of the organization. This manager oversees, plans, and delegates the tasks at a higher level than a regular manager.
The responsibilities of a logistics manager include organizing all/ most of the freight. They are also called a shipper/receiver.
Although the specific responsibilities of a copyright manager vary based on the type of organization, he or she will generally be responsible for ensuring that the organization's works are protected, and that others' works used by the organization are properly licensed. For example, a copyright manager at a record label would be concerned with protecting the company's masters, while properly licencing covers of music not controlled by that company.
Role defines your position in an organization and responsibility defines the functions of your position. Example: IT manager is a role and the manager's responsibilities are to lead employees, manage resources, and delegate tasks. IT Analyst is a role and his/her responsibilities are to analyze information technology data. By knowing the role (manager, analyst) we know their positions in the organization. By knowing the functions that they do, we know what role they play. Tan
Line manager A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization's tasks. Staff manager A manager who assists and advises line managers.
-------------- Basically, a manager is a traffic cop. She accepts tasks from superiors and delegates them to her staff. A manager reviews the staff's progress and presents the finished work to the supervisor. He balances the workload among staff members, allocates resources, and estimates the amount of time, money, etc. that will be required to complete tasks. Managers may be asked to project the annual costs for the area they manage and "sign off" on expenditures. Alternatively, this may be handled by an accounting office. The manager is a "middle man (or woman)" who represents the employees' interests to management and management's interests to employees. In a well-run company, everyone the manager works with feels they're being dealt with fairly most of the time. In a poorly-run company, the manager may be expected to be the "hatchet woman (or man)" who has to "get rid of" undesirable employees. I have read that a manager shouldn't be expected to manage more than 6 full-time employees. Additionally, the above is well-stated. In summary, a manager's responsibility is to hold up the wall, the employees responsibility is to build the wall, and to come 360, the manager's responsibility is to ensure the employees are building the wall correctly, using the proper tools, and ensure they have the right wall-builders in place.
There are many role a BDM can play in an organization, but his primary function among others is, to increase the fortunes of his/her organization, through other roles as generally acceptable.