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Below is a list of the areas of responsibilities set out in three main areas i.e. managing self, dealing with subordinates and working in group. They have been identified as important for local managers. The list could be used for drawing up the job description of middle management positions.

1.       Managing Self

a.       Processing Information: Collecting and analyzing data to generate information for decision making.

b.       Preparing Documents: writing papers that present information or plans

c.       Presentation: Addressing an audience in a clear and persuasive manner

d.       Job Planning: Mapping and organizing work progress to ensure that it is carried out in the most efficient and effective manner.

e.       Networking: Building effective communication channels with clients and colleagues.

2.       Dealing with Subordinates

a.       Recruiting: Attracting and selecting staff who are capable of working effectively in his or her team.

b.       Delegating: Assigning tasks, providing instructions, defining the manner in which the tasks will be carried out, and monitoring the progress.

c.       Coaching: Providing advice and encouragement to others to help improve their job performance and future development.

d.       Disciplining: Correcting the behavior of staff where they have failed organizational standards.

e.       Performance Appraisal: Evaluating staff performance and providing face-to-face feedback.

3.       Working in Group

a.       Persuading Others: Influencing others to behave in a manner that will benefit his or her department or organization.

b.       Ensuring Teamwork: Monitoring the co-operation and mutual support among team members in terms of their abilities and personalities.

c.       Managing Meetings: Organizing and leading meeting so that individuals attending make the intended contributions.

d.       Customer Servicing: Ensuring both internal customers receive the level of service that they expect.

e.       Implementing Changes: Putting into effect the changes that have been identified as necessary by higher levels of management.

f.        Handling Crisis: Reacting to and steering clear of any adverse eventuality in his or her area of control.

Today's successful individual understands that the business world is constantly changing the way people work and the way work is accomplished. How often have you heard these terms: lifelong learning, self-directed learning, continuous learning, and knowledge worker?
If you wonder what these terms really mean, why they are important, and how you rate as a worker and learner for the 21st century, please stay beside me. Communicate to find out how lifelong learning strategies can enable you to develop your work skills and to manage your professional development. Don't wait until your supervisor initiates what you need to learn.
It's time to take ownership of your learning needs based on your expectations and your own terms. You will identify your learning needs and learn how to establish learning objectives, determine learning resources, and evaluate outcomes.

Identifying Learning Needs and Establishing Learning Objectives recognize the importance of identifying learning needs and establishing learning objectives. complete the career assessment section of a learning plan in a given scenario. identify examples of effective learning objectives for a specific goal.
Formulating a Learning Strategy and Means for Evaluation
recognize the importance of formulating a learning strategy and means for evaluation. complete the learning strategy section of a learning plan in a given scenario. identify the statement that best judges the adequacy of a completed means for evaluation section of a learning plan.
Mentoring: A Potential Learning Resource
recognize the value of working with a mentor. identify the desired qualities displayed by a mentor in a given scenario. identify the desired qualities displayed by a protege in a given scenario.

The balance sheet shows a company's finacial position at a specific point in time. That is, it gives a snapshot of the company's financial situation--its assets, equity, and liabilities--on a given day.

The income statement shows the bottom line: It indicates how much profit or loss was generated over a period--a month, aquarter, or a year.

The cash flow statement tells where the company's cash came from and where it went--in other words, the flow of cash in, through, and out of the company.

In a nutshell, the income statement tells you whether your company is making a profit. The balance sheet tells you how efficiently a company is utilizing its assets and managing its liabilities in pursuit of profits. The cash flow statement tells you how cash has been increased or decreased through operations, the acquisition or sale of ssets, and financing activities.

When you make a presentation, whether to one person when you attend networking events or to 100 people in a formal setting, project competence and authority regardless of your position. You can move ahead in your career or move your business to the next level by doing so.

First impressions are crucial. Often, the first impression you make is when you shake someone’s hand in greeting. Your handshake communicates critical information. A firm, dry, warm handshake conveys power and confidence regardless of gender. Women, however, need to be especially conscious about and proficient with The Handshake as the process and technique is not taught to us at an early age.

