What is Manager

Manager in an organization is a person responsible for entrusted organization unit or other

defined area. The managers task is to manage, i.e. to plan, to lead, to organize, to make
decisions and to control people, processes and other resources in assigned responsibility within
the organization.
The term manager in an organization is the position responsible for designated organizational
unit or other defined area (such as project or risk area). The managers task is to manage, i.e. to
plan, to lead, to organize, to make decisions and to control people, processes and other resources
in assigned responsibility within the organization.
Based on the scope of assigned responsibility and a position in organizational structure can
roughly managers in line organizational structure divide into:

Senior managers (also known as top management, C-level) - the scope of their
responsibility is at the level of the entire organization or business. The top manager can
also be called a director. These include:
o Director of the company, especially for large companies it is used a term
Director General (also uses the acronym CEO Chief Executive Officer),
usually other managers at the level of directors are subordinate to him
o Director of Finance, also uses the acronym CFO (Chief Financial Officer)
o Director of Operations, also uses the acronym COO (Chief Operations Officer)
o Director of ICT, also uses the acronym CIO (Chief Information Officer)
o Director of Personnel, also uses the acronym CHRO (Chief Human Resources
Officer)
o Director of Business, also uses the acronym CSO (Chief Sales Officer)
o Depending on the complexity and structure of the organization there may be other
top managers on the director level, for example CTO (or technical director,
production director), plant manager or branch manager, regional director, etc.
Midline managers (also known as middle management) - the scope of their
responsibility is at the level of larger organizational units or an area that goes across the
organization. For smaller organizations, the rule is that top management is only
composed of the director and all other positions listed above are at middle management
level. Typically, middle management in larger organizations is made up of:
o Head of Section, Head of department for line organization structure
o Quality Manager
o Risk Manager
o Safety Manager
o Manager of Development
o and others
First-line managers - a scope of their responsibility is at the smallest organization unit
or assigned area. Examples of first-line management are:
o Product Manager
o Logistics Manager
o Marketing Manager
o Service Manager

o
o
o
o
o

Facility Manager
Building Manager
Accounting Department Manager
Warehouse Manager
and others

In addition to these line managers there are still other types of managers, whose responsibility is
made otherwise. For example, staff managers are responsible for staff departments or project
managers are responsible for the project and they are typical for matrix organizational structure.
Each manager must meet the appropriate level of managerial skills and can act in
moremanagerial roles.

Managerial Roles
Mintzberg's observations and research indicate that diverse manager activities can be organized
into ten roles. For an important starting point, all ten rules are vested with formal authority
over an organizational unit. From formal authority comes status, which leads to various
interpersonal relations, and from these comes access to information, which, in turn, enables the
manager to make decisions and strategies.
The ten roles are divided into three categories: interpersonal, informational, and decisional.

Three of the managers's roles involve basic interpersonal relationships:

* The figurehead role. Every manager must perform some duties of a ceremonial nature (e.g.,
the president greets the touring dignitaries, the sales manager
lunch). These

activities are important to the smooth functioning of an organization.

* The leader role. This role involves leadership

for

takes an important customer to

directly (e.g., the manager is responsible

hiring an training his own staff). The leader role encompasses relationships with

subordinates,

including motivation, communication, and influence.

* The liaison role, in which the manager makes

contacts inside and outside the

organization with a wide range of people: subordinates, clients,

government, trade

organization officials, and so on.

business associates,

Informational Roles
The processing of information is a key part of the manager's job. Three roles describe the
informational aspects of managerial work:
* The monitor role. This role involves seeking current information from many sources. For
example, the manager perpetually scans his environment for information, interrogates liaison
contacts and subordinates and receives unsolicited information.
* The disseminator role In their disseminator role, managers pass information to other, both
inside and outside the organization.
* The spokesperson role. In their spokesman role, managers send some of their information
to people outside the organization about company policies, needs, actions, or plans.

The manager plays the major role in his unit's decision-making system. Four roles describe the
decisional aspects of managerial work:
* The entrepreneur role. In his entrepreneur role, managers search for improvement his
unit to adopt it to changing conditions in the environment.
* The disturbance handler role. This role involves responding to high-pressure disturbances.
For example, manager must resolve conflicts among subordinates or between manager's
department and other departments.
* The resource allocator role. In their resource allocator role, managers make decisions
about how to allocate people, budget, equipment, time and other resources to attain desired
outcomes.
* The negotiator role. The negotiations are duties of the manager's job. These activities
involve formal negotiations and bargaining to attain outcomes for the manager's unit
responsibility.
These ten roles are not easily separate: "No role can be pulled out of the framework and the job
be left intact". However, this description of managerial work should be important to managers:
"...the managers' effectiveness is significantly influenced by their insight into their own work" (L.
Gulick).

