Types of Managers

Problem-Solving Manager
• Process of finding a solution to a problem or challenge.
• Focuses on achieving goals
• Tends to overwork
Pitchfork Manager

 Manage with a heavy and often controlling hand

 Uses threats and fear tactics
Pontificating Manager

 Can talk to anyone and immediately make people comfortable

 Friendly
 Do not follow any strategies
 Unprepared
Presumptuous Manager

 Assertive and confident individuals

 Focuses on themselves
 Put their personal needs and objectives above others
 Breeds unhealthy competition instead of cooperation
Passive Manager

 Parenting Managers or Pleasing Managers

 One ultimate goal is to make their team and coworkers happy
 Timid and passive in their approach
 Often lacking the respect they need from their employees
 Avoids confrontation
Perfect Manager

 Open to change and innovation

 Never get to experience the benefit of consistency
  Focuses more on facts and figures
 Lacks people skills
Proactive Manager

 Encompasses all the good qualities that the other types of managers
possess
 Ideal manager or ultimate manager
General Managers
• They're the top dogs, overseeing everything that goes on in an
organization or a major division. They're the ones setting the big
goals, making those strategic decisions, and keeping the whole ship
sailing smoothly.
Functional Managers

 These folks specialize in specific areas like HR, finance, or marketing.

They're the go-to experts for their departments, handling all the nitty-
gritty details.
Project Managers

 These are the project wizards. They plan, execute, and close out
specific projects, making sure everything stays on track, on time, and
within budget.

Levels of management
 This three levels of management in most organizations are Upper-
level management, mainly responsible for overseeing all operations,
Middle-level management, responsible for executing plans and
policies, and Lower-level management, responsible for direct task
execution and deliverables.
Upper Management

 Also called “Senior Management” where Managers in this level have

titles such as Managing Director,Chief executive Officer, Chief
 Operating Officer, Executive Vice President, and Chairman of the
Board.
 This also includes associate directors and assistant directors in the
large libraries. They are responsible to set policies for the entire
organization and are responsible for its overall management. They act
as leaders and have wide powers as wells responsibilities.
 Upper management, is also an individual or team responsible for
company growth and profit. They develop strategic plans and make
primary decisions within an organization, such as what products they
sell and their company mission.
Middle Management

 Middle management is the intermediate management level of a

hierarchical organization that is subordinate to the executive
management and responsible for ‘team leading’ line managers
and/or ‘specialist’ line managers. Middle management is
indirectly (through line management) responsible for junior staff
performance and productivity.
 Unlike line management, middle management is considered to be
a senior (or semi-executive) position as middle managers are
authorised to speak and act on behalf of the organisation to line
managers, junior staff and customers. In this level of management
are included division, plant and department managers.
 Middle management also refers to managers who are below the
top level of management, and who are responsible for controlling
and running an organization rather than making decisions about
how it operates
 EXAMPLE;
 In large companies, middle managers are typically department
heads, such as finance, IT, HR, marketing, and sales managers,
who report to upper management. However, in a very large
business, there may be a C-suite, as well. For example: A vice
president (VP) or senior vice president (SVP) reports to C-suite
management.
Lower Management
  Low-level management, often referred to as first-line or front-line
management, is the branch of management responsible for overseeing
the day-to-day operations and activities of a specific department,
team, or group of employees within an organization. These managers
are typically the closest to the frontlines of production, service
delivery, or task execution. Their primary focus is on ensuring that
tasks are performed efficiently and effectively to meet the
organization's goals and objectives.

 Lower level management consists of positions such as foremen,

superintendents, supervisors or section officers. They are responsible
for communicating with those in middle management positions and
can be responsible for overseeing the day-to-day operations of a
particular branch or department of a larger organization.

 One of the important skills lower level managers need is the planning
of day-to-day activities and effectively supervising the employees.
They play a crucial role in implementing routine activities and
realizing the desired daily goals.

 Lower level management also consists of positions such as foremen,

superintendents, supervisors or section officers. They are responsible
for communicating with those in middle management positions and
can be responsible for overseeing the day-to-day operations of a
particular branch or department of a larger organization.

