CHAPTER 1

1.3 FUNCTIONS, ROLES

AND SKILLS OF A
MANAGER
 FUNCTIONS OF MANAGERS AT DIFFERENT LEVELS:
THERE IS NO BASIC DISTINCTION BETWEEN
MANAGERS, EXECUTIVES, ADMINISTRATORS,
AND SUPERVISORS. TO BE SURE, A GIVEN
SITUATION MAY DIFFER CONSIDERABLY
AMONG VARIOUS LEVELS IN AN
ORGANIZATION OR VARIOUS TYPES OF
ENTERPRISES.
 FUNCTIONS OF MANAGERS AT DIFFERENT LEVELS:

SIMILARLY, THE SCOPE OF AUTHORITY HELD

MAY VARY AND THE TYPES OF PROBLEMS
DEALT WITH MAY BE CONSIDERABLE
DIFFERENT.
3 LEVELS OF MANAGEMENT AND ITS
FUNCTIONS:

https://www.managementstudyguide.com/management_levels.htm
FUNCTIONS OF MANAGERS AT DIFFERENT LEVELS:

THE TERM “LEVELS OF MANAGEMENT’

REFERS TO A LINE OF DISTINCTION BETWEEN
VARIOUS MANAGERIAL POSITIONS IN AN
ORGANIZATION.
 FUNCTIONS OF MANAGERS AT DIFFERENT LEVELS:

THE NUMBER OF LEVELS IN MANAGEMENT

INCREASES WHEN THE SIZE OF THE BUSINESS AND
WORK FORCE INCREASES AND VICE VERSA. THE
LEVEL OF MANAGEMENT DETERMINES A CHAIN OF
COMMAND, THE AMOUNT OF AUTHORITY &
STATUS ENJOYED BY ANY MANAGERIAL POSITION.
 3 LEVELS OF MANAGEMENT AND ITS
FUNCTIONS:
1. THE TOP LEVEL MANAGERS
-ARE THE STRATEGIC MANAGERS WHO FOCUS ON
LONG TERM ORGANIZATION CONCERNS: ITS
STABILITY, DEVELOPMENT, PROGRESS, AND OVER-
ALL EFFICIENCY AND EFFECTIVENESS.
 3 LEVELS OF MANAGEMENT AND ITS FUNCTIONS:
1. THE TOP LEVEL MANAGERS
IT CONSISTS OF BOARD OF DIRECTORS, CHIEF
EXECUTIVE OR MANAGING DIRECTOR. THE TOP
MANAGEMENT IS THE ULTIMATE SOURCE OF
AUTHORITY AND IT MANAGES GOALS AND POLICIES
FOR AN ENTERPRISE. IT DEVOTES MORE TIME ON
PLANNING AND COORDINATING FUNCTIONS.
 THE ROLE OF THE TOP MANAGEMENT CAN BE
SUMMARIZED AS FOLLOWS

1. TOP MANAGEMENT LAYS DOWN THE

OBJECTIVES AND BROAD POLICIES OF THE
ENTERPRISE.
2. IT ISSUES NECESSARY INSTRUCTIONS FOR
PREPARATION OF DEPARTMENT BUDGETS,
PROCEDURES, SCHEDULES ETC.
 THE ROLE OF THE TOP MANAGEMENT CAN BE
SUMMARIZED AS FOLLOWS

3. IT PREPARES STRATEGIC PLANS & POLICIES

FOR THE ENTERPRISE.
4. IT APPOINTS THE EXECUTIVE FOR MIDDLE
LEVEL I.E. DEPARTMENTAL MANAGERS.
THE ROLE OF THE TOP MANAGEMENT CAN BE
SUMMARIZED AS FOLLOWS

5. IT CONTROLS & COORDINATES THE

ACTIVITIES OF ALL THE DEPARTMENTS.
6. IT IS ALSO RESPONSIBLE FOR MAINTAINING
A CONTACT WITH THE OUTSIDE WORLD.
 THE ROLE OF THE TOP MANAGEMENT CAN
BE SUMMARIZED AS FOLLOWS

7. IT PROVIDES GUIDANCE AND DIRECTION.

8. THE TOP MANAGEMENT IS ALSO
RESPONSIBLE TOWARDS THE SHAREHOLDERS
FOR THE PERFORMANCE OF THE
ENTERPRISE.
3 LEVELS OF MANAGEMENT AND ITS FUNCTIONS:
2. THE MIDDLE-LEVEL MANAGERS
-ARE TACTICAL MANAGERS IN-CHARGE OF
THE ORGANIZATION’S DEPARTMENTS. THEY
FORMULATE SPECIFIC OBJECTIVES AND
ACTIVITIES BASED ON STRATEGIC GOALS SET
BY TOP-LEVEL MANAGERS.
3 LEVELS OF MANAGEMENT AND ITS FUNCTIONS:

