THE ROLE

OF

MANAGERS MADE BY
C.L.MUKHERJEE
ROLE OF MANAGER
FUNDAMENTALS OF SALES
MANAGEMENT

PEOPLE

SYSTEMS STRATEGIES

PRODUCTS
 TRAINING OBJECTIVES

FUNCTIONS AND ROLE OF MANAGEMENT

DIFFERENT SKILLS OF MANAGEMENT

DIFFERENT MANAGEMENT TASKS AND

KNOW HOW MUCH OF YOUR TIME TO
ALLOCATE TO EACH
 THE PROCESS

DISCUSS THE DEFINATION OF MANAGEMENT

IDENTIFY AND EXAMINE THE FUNCTIONS OF
MANAGEMENT
DISCUSS THE VARIOUS ROLES INVOLVED IN
MANAGEMENT
IDENTIFY THE DIFFERENT SKILLS INVOLVED IN
MANAGEMENT
IDENTIFY THE OPTIONAL ALLOCATION TIME TO
VARIOUS MANAGEMENT TASKS
 MANAGEMENT DEFINED
THE ART OF GETTING THINGS DONE THROUGH
PEOPLE

CONTRIBUTING TOWARDS ATTAINMENT OF

OBJECTIVES OF THE ORGANISATION THROUGH
THE CO-OPERATIVE EFFORTS OF ITS MEMBERS

PROCESS OF PLANNING,ORGANISING,LEADING &

CONTROLLING PRODUCTIVE RESOURCES,SUCH
AS PEOPLE,MONEY,MECHINES,METHODS AND
TIME
CONSIDER THE DIFFERENCES BETWEEN THE ROLE OF
MEDICAL REPRESENTATIVE AND THE ROLE OF THE
MANAGER

LIST THE DIFFERENT FUNCTIONS OF

MANAGER AND THE M.R AND THE
DIFFERENT SKILLS WHICH EACH REQUIRE
TO FULFIL THESE FUNCTIONS
 DEFINITION OF A MANAGER
HOW WOULD YOU DEFINE A MANAGER?
AN INDIVIDUAL WHOSE JOB IS TO GUIDE THE
ORGANISATION TO ACHIEVE ITS OBJECTIVES

ONE WHO PERFORM THE MANAGERIAL FUNCTIONS OF

PLANNING,ORGANISING,DIRECTING AND CONTROLLING
THE WORK OF HIS SUBORDINATES

? ? ? ? ? NOT BY DOING THEIR JOB FOR THEM -------

LIST THE DIFFERENT FUNCTIONS OF MANAGER AND THE

M.R AND THE DIFFERENT SKILLS WHICH EACH REQUIRE
TO FULFIL THESE FUNCTIONS
 FUNCTIONS OF MANAGEMENT
PLANNING

ORGANISING

RECRUITMENT AND STUFF TURNOVER

DIRECTING

CONTROLLING

COACHING
 FUNCTIONS OF MANAGEMENT

PLANNING IS SIMPLY THINKING AHEAD

MANAGERS ANTICIPATE THE POSSIBLE

FACTORS THAT THEY MAY AFFECT THE
ACTIVITIES OF AN ORGANISATION

THE OBJECTIVE IS TO CONTROLTHE

NATURE OF CHANGE AND DETERMINE
ACTION NEEDED TO ACHIEVE OBJECTIVES
 FUNCTIONS OF MANAGEMENT
PLANNING
OBJECTIVE SETTING,TIME MANAGEMENT,REVIEWS AND RESULT ANALYSIS

ORGANISING
REPORT WRITING,RECRUITING,OBJECTIVE SETTING,TIME MANAGEMENT

RECRUITMENT AND STUFF TURNOVER

RECRUITING,TRAINING & DEVELOPMENT,TIME MANAGEMENTAND REVIEWS

DIRECTING
OBJECTIVESETTING , PRESENTATION SKILLS , RESULT ANALYSIS , REVIEWS,
SELLING SKILLS

CONTROLLING
REVIEWS, RESULT ANALYSIS, KEY OBJECTIVE SETTING
 PLANNING WHY?
TO MEET DEADLINES
TO ALLOW THE TIME REQUIRED TO
ACHIEVE TASKS
TO ENSURE THAT ALL TASKS ARE
ACHIEVED
TO ENSURE PRO-ACTIVITY -
- NOT REACTIVITY
TO DEVELOP SELF- MANAGEMENT
PLANNING WHAT?
OBJECTIVES
SALE FORECASTS
STRATEGIES FOR THE SALES TEAM/SALES
ACTIVITIES
INCENTIVE PROGRAMS AND PROCEDURES
TRAINING AND DEVELOPMENT PROGRAMS
COSTS AND BUDGETS
PERFORMANCE REVIEWS AND
APPRAISALS
REPORTS AND ADMINISTRATION
 PLANNING
PLANNING IS THE FIRST FUNCTION OF
MANAGEMENT. WITHOUT PLANNING,THE
OTHER FUNCTIONS ARE MOST LIKELY TO
FAIL. IT CAN BE SIMPLY STATED AS :-
WRONG PLANNING RESULTS IN WRONG
DECISIONS,OR TO LOOK AT IT ANOTHER
WAY “ POOR PLANNING PRODUCES POOR
PERFORMANCES”