Interpersonal Management Roles

 Interpersonal management roles are key functions that managers
perform to interact effectively with their teams and stakeholders.
 They are fundamental for building trust, fostering collaboration, and
achieving organizational goals.
Figurehead

 Symbolic duties performed by managers within the organization.

 Examples: Representing the company at public events, acting as role
models, and maintaining organizational identity.
Leader Role

 Guiding and inspiring teams toward common goals.

 Responsibilities include: Motivating, coaching, and setting the
organizational culture and values.
 Examples: managing a study group, coaching a sports team, being
elected onto a council team, and being a role model to younger or less
experienced people.
Liaison Role

 Establishing and maintaining relationships within and outside the

organization.
 Examples: negotiating with others, getting people to understand
others' points of view, and understanding their parent business and
how it impacts its stakeholders.
Importance of Interpersonal Management Roles

 Building trust and rapport - Rapport is the foundation of great

workplace relationships because it facilitates collaboration, unlocks
mutual trust, and enhances your communication skills.
 Effective communication - is a key factor to ensure that the situation
is resolved in a respectful manner.
 Proper conflict resolution - To be better equipped to learn from and
teach others in both professional and personal realms.
 Inspiring innovation and creativity - Being creative and innovative
helps you to solve different types of problems and create unique
solutions.
Conclusion

 Interpersonal management roles are crucial for organizational success.

This covers behaviors and responsibilities related to interactions with
employees and other stakeholders.
 Effective interpersonal roles lead to motivated teams and a positive
work environment.

Informational Business Management

  Experts in information technology (IT).
 They are IT experts with interpersonal communication skills.
 They work within organizations to manage the flow of data and
improve processes.
The monitor

 Seeks and receives information from various sources

 Evaluate the organization's performance, well-being and situation
Information system manager

 Manage the day-to-day operations of the information system within

the organization
 Handles the implementation and maintenance
Data analyst

 Responsible for collecting data to provide insights to help with

decision making.
 They use statistical methods to uncover patterns and trends within the
data.
The spokesperson

 The manager relays to other groups and entities outside of the

company.
 Represent the organization during interviews.
Knowledge manager

 Responsible for sharing knowledge within the organization

 They develop and implement knowledge management strategies to
share and collaborate among employees
 They may also train mentor employees on knowledge management
practices.

Decisional Management
  Decision making is the basic activity of the management. The decision
making role of the management is the ‘heart’ of the executive
activities in the organization. Making decisions is a matter of a huge
responsibility for the managers not only for the organization itself, but
also for the employees and other stakeholders, as well. Decisions set
the tone for the entire organization in terms of image, profits and
customer service.
5 Reasons why Decisional Making is important to the Organization
Management
Effective decision making as a manager helps to achieve their team goals,
such as increasing sales, expanding into new markets, or improving customer
satisfaction.
Conflict resolution can arise in any workplace, and effective decision-making
by managers is crucial for conflict resolution. Whether it is a dispute between
employees or departments, managers must be able to make fair and effective
decisions to maintain a positive work environment and avoid negative
consequences.
Problem-solving - Managers must effectively identify and solve problems
that arise in their work. They can address issues such as reducing costs,
improving efficiency, and addressing customer complaints by making
informed decisions.
Problem-solving helps maintain a positive work environment and increases the
team’s overall success.
Opportunity identification - Good decision-making skills enable managers
to identify opportunities for their team to grow and succeed. This could
involve entering new markets, launching new products, or investing in new
technology. Improve competitiveness.
Allocation of resources - Effective decision-making as a manager is crucial
for properly allocating resources, including time, money, and personnel, to
achieve their team goals. Managers must weigh the costs and benefits of
different options and choose the best action to maximize the return on
investment.
Decisional Management Roles by Mintzberg's Management Roles
Entrepreneur - As a manager, you create and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
Disturbance Handler - When an organization or team hits an unexpected
roadblock, it's the manager who must take charge. You also need to help
mediate disputes within it.
Negotiator - You may be needed to take part in, and direct, important
negotiations within your team, department, or organization.
Resource Allocator - You'll also need to determine where organizational
resources are best applied. This involves allocating funding, as well as
assigning staff and other organizational resources.