!"
#$ %& %
&./ %) + ! )* &0 * !" % , ' . * + &0 &, )!
. !1
)* ! ! !& . % 0! " &"# %) & )* . ! ! &, (* ) )* $ !
0!) %& - )* ) , %)! " &"# '& &) " % +
. * + &0 (*
! )* )* ! )* $ . # + )& .
# +
,#0 % )1 *0! )* 0 ' !) ' &, *0
" % ") &
" % ") & ! "& ) ) + &0! %) + ) ! 1

!
/&
! ,
% ")0 # %%0 %$ ) " !& # (& 3
.
.&0) )
) ' . * + &0 1 * ,&
!
&)
. ! !*
! # & &)
. ! !*
& )#
" &.# ! &, )* &
- )&
)
' ( ## 50
!" % ") & ! 0!0 ##$ # '! )& !)
' # )& ! '

###$$$
666111
. ! ! &, ! # %) & ) !) ) + (! )*
&, )* ,&
)& !+ 0
'
3 )* ! # %) & ' % ! & 1

' ( )* )* %* +
) &, &
- )& #
% ") & ,, %)! )* &0)%&
&, . * + & 1
1
%
0 ' !) ' . * + & )*
!
,0# 0!0 ##$ ( ## &) ,#0 % )*
)*&0 * , %)0 ##$ %& %) & & 2 !) ) ( ##
" ) %0# #$ &
- ) & # ! ))

# ) & !* "4
- )& !
) ' ' )&
)* &
- )& #
' )& 3 &( (* )* &
!) %& " ) .# " % ") & !1 , )* $ '& &) )*
,,& )! )&
3 " % ") & ! & %& " ) .# 1
$* +
!0#) )& &" %& ,# %)
& " &"# 1

"

4
- ) & ! )$" % ##$ ! # %) (
"#&$ ! & )*
+ (! &, )* ""# % )!7 . %3 &0 '!1
$ !) % ! 0%*
!
!0./ %) )&
$ &, )* " % ")0 # " &.# ! (* )* $

* "" ! # &, !0.& ' ) !7 " ,&

% * *#$ ,, %) ' .$ )* %%0 %$
&,
7! " % ") & !1 *
/&
! &, %& %
48 9
!
$ * + ) ' % ! )&
"&! ) + #$ + #0 ) !&
"#&$ ! . % 0! )* $
. )) # 3 ' &
& , +& ' ) !3! &
" ) %0# #$ &) % .# 1 8 9
% 0! &, * #& ,, %) " ,&
% + #0 ) & ( ## . ,, %) ' '+ ! #$1

%
:
& ! #, %%0 ) #$

"

&

;
))
0)0 # ) 0!) . ))

")! % .
) " !&

' )& * + . )) " % ") & 4 9

% +
# ) %) & &" %&
1 ( )* &)* !1 9 *

! #, %& % ")1 9 + "&! ) + )) )0' !1 9

"* ) % "0)) $&0 # ! &)* ! !*& !1 9
+& ' %&
& " % ")0 # ' !)& ) & !<* #& ,, %) !) &)$"
, !) " !! &
)%1 9
&
0 % )
& &" #$1

% ") &
&' #!
# ) ' )& )* " % ") & &./ %) + ! ' )* " % ")0 # ! )
0" )& %* + &./ %) + !1 & '#$ !" 3
" % ") &
&' #
$ . ! # %) ' , &
& )* ' % ! &
3
&' # )* ! ) !,$
&' #
"# % ) , +& )
&' # ' )* )0 ) +
&' #1 %* * ! )!
!" %) + '+ ) !