EVERY MANAGER IS RESPONSIBLE FOR

PLANNING NUMEROUS TASKS.
 THE STAGES OF PLANNING PROCESS
HISTORICAL PLANS KEY
PERFORMANCE ASSUMPTIONS

SETTING OBJECTIVES

MAKING STRATEGIES

DEFINE TACTICS/ACTION PLANS

PERFORMANCE REVIEW
 ORGANISING
WHAT DO YOU UNDERSTAND BY ORGANISING?

ORGANISING IS THE PROCESS OF

COMBINING AND CO-ORDINATING
PRODUCTIVE RESOURCES IN ORDER TO
ACCOMPLISH EFFICIENTLY AND
EFFECTIVELY THE ESTABLISHED
OBJECTIVES OF THE ORGANISATION.
ORGANISING
WHAT SHOULD MANAGERS ORGANISE?

RESOURCE TIME PEOPLE FINANCES

ADMINSTRATION

SALES MEETING

TEAMS AND TERRITORIES

 ORGANISING
WHY SHOULD SALES MANAGER ORGANISE ?

IMPROVE EFFICIENCY.

OFFER CLEAR AND SPECIFIC DIRECTION TO OTHERS.

STRUCTURED APPROACH TO TASKS.

ACHIEVEMENT OF ALL OBJECTIVES…

 ORGANISING
THE RESULT OF GOOD ORGANISATION IS THAT EVERY
EMPLOYEE KNOWS WHAT TO DO.THE DUTIES AND
RESPONSIBILITIES OF EVERYONE IN THE TEAM ARE
CLOSELY AND SPECIFICALLY STATED.FOR EVERY
TASK,ONE PERSON HAS THE AUTHORITY TO CO –
ORDINATE EVERYTHING ABOUT IT. MANAGERIAL
AUTHORITY,RESPONSIBILITY AND ACCOUNTABILITY IS
CLEARLY DEFINED.IN OTHER WORDS THIS IS ABOUT
ORGANISING TIME AND TASK AND IDENTIFYING THE
BALANCE BETWEEN LEADERSHIP AND MANAGEMENT.
RECRUITMENT AND STAFF TURNOVER
THIS IS ABOUT GETTING THE RIGHT PERSON IN THE
RIGHT JOB, WITH THE RIGHT SKILLS AND
KNOWLEDGE,DOING THE RIGHT JOB,AT THE RIGHT
TIME.
•CO-ORDINATION WITH H.R
•JOB DESCRIPTIONS AND ADVERTISING OF VACANCIES.
•INTERVIEWING ( COMPETENCY BASED )
•TRAINING AND DEVELOPMENT
•JOB OFFERS,CONTRACTS AND START DATES
•TRANSFERS AND PROMOTIONS
•SEPARATION ( STAFF LEAVING )
RECRUITMENT AND STAFF TURNOVER
HIRING OF THE WRONG CANDIDATE AND FAILURE TO
DEAL WITH POOR PERFORMERS MAY RESULT IN
LOSS OF BUSINESS

DISSATISFIED CUSTOMERS

TURNISHED COMPANY IMAGE

HIGH TURNOVER

LOSING GOOD SALES PEOPLE TO THE COMPETITION

TRAINING AND COACHING
TRAINING
USUALLY FORMAL CLASSROOM
SELLING SKILLS,PRODUCT KNOWLEDGE AND
THERAPEUTIC AREA
COMBINED RESPONSIBILITY OF TRAINERS AND FIRSTLINE
MANAGERS

COACHING
ON THE JOB TRAINING HANDS ON
PRIME RESPONSIBILITY OF THE FIRSTLINE MANAGERS
TRAINING AND COACHING
PURPOSE
IMPROVE SKILLS AND
PERFORMANCE OF INDIVIDUALS
WITHIN THE TEAM