2. THE MIDDLE-LEVEL MANAGERS

THE BRANCH MANAGERS AND DEPARTMENTAL
MANAGERS CONSTITUTE MIDDLE LEVEL. THEY ARE
RESPONSIBLE TO THE TOP MANAGEMENT FOR THE
FUNCTIONING OF THEIR DEPARTMENT.
3 LEVELS OF MANAGEMENT AND ITS FUNCTIONS:
2. THE MIDDLE-LEVEL MANAGERS
THEY DEVOTE MORE TIME TO ORGANIZATIONAL AND
DIRECTIONAL FUNCTIONS. IN SMALL ORGANIZATION,
THERE IS ONLY ONE LAYER OF MIDDLE LEVEL OF
MANAGEMENT BUT IN BIG ENTERPRISES, THERE MAY BE
SENIOR AND JUNIOR MIDDLE LEVEL MANAGEMENT.
 THE ROLE OF THE MIDDLE-LEVEL MANAGEMENT CAN
BE SUMMARIZED AS FOLLOWS
1. THEY EXECUTE THE PLANS OF THE
ORGANIZATION IN ACCORDANCE WITH THE
POLICIES AND DIRECTIVES OF THE TOP
MANAGEMENT.
2. THEY MAKE PLANS FOR THE SUB-UNITS OF THE
ORGANIZATION.
THE ROLE OF THE MIDDLE-LEVEL MANAGEMENT
CAN BE SUMMARIZED AS FOLLOWS
3. THEY PARTICIPATE IN EMPLOYMENT &
TRAINING OF LOWER LEVEL MANAGEMENT.
4. THEY INTERPRET AND EXPLAIN POLICIES FROM
TOP LEVEL MANAGEMENT TO LOWER LEVEL.
THE ROLE OF THE MIDDLE-LEVEL MANAGEMENT CAN
BE SUMMARIZED AS FOLLOWS
5. THEY ARE RESPONSIBLE FOR COORDINATING
THE ACTIVITIES WITHIN THE DIVISION OR
DEPARTMENT.
6. IT ALSO SENDS IMPORTANT REPORTS AND
OTHER IMPORTANT DATA TO TOP LEVEL
MANAGEMENT.
THE ROLE OF THE MIDDLE-LEVEL MANAGEMENT
CAN BE SUMMARIZED AS FOLLOWS
7. THEY EVALUATE PERFORMANCE OF JUNIOR
MANAGERS.
8. THEY ARE ALSO RESPONSIBLE FOR INSPIRING
LOWER LEVEL MANAGERS TOWARDS BETTER
PERFORMANCE.
 3 LEVELS OF MANAGEMENT AND ITS FUNCTIONS:

3. LOWER-LEVEL MANAGERS

-ARE FRONT-LINE OR OPERATIONAL MANAGERS.

THEY ARE RESPONSIBLE FOR THE SUPERVISING OF
THE ORGANIZATION’S DAY TO DAY ACTIVITIES.
3 LEVELS OF MANAGEMENT AND ITS FUNCTIONS:
3. LOWER-LEVEL MANAGERS
LOWER LEVEL IS ALSO KNOWN AS
SUPERVISORY / OPERATIVE LEVEL OF
MANAGEMENT. IT CONSISTS OF
SUPERVISORS, FOREMAN, SECTION
OFFICERS, SUPERINTENDENT ETC.
3. LOWER-LEVEL MANAGERS
ACCORDING TO R.C. DAVIS, “SUPERVISORY
MANAGEMENT REFERS TO THOSE EXECUTIVES
WHOSE WORK HAS TO BE LARGELY WITH
PERSONAL OVERSIGHT AND DIRECTION OF
OPERATIVE EMPLOYEES”. IN OTHER WORDS,
THEY ARE CONCERNED WITH DIRECTION AND
CONTROLLING FUNCTION OF MANAGEMENT.
THE ROLE OF THE LOW-LEVEL MANAGEMENT
CAN BE SUMMARIZED AS FOLLOWS

1.ASSIGNING OF JOBS AND TASKS TO VARIOUS

WORKERS.
2. THEY GUIDE AND INSTRUCT WORKERS FOR DAY
TO DAY ACTIVITIES.
THE ROLE OF THE LOW-LEVEL MANAGEMENT CAN BE
SUMMARIZED AS FOLLOWS