&
;

' %!&
2 &"#

' ,,
) )$" ! &, )* ! 4
=
4 * &") 3
&' # !!0 ! )*
) & # )$ & #! ' " ,
% ! ,&
+
) )* , # %*& % &,
)* &0) %&
1 ) & # )$ !!0 ! )* ) " &"# " , %& ! !) %$ ' + #0
2 - 1
#& % # ' &./ %) + &
) ' 1 * $ 0! )* !) "! &, &") - )& ! # %) )* . !) ##) ) + 1

'
=
!) 4 #)
)+ !
' + #&" ' ' ,,
) ,& !1
4 *
#)
)+ !
+ #0 ) ' ! " )* ( *) ' % )
1 ,,
) #)
)+ !
# ) ' '
3 '1
* #)
) + * + )*
2 0 ( *)! ! ) ' ! )* . !) ' + )* . !)
31 * ' % ! &
)*0!
+ ' + !
2 0 + #0 & &") - ! )* 0! ! &, !&0 % !1

% "
&
:
;
' + '0 #! )* 3 . ,& )* $ %) )* &(
'
)*&'1 * $ ,&##&( )* ! "# ' % ! &
3 1 * $ %& ! ' )* ' % ! & )* . !) . % 0! )*
' %!& !) 3
! " )*
' + '0 # &0)#&&31 ! "# ' % ! &
3 " &% !! ! 0! ' .$ )*
/& )$ &, )* " &"# 1
) !! " & ") !!
)*0! !
)) )0' ! " ,
% ! ' '0% ) & * +
) ,#0 % & )* ' + '0 #7! ' % ! &
3 " &% !!1

&
;

* ' %!&
3 " &% !! +&#+ ! )* % # %& ! ' ) & ! (* %*
0) # )
%& ! !) ) ' /0!)1 ) # )
!
, ! )& )*
) !) &&' ,& )*
) !) & &,
" &"# 1 & #! # 3 " &'0%) + )$ " &, ) . # )$ %& & $ ' ,, %
%$
%& ! ' ' 0 ' )* )* % #
' %!&
3 " &% !!1 * ! ' % ! & * +
& # !0""& ) ' #& # !) , )0 !1 )* %! '
%0#)0
,#0 % )* ' % ! &
3 " &% !! ) + $ !)
)* ) ! !% )
)*
'! ,& ' % ! & !

' ) , % ) & &, ' % ! & % )

##&% ) & &, ( *) )& )* % )
' + #&"
) &, )*
+ #0 ) & &, )* #)
) + !1 *
'! ' )) )0' !
' + #&" ' ! " )* )* %!
!&% )$1

#)
)+ !
' %0#)0 &,

)
* ! ) !,$
' .&0 ' ' ) & # )$ &' # ! 0! ' )&
+
* " &"# , % %& "# 2 " &.# ! )* $ 50
) # !) )*&! !&#0) & ! (* %*
0 # + #1 ## )* " &.# !
#$- ' )* %& "# 2 ) !
0 ' !)&&'
,& ( ' ,& %& !" %0&0! %*& % 1 )* ! ( #&&3 & #$ )*&! #)
) + (* %*
!
!0,, % )1 ) %& ! ' ! & #$ ! "#
' # ) ' &' #!1 * ) ! & #$ 0! ,0# ' ""
0! ' ,& !&#+ " &.# !

) !0 ) .# ' % ! & !1
$ ! ) !,$ )*
)&
' !&#0) &
"0)
) !, %)& $ '
& %* .# ' % ! & !

% "
:
#)
)+ !
'
#)
) + ! ! )*
, )* ! #)
)+
#)
)+ !
'

"

)* ! &' # )* " &.#

! , !) ' ) , '1 *
,)
"# % ) , +& )
+ #&" ' )& , ' )*
50 ' !&#0) & !1 +&#0) & % )
)& /0'
%* ' + $
, +&0 )
' + #&" '1 ! )* % )
)* #)
)+ !
'0% ' )& #&(
&1
! '& &) ,0#, ## )*
50
)! &, )* ' % ! & ! )*
(
"# % ) , +&0 )
+ #&" ' + #0 ) ' ' ! # %) ' ! " + &0!1

:
*
"# % ) , +& )
&' # + ! . )* )& )*
:
(* %* . # + !
& 7! &( ' % ! & ! ! , +& .# 1 ) 50 ! +
+ #0 ) & &, )* #)
) + ! )0 ) & ! %& ! ' '
)* . !) % ) & )& ! # %)
#)
) + ! )* . !) #)
) + !&#0) & )& )* " &.# 1 )0 ) & !
& 7! &(
, # & ! 2)* ! ! ) ' " '! & &( 2"
%
' 3 &(# ' 1
$' %!& !
) 3
) )* 0 %& !% &0! # + # &, )*
'
+ $ 0! ,0#1 )0 ) + ' % ! & ! !0#) , & 50 %3 ' % ! &
3 " &% !! ! #)*&0 * )* $
&) #( $! ' " ' .# 1 *
) !*&0#' ) & ##$
+ #0 ) )0 ) + ' % ! & !1