INCREASE MOTIVATION

SUCCESSION PLANNING

INCREASE SALES
AREA SALES MANAGER GETS RESULTS THROUGH
PERFORMANCE OF THEIR SUBORDINATES. THEREFORE
THE TIME SPENT IN DEVELOPING THE SKILLS AND THE
MOTIVATION OF THE INDIVIDUALS IN THE TEAM WILL
HAVE THE GREATEST IMPACT ON PERFORMANCE.
TRAINING AND COACHING
SOME MANAGERS HAVE POOR ATTITUDE TOWARDS
TRAINING AND COACHING
…. THE NEW REP CAN SPEND AFEW DAYS WITH AN
EXPERIENCED REP. THEN WE CAN LEAVE HIM ALONE
….. THEY SHOULD TRAIN THEMSELVES
…… WE ONLY RECRUIT FULLY TRAINED PEOPLE

……. SALES PEOPLE ARE BORN , NOT MADE

…….. IF THEY ARE NO GOOD ,WE WILL FIRE THEM
… TRAINING IS NOT MY JOB, IT IS THE TRAINER”S
JOB
MOTIVATING
WHO DO SALES MANAGERS NEED TO MOTIVATE?

THEIR TEAMS
THEMSELVES

WHY DO SALES MANAGERS NEED TO MOTIVATE ?

K+S+E+M = RESULTS
CONTROLLING
WHAT SHOULD BE CONTROLLED BY AREA SALES
MANAGERS?

BUDGET AND RESOURCE

ACTIVITIES OF THE TEAM

TERRITORY DESIGNS
CONTROLLING
THE ACTIVITIES OF THE TEAM SHOULD BE MONITORED
EVERYDAY TO DETERMINE ACTUAL PERFORMANCE
AGAINST TARGETS
THE PROGRESS SHOULD BE CONTINUOUSLY MEASURED
IN TERMS OF OUTPUT,TIME,DIRECTION AND EFFICIENCY
MANAGEMENT SHOULD ENSURE THAT VITAL RESOURCES
ARE PROPERLY ALLOCATED AND EFFICIENTLY UTILISED

THREE BASIC STEPS IN THE CONTROL PROCESS

ESTABLISH STANDERDS OF PERFORMANCE
MEASURE PERFORMANCE
TAKE CORRECTIVE ACTION
MAJOR FUNCTIONS OF MANAGEMENT
PLANNING
ORGANISING
RECRUITMENT AND STUFF
TURNOVER
TRAINING AND COACHING
MOTIVATING
CONTROLLING
MAJOR FUNCTIONS OF MANAGEMENT
•ORGANISING THE TEAMS FUNCTION
•DETERMINE THE WORKING METHODS AND
PROCEDURES
•OBTAIN AND MAKE USE OF THE RESOURCES
•DELEGATE AUTHORITY AND RESPONSIBILITY
•REVIEW SELF PERFORMANCES
•DETERMINE THE TEAM”S DEBVELOPMENT AND
TRAINING NEEDS
•EXERCISE ORGANISATIONAL DISCIPLINARY
PROCEDURES
ROLES OF MANAGEMENT
BASIC ROLES PLAYED BY MANAGERS
INTERPERSONAL ROLES

INFORMATIONAL ROLES

DECISION – MAKING ROLES

ROLES OF MANAGEMENT
MANAGEMENT IS ABOUT DOING THINGS RIGHT.

LEADERSHIP IS DOING THE RIGHT THINGS.

MANAGEMENT AND LEADERSHIP WORK

TOGETHER TO ACHIEVE GOALS
MANAGEMENT TASKS AND NEEDS
TASK NEEDS : CLARITY OF TASK AND OBJECTIVES,SET
PERFORMANCE STANDARDS,CHOICE OF BEST
ALTERNATIVE, METHOD FOR IMPLEMENTATION

GROUP NEEDS :
COMMUNICATION,LEADERSHIP,MOTIVATION AND
COMMITMENT

INDIVIDUAL NEEDS : COACHING, TRAINING, COUNSELLING

AND DELEGATION
ROLES OF MANAGEMENT
PLANNING
(OBJECTIVES)

TASK ACTIONS
EVALUATION GROUP
INDIVIDUALS (LEADERSHIP)
(ACHIEVEMENT)

CONTROL & CO-ORDINATION

 ROLES OF MANAGEMENT
PLANNING
FOR THE EFFECTIVE MANAGEMENT OF OBJECTIVES
AND OUTCOMES

ACTIONS
LEAD YOUR TEAM IN ORDER TO ACHIEVE YOUR TO
AGREED OBJECTIVES AND PLANNED OUTCOMES

CONTROL & CO-ORDINATION

TO MANAGE AND OVERCOME BLOCKS TO ACHIEVEMENT

EVALUATION
OF ACHIEVEMENT AGAINST AGREED OBJECTIVES AND
ACTIVITIES
TIME ALLOCATION
KEY ACTIVITIES TIME SPENT TIME SPENT
ACTUAL % IDEAL %

