Managers create authorities, make decisions and establish patterns for delegation, identifying superiors and subordinated. They mould personnel careers and facilitate or handicap the attainment of personnel goals.

Edward Cross as provided an excellent view of manger at that “the leader defines and clarifies both established goals and also the means by which goals are to be archived. He holds major responsibility for task assignment and co-ordination. He finds ways to link personnel and organizational goals and integrate personal support for the total mission. Finally, he has a spark function, in getting action at the correct time and place. These dimensions of leadership are exemplified in operational management or administration in the working organisation”.

The every day job of the Personnel Manager is administration of getting things done, holding the organisation together, keeping the firm or agency on course of making progress towards objectives or goals. Managers are planners and organisers, they are also administrators who seek to carry out plans to operate within the frame work of rules, polices and procedures establish for the going organisation.

The managers are both organisers and administrators. These dual roles are closely associated with them.

The manger develops or copies management styles and techniques to implement his management theories. As a practitioner, he needs to know about and understand changing theory so he can evaluate and improve existing programmes, practices and tactics. The manager can tailor his approach to manage values. He can carefully and critically appraise the image he has created an take steps to create an improved image.

Decision making the mangers major functions activity. The manager make decisions and see that decisions are made. Decision making is recognized as a central element in administration. So also is the process in which the manager delegates authority to make decisions an assigns related responsibilities. These twin techniques of decision making and delegation are apparent influential in all the tactics of administration.

Delegation is the process in which a superior allocates a portion of his authority to his subordinates, entrusting them with the assignment.

There are potential hazards in the delegation process. For example K-line and Martin note that the smile delegation of authority creates a relationship in which subordinates must maintain the favour and support of bosses and are likely to do so by initiating their bosses.

Managers operating within the constraints of organisational and public policy, make their choices among various style of administration. Some opt for authoritarian, cold, manipulative high-pressure strategies. Others favour a permissive, friendly, helpful, supportive, causal style. Most person select “mixed positions at various points along the ranges outlined in reference to authority, goals, manipulation, social relations, pressure, focus of concern and flexibility.

Qualities of Personnel Executives

Personnel Executive, Personal Manager or Personnel or Personnel director is the top executive in the department of personnel management. The main function of such executive is to direct man at work and to get the work done through them to meet the general objective of the organisation. It is therefore a very important function of top executive to appoint such a person to such important office who may motivate the workers to work.

He should possess apart from his professional qualifications, the human element and exemplary character or in other words he should possess all qualities of leadership so that he may lead the team of workers. Generally the possession of qualities of character and personality is more important than knowledge. A manager deficient in the necessary qualities shall waste his time in undergoing training.