3. THEY ARE RESPONSIBLE FOR THE QUALITY AS

WELL AS QUANTITY OF PRODUCTION.
4. THEY ARE ALSO ENTRUSTED WITH THE
RESPONSIBILITY OF MAINTAINING GOOD
RELATION IN THE ORGANIZATION.
THE ROLE OF THE LOW-LEVEL MANAGEMENT CAN BE
SUMMARIZED AS FOLLOWS
5. THEY COMMUNICATE WORKERS PROBLEMS,
SUGGESTIONS, AND RECOMMENDATORY APPEALS
ETC TO THE HIGHER LEVEL AND HIGHER LEVEL
GOALS AND OBJECTIVES TO THE WORKERS.
6. THEY HELP TO SOLVE THE GRIEVANCES OF THE
WORKERS.
THE ROLE OF THE LOW-LEVEL MANAGEMENT CAN BE
SUMMARIZED AS FOLLOWS

7. THEY SUPERVISE & GUIDE THE SUB-

ORDINATES.
8. THEY ARE RESPONSIBLE FOR PROVIDING
TRAINING TO THE WORKERS.
THE ROLE OF THE LOW-LEVEL MANAGEMENT CAN BE
SUMMARIZED AS FOLLOWS
9. THEY ARRANGE NECESSARY MATERIALS,
MACHINES, TOOLS ETC FOR GETTING THE THINGS
DONE.
10. THEY PREPARE PERIODICAL REPORTS ABOUT
THE PERFORMANCE OF THE WORKERS.
 THE ROLE OF THE LOW-LEVEL MANAGEMENT
CAN BE SUMMARIZED AS FOLLOWS
11. THEY ENSURE DISCIPLINE IN THE ENTERPRISE.
12. THEY MOTIVATE WORKERS.
13. THEY ARE THE IMAGE BUILDERS OF THE
ENTERPRISE BECAUSE THEY ARE IN DIRECT
CONTACT WITH THE WORKERS.
 CLASSIFICATION OF MANAGERIAL ROLES
AS A MANAGER, YOU PROBABLY FULFILL MANY DIFFERENT ROLES
EVERY DAY.
FOR INSTANCE, AS WELL AS LEADING YOUR TEAM, YOU MIGHT
FIND YOURSELF RESOLVING A CONFLICT, NEGOTIATING NEW
CONTRACTS, REPRESENTING YOUR DEPARTMENT AT A BOARD
MEETING, OR APPROVING A REQUEST FOR A NEW COMPUTER
SYSTEM.
PUT SIMPLY, YOU'RE CONSTANTLY SWITCHING ROLES AS TASKS,
SITUATIONS, AND EXPECTATIONS CHANGE.
THE CLASSIFICATION OF MANAGERIAL
ROLES ARE DIVIDED TO THREE:

1. INTERPERSONAL
2. INFORMATIONAL
3. DECISIONAL
 INTERPERSONAL CATEGORY
• THE MANAGERIAL ROLES IN THIS CATEGORY
INVOLVE PROVIDING INFORMATION AND
IDEAS.
YOU'RE EXPECTED TO BE A SOURCE OF
INSPIRATION. PEOPLE LOOK UP TO YOU AS A
PERSON WITH AUTHORITY, AND AS A
FIGUREHEAD.
 INTERPERSONAL CATEGORY
THIS IS WHERE YOU PROVIDE LEADERSHIP FOR YOUR TEAM,
YOUR DEPARTMENT OR PERHAPS YOUR ENTIRE
ORGANIZATION; AND IT'S WHERE YOU MANAGE THE
PERFORMANCE AND RESPONSIBILITIES OF EVERYONE IN THE
GROUP.
MANAGERS MUST COMMUNICATE WITH INTERNAL AND
EXTERNAL CONTACTS. YOU NEED TO BE ABLE TO NETWORK
EFFECTIVELY ON BEHALF OF YOUR ORGANIZATION.
 INFORMATIONAL CATEGORY
THE MANAGERIAL ROLES IN THIS CATEGORY
INVOLVE PROCESSING INFORMATION.
YOU REGULARLY SEEK OUT INFORMATION RELATED TO
YOUR ORGANIZATION AND INDUSTRY, LOOKING FOR
RELEVANT CHANGES IN THE ENVIRONMENT. YOU ALSO
MONITOR YOUR TEAM, IN TERMS OF BOTH THEIR
PRODUCTIVITY, AND THEIR WELL-BEING.
 INFORMATIONAL CATEGORY
THIS IS WHERE YOU COMMUNICATE POTENTIALLY
USEFUL INFORMATION TO YOUR COLLEAGUES AND
YOUR TEAM.
MANAGERS REPRESENT AND SPEAK FOR THEIR
ORGANIZATION. IN THIS ROLE YOU'RE RESPONSIBLE
FOR TRANSMITTING INFORMATION ABOUT YOUR
ORGANIZATION AND ITS GOALS TO THE PEOPLE
OUTSIDE IT.
 DECISIONAL CATEGORY
• THE MANAGERIAL ROLES IN THIS CATEGORY
INVOLVE USING INFORMATION.
AS A MANAGER, YOU CREATE AND CONTROL CHANGE WITHIN
THE ORGANIZATION. THIS MEANS SOLVING PROBLEMS,
GENERATING NEW IDEAS, AND IMPLEMENTING THEM.
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.
 DECISIONAL CATEGORY
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.
YOU MAY BE NEEDED TO TAKE PART IN, AND
DIRECT, IMPORTANT NEGOTIATIONS WITHIN
YOUR TEAM, DEPARTMENT, OR ORGANIZATION.
 THE MANAGERIAL SKILLS
• ACCORDING TO PROFESSOR ROBERT KATZ,
THERE ARE THREE MANAGERIAL SKILLS,
• CONCEPTUAL SKILLS,
• HUMAN RELATIONS SKILLS, AND
• TECHNICAL SKILLS.
 THE MANAGERIAL SKILLS
• ACCORDING TO PROF. ROBERT KATZ, ALL
MANAGERS REQUIRE ABOVE THREE
MANAGERIAL SKILLS. HOWEVER, THE DEGREE
(AMOUNT) OF THESE SKILLS REQUIRED VARIES
(CHANGES) FROM LEVELS OF
MANAGEMENT AND FROM AN ORGANIZATION
TO ORGANIZATION.
THE MANAGERIAL SKILLS

