Manager

Any person who is responsible for carrying four main elements of management in
relationships over time.

Base on different level: First line, middle, & top manager.

Base on different range of organizational activities (Scope): Functional & General

managers.

Based on Levels
First Line Managers

The lowest level in an organization at which individuals are responsible for the work of
others. They direct non-management employees & they do not supervise other managers.

Ex : Foreman, supervisor, school principal & manager of league foot ball team.

Middle Managers

A manager who receives broad, overall strategies & policies from top managers top
managers & translate them into specific objectives & plan for first line managers to
implement.

Ex : Departmental head, Plant manager, Safety director ect

Top Managers

A manager who is responsible for overall direction & operations of an organization.

Ex : Chief Executive Officer ( CEO), President, Chairman ect

Based on Scope of the activities

In large organizations are also distinguished by the scope of the activities they manage.

So that: Functional & General managers.

Functional Manager

Manager who supervises employees with specialized skills in a single area of operation
such as accounting, personnel, finance, marketing or production.

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General Manager

A Manager responsible for the overall operation of a complex unit such as a company or
division.

Top managers are, by definition, general managers.

Managerial Roles

A role is an organized set of behaviors. Henry Mint berg studied a variety of managerial
jobs to arrive at the ten most common roles of managers.

These fall in to three categories: Interpersonal, informational & decisional.

About Managerial Roles

Every managers job consists of some combination of these roles.

These roles often influence the characteristics of managerial works.

These roles are highly interrelated.

The relative importance of each role varies considerably by managerial level & functions.

Interpersonal Roles

Interpersonal role involves relationships between people. Managers related directly to

other people in their roles figurehead, leader & liaisons.

Figurehead: Role played by the manager, when they represent the company at
ceremonial & symbolic function.

Leader: Role that manager play when they direct & coordinate the activities of
subordinates to accomplish organizational objectives.

Liaison: Role played by managers when they deal with people outside the organization.

Informational Roles

Effective managers build networks of contracts. Because of these contracts, managers are
the nerve centers of their organization. Monitor, disseminator & Spoke person, comprise
the information aspects of managerial works.

Monitor: Role played by managers when they seek, receive & screen information that
may affect the organization.

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Disseminator: Role played by managers when they are share knowledge or date with
subordinates & other members of the organization.

Spoke-person: Role managers play when they provide others with information that is to
be taken as the official position of the organization.

Decisional Roles

Managers use the information they receive to decide when and how to commit their
organization to new objectives and actions. Decisional roles are perhaps the most
important of the three classes of roles. As entrepreneurs, disturbance handlers, resource
allocators, and negotiators, managers are at the core of the organizations decisionmaking system.

Entrepreneur: The decisional role played by managers when they design and implement
a new project, enterprise, or even a business.

Disturbance handler: The decisional role played by managers when they deal with
problems and changes beyond their immediate control, such as a strike or a suppliers
bankruptcy.

Resource Allocator: The decisional role managers play when they choose among
competing demands for money, equipment, personal and so forth.

Negotiator: The decisional role managers play when they meet with individuals or
groups to discuss differences and reach some agreement.

Managerial Skills

Abilities related to performance that are not necessarily inborn and that fall in to three
groups for managers; technical, interpersonal and conceptual skills.

The relative mix of skills required depends on the managers level, responsibilities and
functions.

Technical Skills

The ability to apply specific methods, procedures and techniques in a specialized field.

Special technical skills needed by design engineers, market researches, accountants and
computer programmers.

Their skills are concrete and can usually be taught in college courses or on the job
training.

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Conceptual Skills

Thinking and planning abilities that depend heavily on the ability to view the
organization as a whole made up of inter related parts.

Conceptual skills are needed by all managers, but specially top managers.

Interpersonal Skills

The abilities to lead, motivate, manage conflict and work with others.

Interpersonal skills focus on working with people.

These skills are a key part of every managers job, regardless of level or function.

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