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Managerial Roles
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Management ensures that these resources are
combined into a total system to accomplish an
objective. It is a process of deciding:
How many people are to be economically
employed,
What kinds of people to assign to what jobs,
How much money to spend on specific problems,
What kinds of activities to perform first and what
to perform last,
How much time should be spent on one activity,
and
Who are the customers and whether they are
satisfied with its products and services.
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Management is what managers do.
Managers perform functions: Planning,
Organising, Directing, Controlling.
1. Planning: analyzing situation, setting goals,
devising a systematic process for attaining the
goals of the organization. It prepares the
organization for the future. What / How /
When / Who / Where / to do with What
resources?
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3. Directing / Leading: Move to action.
Communicating, influencing and
motivating people. Guiding, supervising,
coordinating, motivating, leading, and
overseeing of employees to achieve
organizational goals. Developing,
instructing, and helping maintaining a
work environment within which the
members want to perform the best.
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4. Controlling: monitoring organizational
performance. Verifying that actual
performance matches the plan. If
performance results do not match the
plan, corrective action is taken. 1, 2, 3
do not assure that the undertaking will
be a success.
How well should work be done?
How well is it being done maintaining
organizational performance?
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Manager
People who manage other people and resources are
called managers. A manager is a person who is
responsible for running a particular section, or a
business or an organization. Without her/his leadership
‘the resources of production’ remain resources and
never become production. A manager has:
Targets to achieve
People to manage
Tasks to perform
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Exercise – Types of Manager
Now, place a mark on the line below to indicate
where you think you are on the continuum
between the two.
Doer …………………………...Developer
Most effective way of Want someone
getting the job done for a more
on time senior position
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Types of Manager
Doer Developer
Performing tasks and Enabling the team to
achieving targets perform tasks and achieve
Do not like delegating, targets
prefer to lead by Delegate as much as
example possible to have time for
Doing as much as can strategic functions
Do not invest time in Motivating and supporting to
developing the take increasing responsibility
capabilities of their
Invest considerable time in
people developing the capabilities of
people
Depends on several factors: nature of work, capabilities of people,
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organisational culture, own preferences, etc.
Traditional vs. Entrepreneurial
Manager
Traditional Manager Entrepreneurial Manager
• Tries to avoid mistakes • Is wiling to make mistakes in order
• Postpones recognizing failure to learn
• Agrees with those in power • Admits mistakes and moves on
• Wants to please top management • Gets those in power to be
• Likes the system and sees it as committed to what should be done
nurturing and protective • Wants to please sponsors,
• Works out problems by working customers and staff
within the system • Dislikes the system and learns
• Utilizes the hierarchy as a basic how to manipulate it
power differentiation between • Works out problems by learning
levels how to bypass the system
• Uses the hierarchy as only a tool
for getting things done more
efficiently
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Levels of Managers
Supervise
Others
Top
Managers
Middle
Managers
First-Line
Managers
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What is a Role?
A role is a set of
responsibilities organised
(or a pattern of behaviours
used) to produce specific
outputs related to a specific
function/ position.
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Exercise: Managerial Roles
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The Managerial Roles - Henry Mintzberg
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A. Interpersonal Roles arise directly from the formal
authority the manager has and involve interpersonal
relationships.
1. Figurehead role
The manager performs ceremonial and symbolic duties by
virtue of his position. They include: receiving dignitaries,
attending parties, visiting the sick employees, etc.
2. Leadership role
This role is particularly performed by heads of units or
departments. As heads managers are responsible for the
work of people in that unit. As a leader he gives directions,
appraises performance, correct mistakes, disciplines staff,
motivates subordinates, determines rewards and
punishments, etc.
3. Liaison role
The manager ensures contacts with other units and
outside agencies on behalf of own unit. He works more as
a public relations officer.
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B. Informational Roles. Due to his status and contacts the
manager gets to know a lot of information which may not be
available to his subordinates. This information he uses in a
variety of ways for the effective functioning of his unit.