SELLING
ADMINISTRATION
MANAGEMENT
MEETINGS
SALES TEAM MEETING
COMMITTIES
PROJECTS
COACHING TEAM
PROBLEM SOLVING
PLANNING
COUNSELLING
TIME ALLOCATION
DO YOU MANAGE TIME

OR DOES TIME MANAGE YOU

PRIORITISE THE TASK AT HAND INTO ;

A ESSENTIAL ACTIVITIES DIRECTLY RELATED TO PEOPLE

B DESIRABLE ACTIVITIES SALES MANAGEMENT TASK

C LESS IMPORTANT ACTIVITIES UNPRODUCTIVE TASKS

TIME ALLOCATION
DESPITE ALL THE DEMANDS THAT MANAGERS HAVE UPON
THEM,IT IS IMPORTANT TO ALLOCATE TIME TO EACH OF
THESE AREAS.HOWEVER SINCE SUCCESS COMES FROM
HAVING A MOTIVATED AND FOCUSSED TEAM,IT IS
EVIDENT THAT YOU SHOULD INVEST THE MAXIMUM TIME
IN PEOPLE.
PEOPLE MANAGEMENT 65 - 75 %

SALES MANAGEMENT TASK 15 - 30 %

GENERAL TASK 5 - 10 %
THE AREA SALES MANAGER(SKILLS NEEDED)
TOP C
O
N
C
E
P P
T E
E T
MIDDLE O U
C P
H A
L L
N E
I
C
A
FIRST L
LINE
THE AREA SALES MANAGER
•ALL THREE AREAS OF SKILL ARE
REQUIRED AT ALL LEVELS
• AT TOP LEVEL THERE IS STRONGER
FOCUS ON CONCEPTUAL SKILLS
• AT THE FIRST LINE THE FOCUS IS ON
MORE ON TECHNICAL SKILLS
• HOWEVER PEOPLE SKILL IS EQUALLY
IMPORTANT AT ALL LEVELS
• SINCE THE MANAGER HAS TO GET THE
BEST WORK OUT OF PEOPLE THEN THAT
SKILL IS MOST IMPORTANT.
THE AREA SALES MANAGER
TECHNICAL SKILLS
Understanding of, Proficiency in specific kinds of activity
particularly involving methods,processes,procedures or
techniques.

CONCEPTUAL SKILLS
Involves the ability for you to view your company as a whole
which is greater than the sum of its parts.Recognising how
the various functions depend upon each other and how
changes in one part affect all the others.

PEOPLE SKILLS
Ability to work effectively as a group member and build co-
operative effort within your sales team.
THE AREA SALES MANAGER
TECHNICAL SKILLS
Gives you credibility as you will be seen as understanding
the role yours M.Rs are fulfilling.

SELLING SKILLS
TERRITORY MANAGEMENT
CREATING AND MAINTAINING A CUSTOMER
BASE
TIME MANAGEMENT
ADMINISTRATIVE WORK
THE AREA SALES MANAGER
PEOPLE SKILLS
MOTIVATION DIPLOMACY
COMMUNICATION ASSERTIVENESS
DELEGATION RIGHT RELATIONS WITH INDIVIDUALS
TEAM BUILDING COUNSELLING

These skills are the ones that make the difference

in keeping your team focussed,motivated,developed
and effictive.There are other skills which also have
to be mastered
THE AREA SALES MANAGER
CONCEPTUAL SKILLS
PROFITABLE SALES,NOT JUST SALES VOLUMES
LONG TERM MARKET PLANNING,NOT JUST
SHORT TACTICS
MARKET SEGMENT AS A WHOLE , NOT
INDIVIDUAL OR KEY ACCOUNTS

THE ABILITY TO SEE THE BIG PICTURE

THE AREA SALES MANAGER
INTERPERSONAL SKILLS COMMUNICATION SKILLS

These skills will help your subordinates to plan

Work with subordinates
Set objectives for which they are responsible
Support them in attaining these objectives through training,
coaching and counseling
Delegate when possible, give them enough freedom of action
to achieve objectives
Hold them accountable for the results of their actions
THE AREA SALES MANAGER
MOST SUCCESSFUL SALES MANAGERS ARE

MADE , NOT BORN

There are many facets to management
The key factor is to get the best from the people
This requires skills such as
training,coaching,counselling,managing expectation,motivating
and setting objectives
THE SESSION ENDS HERE
NOW COMES THE IMPLEMENTATION

WHICH IS UPTO YOU

THANK YOU