Shanker Dev Campus, kathmandu, Nepal BBA, TU

1. A REPORT ON
MANAGERIAL SKILLS, ROLES &
CHALLENGES ON
CIVIL AVIATION AUTHORIY OF NEPAL
Prepared By:
BBA 1st Semester
Sec: A
008 Batch
Group A
Anjali
Dipesh
Pawan
Ranjita
Uma

2. Introduction
CIVIL AVIATION AUTHORITY OF NEPAL
(CAAN)
Civil Aviation Authority of Nepal (CAAN) was
established as an autonomous regulatory
body on 31 December 1998 under Civil
Aviation Act, 1996.
CAAN is trying to make international and
domestic air service affordable, comfortable,
safe, reliable and well managed.

3. Tribhuvan International Airport: The lead business center of
CAAN

4. Major objectives of CAAN are as follows:
 To develop and expand civil aviation in Nepal
 To expand aviation services at the national and international level
 To develop air communication and air navigation
 To make air services more secure, reliable and effective

5. The main functions of CAAN are as follows:
 Permitting Airlines operation
 Regulating Air Transport and Civil Aviation Activities
 Constructing, operating and maintaining airports
 Equipping and maintaining airports with necessary communication
and navigational facilities

6. Director General
Specialist Group
Management Group
Aviation Technical Airport Mgmt. &
Services Dev. Directorate
Air Transportation
Air Traffic Service
Directorate
Corporate
Aviation Security
Directorate
Administration
Civil Engineering
Department
Finance
Aviation Safety
Department

7. Objectives of Project Report
 To ascertain the essential skills that should be possessed by a
manager.
 To reveal the importance of interpersonal skill of manager in
motivating subordinates.
 To identify the roles of manager in the context of CAAN.
 To identify the major challenges facing by the manager in
CAAN.
 To know the quality service provided by CAAN.
 To give suggestions on the findings.

8. Importance of Study
 This study develops our habit of working in a group and
making decision jointly.
 The report prepared will be useful for coming batch student.
 The report prepared will be useful for general reader.
 The study helps us to understand the role of manager in an
organization.
 This study helps us to understand about the degree of skill
requirement to a manager level wise.
 The conclusion derived from this report can be useful to the
organization from where the data and information was
collected.

9. Research Methodology
Research Design
 Group is formed by the subject teacher.
 Questions are prepared by group discussion.
 Helps are taken from respective teacher.
 Field visit
Source of data
 Primary data are collected by interviewing Finance Director of
CAAN.
 Secondary data are collected from annual report of CAAN.
Presentation and Analysis of Data
 The collected data have been presented in the form of diagram
and text.
 The data have been analyzed on the basis of different theories
of management.

10. Limitation of Project Report
 Due to time constraint, this study has been conducted in only
one organization in limited period of time. Thus it doesn’t
provide a whole perspective of managerial skill, roles and
challenges in an organization.
 The finding and solution of this report in CAAN doesn’t apply
in all respects in other organizations.
 This project report is concentrated only on the topic
managerial skills, roles and challenges.
 The degree of truth fully depends upon the information
provided by the concerned persons.

11. Managerial Skills
 A skill is defined as “An ability or proficiency in
performing a particular task".
 Managers working at different levels in the hierarchy
require different proportions of managerial skills.

12. Types of Skill required to a manager:
 Technical Skills
 Technical skill is the job-specific and techniques that are
required to perform an organizational role.
 Conceptual Skills
 Conceptual skills involve the ability of the manager to
visualize the organization in its totality and its environment.

13.  Digital skills
 The skills involve the ability to use digital
technologies.
 Human skills
 The skills involve the ability to
understand, alter, lead, communicate, coordinate
and control the behavior of other individuals and
groups.

14.  Diagnostic skills
 Skill that enable a manager to visualize the most
appropriate responds to a situation is diagnostic
skill.
 Political skills
 Political skill refers to the flow of power and
influence inside the managers.

15. Degree of Skill Requirement
Conceptual Skill Diagnostic Skill Political Skill
Top Level
Middle
Level
Lower
Level
Technical Skill Digital Skill Interpersonal Skill

16. Managerial Role
 A role is defined as the expected behavior for a certain
status or position.
 Manager has to play many roles to make management
effective.
 Diagrammatical representation of managerial roles is
as :-

17. Roles of Manager
Interpersonal Informational Decisional
Entrepreneurship Role
Figurehead Role Monitor Role
Leader Role Disseminator Disturbance
Role Handler Role
Liaison Role Spokesperson Resource Allocator
Role Role
Negotiator Role

18. Interpersonal role
 In interpersonal roles, managers develop contracts and build
relationship with people inside & outside the organization.
Interpersonal role consist of:
a) Figurehead role
b) Leader role
c) Liaison role

19. Informational role
 Informational roles are closely related with tasks necessary
to obtain and transmit information.
Informational role consist of:
a) Monitor role
b) Disseminator role
c) Spokesperson role

20. Decisional role
 Decision making involves negotiations and compromises with
competing or conflicting interest.
 Managers develop strategies to deal with such negotiations and
uncertainties and put them into action to attain goals.
Decisional role consist of:
a) Entrepreneurship role
b) Disturbance handler role
c) Resource allocator role
d) Negotiator role

21. Challenges of
Management
 Globalization of Business
 Work force diversity
 Empowerment
 Technology
 Ethics and responsibility
 Global outstanding

22. Major challenges for CAAN
are:-
 To designate an appropriate authority for aviation
security. Expensive safety equipment and
infrastructures at various domestic airports have
been badly affected by terrorist attack.
 Due to lack of financial resources, it is difficult to
have the staff involved in fire-services, participate
regularity in trainings / workshops / seminars in order
to be aware about the changes in technology as well
as to keep them physically fit.

23.  To make efficient use of limited resources and
mobilize new resources.
 Compulsion to operate and maintain airports and
services regardless of the cost effectiveness.
 Appropriate placement and posting of qualified
and trained manpower is not fully exercised.
 Improper planning to train manpower and lack of
identification criteria for training need.
 To improve co-ordination and performance
management.

24. Conclusion
 The skills of manager are the key to success.
 On the basis of level, the degree of managerial skills
requirement and role varies.
 Role of manager is to develop a network of contacts
and relations within and outside the organization.
 Manager has to play various roles as per the situation
to manage in an organization.
 As the time passes there arise numerous challenges.
So, manager should possess the ability to tackle with
those challenges.

25. Recommendation
 There is lack of co-ordination among the various
departments of organization due to which there is
delay in providing effective services to the
customers. So, there must be good relation among
the departments to provide fast and efficient
service to the customers.

26.  There should be the change in rules and
regulations according to the environmental
changes and should be new technology according
to the requirement.
 The employees are not punctual. So, the manager
should pay their attention towards employee
behavior.

27. Special thanks to:
• Our respected teacher Sanjeev Pradhan Sir,
Departmental head of POM of SDC
• The staffs of CAAN who indirectly assisted us to
prepare this report
• Friend Nawa Raj for his help
• At last but not the least, our thanks goes to everyone
who directly or indirectly assist us in making this
project report possible.