Chapt Er 2: Managerial Roles, Functions and Skills

Chapt
er
Managerial 2
Roles,
Functions and
Skills Copyright © 2002, Authors
2– 1 Excel Books
MANAGEMENT text and cases, V S P Rao, V Hari Krishna
2 Managerial Roles, Functions and Sk
Introduction
A manager is effective if he reaches a stated objective and, efficient if
the limited resources entrusted to him are not wasted in the process.
This definition contains five important components they are:
 Working with and through others
 Achieving goals
 Balancing effectiveness and efficiency
 Making the most of limited resources
 Coping with a changing environment
Copyright © 2002, Authors
2– 2
MANAGEMENT text and cases, V S P Rao, V Hari Krishna Excel Books
Who are Managers?

Managers are the ‘coordinators’ and ‘directors’ in the organisation. They
are the individuals charged with examining the workflow, coordinating
efforts, meeting goals and providing leadership.
2– 3
What do Managers do?

Managerial work is characterised by the following things:
 Managers work with and through other people
 Managers are mediators
 Managers are politicians
 Managers are diplomats
 Managers are symbols
2– 4
Ten Facts of Managerial Life

1. Managers work long hours
2. Managers are busy
3. A manager’s work is fragmented
4. The manager’s job is varied
5. Managers are ‘homebodies’
6. The manager’s work is primarily oral
7. Managers use a lot of contacts
8. Managers are not reflective planners
9. Information is the basic ingredient of the manager’s work
10. Managers don’t know how they spend their time
2– 5
Managerial Roles
Managers fill many roles as they carry out the management functions.
These roles can be grouped into three categories:
 Interpersonal roles
 Figurehead
 Liaison
 Leader
 Informational roles
 Monitor
 Disseminator
 Spokesman
 Decisional roles
 Entrepreneur
 Disturbance Handler
 Resource Allocator
 Negotiator Copyright © 2002, Authors
2– 6
Functions of Management
Managers are known by the work they do, the functions they perform.
According to the functional approach, in every organisation managers
perform certain basic functions in order to achieve results. These
functions may be broadly classified into five categories:
 planning,
 organising,
 directing,
 staffing and
 controlling.
2– 7
Skills of an Effective Manager

Planning skills Organising Leading Skills Controlling Decision-
Skills Skills making Skills
Ability to think Ability to analyse Ability to see the Ability to keep the Ability to make
ahead and describe big picture. activities on the good and timely
various desired paths. decisions.
Ability to forecast Ability to
organisational jobs.
future trends. communicate ideas Ability to initiate Ability to devote on
Ability to select, effectively. corrective steps at key, important and
Ability to state
train, develop and the right time. strategic issues.
organisational Ability to inspire
maintain people in
objectives clearly people to do better. Ability to ensure Ability to make
various jobs.
and precisely. control measures right choices and
Ability to inculcate
Ability to define without hurting the pursue activities
Ability to make a sense of
working feelings of that enable the
choices that help in collectivism in the
relationships and employees in a organisation to
realising employees and
authority-flow negative manner. accomplish its
predetermined forcing them to
properly. purposes.
goals. work as a team.
Ability to get along Ability to commit
Ability to set Ability to assess
with changing funds to the best
performance the situation and
situations. advantage.
standards for initiate the needed
measuring and behaviour in an
implementing the appropriate
plans. manner.
2– 8
Levels of Management
The term ‘levels of management’ refers to a line of demarcation between
various managerial positions. In a large organisation, three levels of
management are usually identified:
(i) Top level management
(ii) Middle level management and
(iii) Lower level management.
2– 9
Levels of Management: Differences

Point of Top Level Middle Level Lower Level
Distinction Management Management Management
 Action focus A small group of Act as a connecting link These managers are
policy makers between top and lower in direct contact with
deciding the fate of level people and employees.
an organisation. manage activities of
other managers.
 Representation Chief Executive Functional Heads Section Head,
Officer, President, (Marketing Manager, Supervisor, First-Line
Chairman, Managing Personnel Manager, manager, etc.
Director, etc. etc.) and immediate
subordinates.
 Nature of work They generally spend Middle managers, Generally physically
most of their time compared to active, experience
with peers, outsiders supervisors, are far less frequent interruption,
and to a lesser physically active and far often shift back and
extent, subordinates. more involved in paper forth between tasks
A top manager’s work and meetings. and spend most of
schedule is typically Their job is less hectic, their time with
hectic. more reflective and subordinates and
more frustrating. peers caring for
monetary problems.
2– 10
Managerial Skills
In order to be effective, a manager must possess and continuously
develop several essential skills. Basic types of skills which are needed by
all managers–
 Technical skill
 Human skill
 Conceptual skill
 Design skill
2– 11
Institution Building Skills

Top level executives perform eight key roles while building institutions
of lasting value
 Identity creating role
 Enabling role
 Synergising role
 Balancing role
 Linkage building role
 Futuristic role
 Creating an impact
 Provide superordination
2– 12
Management is an Art of Getting Things Done

Through People
One unfortunate version of management that has gained wide currency
among management thinkers and practitioners is that management is the
art of getting things done through others. If we were to examine the
statement from close quarters, three things clearly emerge:
 Management means getting things done
 Use authority
 Results through people
2– 13
Management Deals with Ideas, Things and People

 Management is concerned with ideas, things and people
 Generating ideas: the creative process in management
 Getting things done: managing resources
 Managing people
2– 14
Management is ‘The Art of Muddling Through

Situations’
Situations quite often determine managerial actions. Different situations
call for different approaches. There is no single (best) way of solving a
problem. Because tasks and people in organisations differ, modern
theorists argue that the method of managing must also differ. The
choice of a particular way of managing largely depends on the nature
of the job, the people involved and the situation. Therefore, managers
should diagnose the situation thoroughly and adapt to meet the
conditions present.
2– 15

Chapt Er 2: Managerial Roles, Functions and Skills

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Chapt

Copyright © 2002, Authors

Who are Managers?

Copyright © 2002, Authors

What do Managers do?

Copyright © 2002, Authors

Ten Facts of Managerial Life

Copyright © 2002, Authors

Copyright © 2002, Authors

Skills of an Effective Manager

Copyright © 2002, Authors

Copyright © 2002, Authors

Levels of Management: Differences

Copyright © 2002, Authors

Institution Building Skills

Copyright © 2002, Authors

Management is an Art of Getting Things Done

Copyright © 2002, Authors

Management Deals with Ideas, Things and People

Copyright © 2002, Authors

Management is ‘The Art of Muddling Through

Copyright © 2002, Authors

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