http://kalyan-city.blogspot.com/2011/06/managerial-skills-conceptual-human.html
 THE CONCEPTUAL SKILLS
CONCEPTUAL SKILL IS THE ABILITY TO VISUALIZE
(SEE) THE ORGANIZATION AS A WHOLE. IT INCLUDES
ANALYTICAL, CREATIVE AND INITIATIVE SKILLS. IT
HELPS THE MANAGER TO IDENTIFY THE CAUSES OF
THE PROBLEMS AND NOT THE SYMPTOMS. IT HELPS
HIM TO SOLVE THE PROBLEMS FOR THE BENEFIT OF
THE ENTIRE ORGANIZATION.
 THE CONCEPTUAL SKILLS
IT HELPS THE MANAGER TO FIX GOALS FOR THE
WHOLE ORGANIZATION AND TO PLAN FOR EVERY
SITUATION. ACCORDING TO PROF. ROBERT KATZ,
CONCEPTUAL SKILLS ARE MOSTLY REQUIRED BY THE
TOP-LEVEL MANAGEMENT BECAUSE THEY SPEND
MORE TIME IN PLANNING, ORGANIZING AND
PROBLEM SOLVING.
 THE HUMAN SKILLS
HUMAN SKILLS OR HUMAN RELATIONS SKILLS
ARE ALSO CALLED INTERPERSONAL SKILLS. IT IS
AN ABILITY TO WORK WITH PEOPLE. IT HELPS
THE MANAGERS TO UNDERSTAND,
COMMUNICATE AND WORK WITH OTHERS.
 THE HUMAN SKILLS
IT ALSO HELPS THE MANAGERS TO LEAD,
MOTIVATE AND DEVELOP TEAM SPIRIT. HUMAN
RELATIONS SKILLS ARE REQUIRED BY ALL
MANAGERS AT ALL LEVELS OF MANAGEMENT.
THIS IS SO, SINCE ALL MANAGERS HAVE TO
INTERACT AND WORK WITH PEOPLE.
 THE TECHNICAL SKILLS

A TECHNICAL SKILL IS THE ABILITY TO

PERFORM THE GIVEN JOB. TECHNICAL
SKILLS HELP THE MANAGERS TO USE
DIFFERENT MACHINES AND TOOLS.
 THE TECHNICAL SKILLS
IT ALSO HELPS THEM TO USE VARIOUS
PROCEDURES AND TECHNIQUES. THE LOW-
LEVEL MANAGERS REQUIRE MORE TECHNICAL
SKILLS. THIS IS BECAUSE THEY ARE IN CHARGE
OF THE ACTUAL OPERATIONS.
PERFORMANCE TASK: GROUP ACTIVITY

GROUP ACTIVITY: USING RECYCLED

MATERIALS, CREATE A GRAPHIC
REPRESENTATION OF THE MANAGER’S
LEVEL, ROLES, AND SKILLS.