A surprising number of professionals I meet slouch or do not maintain eye contact when we speak. The fine business suit and well-groomed body make a good initial impression. But erect posture and direct eye contact make a long-lasting impression that communicates confidence and assertiveness. Try maintaining eye contact with one person for at least five seconds whether you are on stage or involved in a one-on-one conversation at a networking event.

Meetings typically involve food and drink of some sort. Arrange your food and drink so that your right hand is free for shaking hands and distributing business cards. Wear your nametag on your right, just below your shoulder and high above your breast line. When you reach out to shake hands the other person sees your name clearly and you do not feel like they are staring at anything at which they should not be staring.

Carry small breath mints. Discretely place one in your mouth after you finish a formal presentation in case you have to meet with individuals immediately after your presentation. Put together and practice a 30-second “elevator speech” that explains who you are, what you do, and how to contact you. An elevator speech is a presentation you can complete in the time it takes to ride an elevator with a person with whom you want to conduct business.

The words you use are important to the impression you make. Use power words like can and do and will. Avoid ending sentences with question marks and saying, “I’m new”, “maybe”, and “I think”.

These power presentation techniques convey similar messages whether you are networking or making a formal presentation. When you think you do not have time or cannot afford to practice or improve your communication and presentation skills, ask yourself if you can afford not to grow your business or your career. While soft skills, which are how these skills are typically categorized, seem secondary to financial and business marketing skills, the intangible messages you communicate have very tangible effects on your bottom line if you do not convey them with confidence and proficiency.

Personal characteristics indicate how the candidate will approach the job and how he or she might relate to coworkers.

Analytical and creative abilities. A candidate's abilities in these two areas determine how he or she assesses problems and comes up with new approches to solving them.

Decision-making style.This is very individual. Some people are extrmely structured, analytical, and fact-based; others rely more on intuition. Some make decisions quickly, while others ponder them for a long time. Some seek consensus, while others keep their own counsel.It's critical to determine whether a particlar style is required forsuccess in the job and, if so, what it is.

Interpersonal skills. Since interpersonal skills and behavior are intimately connected, understanding a candidate's interpersonal skills is an important prat of the hiring decision process. To determine which interpersonal skills are most appropriate for a given position, think about the set of tasks that will e performed inthe position. Which traits will translate into good performance, expecially in view of the superiors, peers and direct reports with whom the person will interact?

Motivation. A candidate's personal goals, interests, energy level, and job progression often demonstrate his or her level of motivation.

Attitude and interest. In many situations, a person with the right attitude and interest is a far better catch than other candidates with more education, skills and even relevant experience.

Goal setting is a process for defining targets you plan to achive. It's one of the essential functiions of management. When you set goals, you commit to outcomes that you can accomplish personally or through your subordinates. Goal setting makes it possible to focus limited resources and time on the things that matter most. It sets the course of action.

By settng goals and measuring their achievement you can focus on what is most important, waste less energy on noncritical tasks, and achieve greater results. You are responsible for setting goals for your unit and for yourself. This chapter explains how to do it right.

Here's how you coordinate long-term plans so that you stick them.

Write you long-term objective on your calendar and keep you calendar in your sight.

Write your long-term objectives in your planner as constant remainders of what you are striving to achieve.

Develop a specific list of incremental tasks that leads you toward your long-term objectives.

Add those incremental advance-work tasks to your planner and calendar as well.

Give yourself deadlines for ever step in the process so that you are constantly under the gun.

Be ready to adapt to changes along the way.

Here are some great ways to jumstart your business morning and set the tone for the rest of your business day.

Make a good impression with an early phone call.

Schedule a breakfast meeting.

Schedule creative writing for the early morning.

Eliminate yesterday's clutter.

Glance at yesterday's list.

Run a quick goal check.

Scan the news.

Write thank-you notes.

Send fan letters.

Greet everyone you meet with a smile.

Achievers share common attitudes and actions, including the following:

Set clearly defined goals

Respect time.

Write everything down.

Prioritize.

Focus on the task at hand.

Study a subject before acting on it.

Constantly look for ways to improve.

Delegate.

Know when to quit.

Manage space as well as time.

Be flexible.