4. Monitor
As a monitor of information, the manager scans his environment
for information. As a monitor of information he is continuously
keeping his ears open for all sources. Typically, this is done by
reading papers and talking with others.
5. Disseminator
After having acquired information, the manager also passes this
information relatively to his subordinates, superiors and
colleagues.
6. Spokesman role
The manager represents his unit and its problems in different
forums. As a spokesman, the manager presents the problem of
his unit to others, and presents information to others who control
his unit and so on.
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C. Decisional Roles. By virtue of the position and authority vested in
him, a manager is continuously making decisions dealing with the
unit's strategy, allocation of resources, solving problems, etc.
7. Entrepreneurial role
The manager seeks to respond to the changing conditions of
environment. He is constantly looking for new ideas and initiating
development projects.
8. Disturbance handler
He responds to pressures and crisis situations.
9. Resource allocater
This role involves the allocation of resources: human, physical,
financial and other forms of resources to get things done. Allocation
of his own time and powers are important dimension
10. Negotiator
The manager is carrying on negotiations with external as well as
internal agents. The negotiator role is very important as the
manager's capability to negotiate determines the unit's performance.
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Category Role Activity Examples
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Managerial Skills
Skill is the knowledge and ability that
enables one to do a job very well.
Managers need to develop different
skills in order to perform their duties
effectively. There are some basic skills,
which all managers should possess.
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Exercise: Managerial Skills
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Managerial Skills
Robert Katz identified three types of skills to make a manager
effective: technical, human and conceptual.
1. Technical skills involve an understanding of, and
proficiency in a specific kind of activity particularly one
involving methods, processes, procedures and techniques.
2. Human skills reflect the ability of a manager to work
effectively as a team member and build cooperative effort
within the team he heads. Human skills deal with working with
people.
3. Conceptual skills involve the ability to see the enterprise
as a whole. It includes recognising how the various functions
of an organisation depend on one another and how changes
in one part affect all the other parts and it extends to
visualising the relationship of the individual business to the
organisation, the community and the political, social and
economic forces of the nation as a whole.
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Management Skills
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- Robert Katz
Managerial Skills-detailed
• Communication • Time Management
• Leadership • Managing Discipline
• Listening • Motivation
• Delegation • Managing conflict
• Critical Thinking • Managing meeting
• Trustworthy • Managing diversity
• Decision Making • Maintaining integrity
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Key Managerial Competencies
A competency is more than just knowledge and
skill. It involves creative abilities to meet complex
demands of society and organisations by drawing
on and mobilising psychosocial resources
including attitudes, motivation and values which
an individual must possess in order to produce the
outputs for his/her roles in a particular context.
Job competency describes the underlying
characteristics of an individual that drive behaviour
leading to superior performance in a job.
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Exercise: Key Competencies
What are key competencies
of a manager?
A competency is a generic knowledge,
motive, trait, value, bahaviour, self-
image, social role or skill of a person
that is usually related to superior
performance on a job, such as:
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Leadership / Self Management
Decision Making
Personal Effectiveness- Integrity, Interpersonal
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Exercise: Personal Qualities
What are Personal Qualities of a
Manager?
A manager must:
Be a professional- integrity, courage, imagination,
commitment…
Know oneself, job, organisation and human
nature- needs & emotions
Do directing, implementing, monitoring
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Character – the ‘thought man’, the
‘action man’, the ‘front man’
Capacity to judge upon relevant advice
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Successful Manager
Needs knowledge of all factors
that he has to manage and all
that is beyond, which directly or
indirectly impinge on his micro
environment
Is impartial
Creates conducive work
environment
- Geeta 39
Managing and leading endeavors
ManagersLeaders
Handle things Inspire people
Maintain stability Force change
Emphasises process Emphasises people
Define procedures Create vision
Solve today's problems Seek tomorrow's opportunities
Use their heads Listen to their hearts
Get people to do things Get people to want to do things
Count beans Win wars
Asks how and when Asks what and why
Directs Motivates
Surrender to context Conquer context
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Examples of managing and leading at
the same time:
Activity Managing Leading