FUNCTIONS, ROLES, AND

SKILLS OF A MANAGER
MODULE 2
WHAT IS A
MANAGER?
 MANAGER
AN INDIVIDUAL ENGAGED IN MANAGEMENT
ACTIVITIES
FUNCTIONS:
PLANNING, ORGANIZING, STAFFING,
LEADING/DIRECTING AND CONTROLLING
 MANAGER
AN INDIVIDUAL ENGAGED IN MANAGEMENT
ACTIVITIES
FUNCTIONS:
PLANNING, ORGANIZING, STAFFING,
LEADING/DIRECTING AND CONTROLLING
 MANAGERIAL ROLES
1. INTERPERSONAL ROLES.
THESE ARE THE ROLES WHICH THE
MANAGER PERFORMS WHEN DEALING
WITH OTHERS. THE SPECIFIC ROLES
UNDER THIS CATEGORY ARE:
INTERPERSONAL ROLES.
a. FIGUREHEAD.
WHEN THE MANAGER CARRIES OUT THIS
ROLE, HE SERVES AS THE ORGANIZATION'S
SYMBOLIC LEADER AND, AS A RESULT, HE IS
REQUIRED TO PERFORM A VARIETY OF
LEGAL OR SOCIAL DUTIES.
INTERPERSONAL ROLES.
B. LEADER.
THIS ROLE MAKES THE MANAGER
RESPONSIBLE FOR KEEPING
SUBORDINATES EMPOWERED AND
ACTIVATED.
INTERPERSONAL ROLES.
C. LIAISON.
THE MANAGER MAKES CONTACTS WITH
INDIVIDUALS WITHIN AND OUTSIDE THE
COMPANY IN ORDER TO FACILITATE THE
PERFORMANCE OF WORK IN HIS
DEPARTMENT.
 2. INFORMATIONAL
ROLES
RECEIVING AND SHARING
KNOWLEDGE IS A VERY CRITICAL
PART OF THE MANAGER'S WORK.
THESE FUNCTIONS ARE ESSENTIAL
TO THE TASKS OF DECISION-MAKING.
2. INFORMATIONAL ROLES
A. MONITOR
WHEN MAKING THE RIGHT DECISIONS REGARDING
THE VARIOUS ASPECTS OF AN ORGANIZATION, IT IS
EXPECTED THAT THE MANAGER WILL COLLECT
INFORMATION THAT WILL BE USEFUL IN PERFORMING
HIS JOB. THIS INFORMATION IS SHARED AS NEEDED BY
OTHER MEMBERS OF THE ORGANIZATION.
2. INFORMATIONAL ROLES
B. DISSEMINATOR.
THE MANAGER AIMS TO ENSURE THAT
SPECIFIC INCOMING INFORMATION IS
PROPERLY EXCHANGED WITH
SUBORDINATES.
2. INFORMATIONAL ROLES
C. SPOKESPERSON.
A MANAGER WHO IS A SPOKESPERSON
ALSO WORKS AS AN INDUSTRY
EXPERT ON ORGANIZATIONS.
 3. DECISIONAL ROLES.
THE KEY PART OF THE MANAGER'S ROLE IS
TO MAKE DECISIONS. AS SUCH, THE
KNOWLEDGE THEY USES MUST BE USED TO
TAKE DECISIONS THAT SOLVE PROBLEMS.
AS DECISION MAKER, THE MANAGER
ASSUMES THE FOLLOWING:
 3. DECISIONAL ROLES.
A. ENTREPRENEUR.
THE MANAGER EXPLORES THE
COMPANY AND ITS ATMOSPHERE FOR
OPPORTUNITIES IN FULFILLING THIS
ROLE, AND INITIATES PROGRAMS TO
BRING ABOUT MEANINGFUL CHANGE.
 3. DECISIONAL ROLES.
B. DISTURBANCE HANDLER.
AS A DISTURBANCE CONTROLLER, IT IS
ASSUMED THAT THE MANAGER WILL
RESPOND TO THESE UNEXPECTED
STRESSES BY FORMULATING PLANS AND
EVALUATING SUCH DISTURBANCES.
 3. DECISIONAL ROLES.
C. RESOURCE ALLOCATOR.
THE MANAGER IS RESPONSIBLE FOR
ALLOCATING ORGANIZATIONAL RESOURCES
TO INDIVIDUAL WORKERS OR GROUPS OF
ALL SORTS, SUCH AS STAFF, FINANCES,
EQUIPMENT OR BUILDINGS AND FACILITIES.
 3. DECISIONAL ROLES.
D. NEGOTIATOR.
REPRESENTING AGENCY DURING
TRADE-UNION CONTRACTS,
TRADING, ACQUISITIONS, AND
BUDGET NEGOTIATIONS.
SKILLS OF A
MANAGER
 SKILLS OF A MANAGER
A. CONCEPTUAL SKILLS.
ALLOWING ADMINISTRATORS TO THINK OF
POTENTIAL SOLUTIONS TO CHALLENGING
ISSUES. THEY DEVELOP A HOLISTIC VIEW OF
THEIR COMPANY AND ITS CONNECTION TO THE
BROADER EXTERNAL WORLD SURROUNDING IT
THROUGH THEIR ABILITY TO ENVISION
ABSTRACT SOLUTIONS.
 SKILLS OF A MANAGER
B. HUMAN SKILLS.
ENABLE MANAGERS TO COMMUNICATE
WELL WITH PEOPLE AT ALL LEVELS.
THEY'RE EASY TO COMMUNICATE,
GUIDE, INSPIRE AND MOTIVATE WITH
THE HELP OF HUMAN ABILITIES.
 SKILLS OF A MANAGER
C. TECHNICAL SKILLS.
IT IS CRITICAL FOR MANAGERS
TO USE THEIR EXPERIENCE TO
CARRY OUT THEIR TASK WITH
PROFICIENCY.