Environment Scanning, Defined

Environmental scanning is the actual monitoring and evaluation of
information from the external and internal environment of a business
organization. The information is then provided to the key people to guide the
organization in its business operations and in preparing for target market
operations. Scanning can be considered as a form of early-warning tool that
allows managers to look into the future. There are three modes of
environmental scanning.
a) Ad hoc environmental scanning – applicable only during a crisis
situation. It is used to determine whether a problem is either external
or internal.
b) Regular scanning – done at least once a year or at regular intervals.
c) Continuous scanning – refers to the continuous collection of data on
a broad range of environmental factors and as continuous learning
 done to monitor the components of an organization’s internal
environment.
Strategic Planning: SWOT and PEST Analyses
To adequately deal with the forces of the external environment, managers and
decision-makers apply certain techniques in gathering and analyzing
information and subsequently conducting strategic planning. Strategic
planning techniques such as SWOT and PEST analysis consider the elements
of a firm’s internal and external environment in formulating business plans
and decisions. SWOT analysis is primarily used to analyze the
microenvironment, while PEST analysis is conducted to address the firm’s
macroenvironment.
SWOT Analysis
SWOT analysis is a technique that identifies the Strengths, and Weaknesses of
a company, as well as the Opportunity and Threats business faces. Strengths
and weaknesses are part of the company’s internal environment while the
opportunities and threats are part of its external environment.
Strengths – companies’ capabilities and resources that are used to generate
economic value and competitive advantage. Strengths may include being a
market leader, having a good brand image, providing quality products and
services, and having a good reputation in the business. (What does your
company do better that others?)

Weaknesses – attributes of the company that need to be improved and

changed. Examples are lack of access to technology, limited distribution
channels, poor location, lack of facilities and equipment, and poor
transportation. (What aspects of your company need to be improved)

Opportunities – factors or events that can give a positive impact to the

company if properly addressed. Opportunities may be projected, others occur
unpredictably. This may come in different forms like new market, potential
profits, additional sources of raw materials, increased purchasing power of
consumers, better location, and new users and consumers. (What
trends/conditions can positively impact your company)
Threats - external factors which intends to diminish the level of the
company’s performance. These are trends, changes, or movements over which
the company has no control but should be addressed to maintain its status in
business. Examples are increase in the price of resources, entry of new
competitors, and high inflation rates. (What trends/conditions can negatively
impact your business)
PEST Analysis
PEST analysis is a method used in analyzing, the Political, Economic, Social
and Technological forces affecting the company. This technique focuses on
the factors that define the macroenvironment.

Political-legal  unemployment laws

Factors
 product labeling

 trade regulations

 labor laws

 health and safety

 advertising regulations

 stability

 privatization of government organizations

 product safety

 deregulation of industries

 taxation policies

Economic  balance of payments

Factors
 growth in spending power

 trends in GPD
  interest rates

 the state of the business cycle

 rate of people in a pensionable

 changes in stock market valuation

 levels of employment

 the distribution of income within the population

 inflation rate

 governmental monetary and fiscal policies

 consumer price index

 price stability (inflation and deflation)

 currency exchange rates

Social Factors  changes in population demographics

 greater concern for wellness and fitness

 more women in the workforce

 enlarge number of dual income parents

 rising educational levels

 better concern for environment

 increase in temporary workers

 more number of single parent

 enhance number of older citizens

 postponement of family formation

Technological  E-commerce
Factor
 social media like Facebook, Instagram

 level of automation

 nanotechnology or the science of unimaginably

small electronics

 convergence of personal computer and telephone

technologies

 internet’s becoming the backbone of information-

intensive industries

 emergence of biotechnology

SWOT and PEST analyses help companies in formulating strategies and

aligning their vision and mission to the general direction of the business
environment where they operate. One major similarity between the two
techniques is their focus on aspects of the external environment. SWOT
analysis focuses on the external environment through the threats and
opportunities, while all aspects of PEST analysis consider the external
environment of the business firm.