MANAGERIAL SKILLS

CONCEPTUAL

HUMAN

TECHNI
CAL
Who are Managers?
• S. Ghoshal and C. Bartlett (1999). In contrast to the
hierarchical relationship among layers of
management and managers and employees, in the
contemporary view, top managers support and serve
other managers and employees (through a process
called empowerment), just as the organization
ultimately exists to serve its customers and clients.

• Empowerment is the process of enabling or

authorizing an individual to think, behave, take
action, and control work and decision making in
autonomous ways.
Type of Managers?
Both the traditional and contemporary views of
management, feel need for different types of managers:

1. Top managers are responsible for developing the

organization’s strategy and being a steward for its
vision and mission.

2. Functional managers are responsible for the efficiency

& effectiveness of area such as accounting/marketing.

3. Supervisory or team managers are responsible for

coordinating a group of particular function or a team
composed of members of the organization.
Type of Managers?
4. Line manager leads a function that contributes
directly to the products or services the organization
Eg, Line manager, often called a product/service
manager, is responsible for the production, marketing,
and profitability of product line. (Tide detergent).

5. Staff manager, in contrast, leads a function that

creates indirect inputs.
Eg, finance and accounting are critical organizational
functions but do not typically provide an input into the
final product or service a customer buys; instead, they
serve a supporting role.

• (Above is also the distinctions between line & staff managers).

Type of Managers?
6. A project manager has the responsibility for the
planning, execution, and closing of any project.
Eg, In construction, architecture, consulting,
computer networking, telecommunications, or
software development.

7. A general manager is someone who is responsible

for managing a clearly identifiable revenue -
producing unit, such as a store, business unit,
or product line. They must make decisions across
different functions and have rewards tied to the
performance of the entire unit (i.e., store, business
unit, product line, etc.).
Type of Managers?
• General managers take direction from their top
executives first understanding the executives’
overall plan for the company.

• Then they set specific goals for their own

departments to fit in with the plan.
Eg. Increase product lines and phase-out the other.

• General managers must describe their goals clearly

to their support staff.

• The supervisory managers ensure that the goals are

met.
 Managers need 3 skills (Robert Katz )
• Technical skills are job-specific knowledge and
techniques needed to proficiently perform specific tasks.

• Human skills are the ability to work well with other

people individually and in a group.

• Conceptual skills are the ability to think and to

conceptualize about abstract and complex situations.

These skills reflect a broad cross-section of the

important managerial activities that are elements of
the 4 management functions
Technical Skills
A persons’ knowledge and ability to make effective
use of any process or technique constitutes his
technical skills.

For eg: Engineer, accountant, data entry operator,

lawyer, doctor etc.
Human Skills
An individuals’ ability to cooperate with other
members of the organization and work effectively
in teams.

For eg: Interpersonal relationships, solving

people’s problem and acceptance of other
employees.
Conceptual Skills
Ability of an individual to analyze complex
situations and to rationally process and interpret
available information.

For eg: Idea generation and analytical process of

information.
Manager’s Roles
• Interpersonal role

• Informational role

• Decisional role
Interpersonal Role
• Figurehead - ethical guidelines and the principles
of behavior employees are to follow in their
dealings with customers and suppliers

• Leader - give direct commands and orders to

subordinates and make decisions

• Liaison - coordinate between different departments

and establish alliances between different
organizations
Informational Role
• Monitor - evaluate the performance of managers in
different functions

• Disseminator - communicate to employees the

organization’s vision and purpose

• Spokesperson - give a speech to inform the local

community about the organization’s future
intentions
Decisional Role
• Entrepreneur - commit organization resources to
develop innovative goods and services

• Disturbance handler - to take corrective action to

deal with unexpected problems facing the
organization from the external as well as internal
environment

• Resource allocator - allocate existing resources

among different functions and departments

• Negotiator - work with suppliers, distributors and

labor unions
Types Of Managers
• FIRST-LINE MANAGERS - often called supervisors
stand at the base of the managerial hierarchy

• MIDDLE MANAGERS - heads of various departments

and organise human and other resources to
achieve organizational goals

• TOP MANAGERS - set organizational goals,

strategies to implement them and make decisions
Role of Manager as per Mintzberg
What Make Managers Successful?
• Hard work
• Smart work
• Patience
• Out of box thinking
• Reading and acquiring knowledge
• Ethical consciousness
• Collaborative relationship
• Perseverance
Principle No. 2: The Types and Roles
of Managers within the Organization
• Organizational structure is important in driving the
business forward.

• Organizations contain front-line, middle, and top

managers. Above the top management team are a
CEO and a board of director levels. All of these
management roles have specific tasks and duties.

• “A managerial role is the set of specific tasks that a

manager is expected to perform because of the
position he or she holds in an organization.”
Principle No. 2: The Types and Roles
of Managers within the Organization
• Henry Mintzberg’s model points out that there are
three main roles all managers play; they are decisional,
interpersonal, and informational.

• In decisional role, managers can perform in an

entrepreneurial manner, as a disturbance handler,
resource allocator or negotiator.
• In interpersonal role, managers may be figureheads,
leaders, and liaisons.
• In informational role, they monitor, they are
disseminators or spokespersons, sharing information.
Thank you