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    Managerial Roles and Skills 1.5

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    Deep Kaur
    Managers are responsible for planning, directing work, monitoring performance, and correcting issues to achieve organizational goals. There are three levels of managers - first-line managers oversee non-managers, middle managers oversee first-line managers, and top managers make organization-wide decisions. Managers need technical, conceptual, and human skills. Technical skills involve operating equipment. Conceptual skills involve abstract thinking and problem-solving. Human skills involve interacting and motivating people. Different skills are more important at different levels, with conceptual skills being most important for top managers and technical skills being most important for lower-level managers.

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    Managerial Roles and Skills 1.5

    Uploaded by

    Deep Kaur
    50 views21 pages
    Managers are responsible for planning, directing work, monitoring performance, and correcting issues to achieve organizational goals. There are three levels of managers - first-line managers oversee non-managers, middle managers oversee first-line managers, and top managers make organization-wide decisions. Managers need technical, conceptual, and human skills. Technical skills involve operating equipment. Conceptual skills involve abstract thinking and problem-solving. Human skills involve interacting and motivating people. Different skills are more important at different levels, with conceptual skills being most important for top managers and technical skills being most important for lower-level managers.

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    Managerial roles and skills 1.5

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    Managers are responsible for planning, directing work, monitoring performance, and correcting issues to achieve organizational goals. There are three levels of managers - first-line managers oversee non-managers, middle managers oversee first-line managers, and top managers make organization-wide decisions. Managers need technical, conceptual, and human skills. Technical skills involve operating equipment. Conceptual skills involve abstract thinking and problem-solving. Human skills involve interacting and motivating people. Different skills are more important at different levels, with conceptual skills being most important for top managers and technical skills being most important for lower-level managers.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    50 views21 pages

    Managerial Roles and Skills 1.5

    Uploaded by

    Deep Kaur
    Managers are responsible for planning, directing work, monitoring performance, and correcting issues to achieve organizational goals. There are three levels of managers - first-line managers oversee non-managers, middle managers oversee first-line managers, and top managers make organization-wide decisions. Managers need technical, conceptual, and human skills. Technical skills involve operating equipment. Conceptual skills involve abstract thinking and problem-solving. Human skills involve interacting and motivating people. Different skills are more important at different levels, with conceptual skills being most important for top managers and technical skills being most important for lower-level managers.

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    © All Rights Reserved
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    Download as ppt, pdf, or txt
    of 21

    MANAGERIAL SKILLS & ROLES

    MANAGER
    A Manager is responsible
    for planning and directing
    the work of group of
    individuals, monitoring
    their performance and
    taking corrective action
    when necessary for the
    accomplishment of
    organizational goals and
    objectives.
    Who Are
    Managers?
    Someone who works with and
    through other people by
    coordinating their work activities in
    order to accomplish organizational
    goals
    Managerial Levels

    Top
    Managers

    Middle

    Managers

    First-Line

    Managers
    Types of Managers
    First-line Managers
    Are at the lowest level of management and manage the
    work of non-managerial employees
    Middle Managers
    Manage the work of first-line managers
    Top Managers
    Are responsible for making organization-wide
    decisions and establishing plans and goals that affect
    the entire organization
    Where Managers
    Organization
    Work
    A consciously coordinated social unit,
    composed of two or more people, that
    functions on a relatively continuous
    basis to achieve a common goal or set
    of goals.
    Managerial Concerns

    Efficiency
    “Doing things right”
    Getting the most output for the least

    input.
    Effectiveness
    “Doing the right things”
    Attaining organizational goals.
    What Managers Do ?
    Manager (or Administrator)
    Individual who achieve goals through and with
    other people.

    Managerial Activities
    •Make decisions
    •Allocate resources
    •Direct activities of others to
    attain goals
    American social and organizational
    psychologist........  Robert Katz
    Technical Skills

    Use a variety of • operating machines


    techniques to achieve and software
    their objectives • production tools and
    pieces of equipment
    • Skills to boost sales.
    • Design different types
    of products and
    services
    • Market the services
    and the products.
    Conceptual Skills

    knowledge and ability for • Ability to see concept.


    abstract thinking and • Analyze and diagnose
    formulating ideas.
    a problem,
    • and find creative
    solutions.
    • Prediction of hurdles
    for department or the
    business
    Human or Interpersonal Skills
    Managers’ ability to
    interact, work or relate
    effectively with people.
    •Use of human
    potential in the
    company
    •Motivate the
    employees for better
    results
    Skills Needed at Different Management
    Levels

    Top
    Conceptual
    Managers
    Skills

    Middle Human Skills


    Managers

    Technical
    Lower-level
    Skills
    Managers

    Importance
    MANAGEMENT
    SKILLS
    • Planning
    •Communication.
    •Decision making.
    •Delegation.
    •Problem solving.
    •Motivating.
    Mintzberg’s Management Roles
    Approach
    Interpersonal roles
    Figurehead, leader, liaison
    Informational roles
    Monitor, disseminator, spokesperson

    Decisional roles
    Entrepreneur, disturbance handler,

    resource allocator, negotiator


    Mintzberg’s Managerial
    Roles
    Mintzberg’s Managerial Roles
    Mintzberg’s Managerial Roles
    Challenges for
     Cultural diversity: With organizations becoming global the
    managers haveManagers
    people from different socio-cultural backgrounds.
    Managing these diverse groups with uniform set of practices and
    approach is a significant challenge.

     Social responsiveness: Society expects businesses to display an


    active responsiveness towards them by demonstrating a socially
    responsible behaviour.
     Ethical and moral obligations: There is a great expectation of
    stakeholders of business that the managers should display
    ethically correct behaviour.
    QUERIES

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