3. CEO
The chief executive officer is the highest-ranking manager in a
company and reports only to the board of directors. He develops
the overall strategy and goal for his enterprise, and is ultimately
responsible for its success. He meets frequently with other top
level managers to ensure that their areas of responsibility meet his
overall vision. The primary responsibility of the CEO is to provide
broad leadership and vision. He typically leaves the details of
performance and operations to other managers.
4. TOP MANAGERS
The top manager’s team of a company controls decision making that affects
everyone from the president down to entry-level employees. Those decisions,
along with the way the management members treat the staff, affect the
success of the company. Understanding those effects helps the management
team make changes as necessary to improve the achievement of the company
Also top managers should focus on long-term profitability and creating value,
while middle managers should focus on operational excellence. The top
managers should represent the interests of shareholders by steering the firm
towards markets that provide the greatest return on investment. Lower-level
managers should focus on daily innovation to improve performance in the part
of the organization for which they are responsible. Top managers should
organize lower-level managers into teams to tackle individual aspects of the
overall strategy. The two groups need to communicate effectively to ensure
the long-term plans are realistic, and that lower-level managers are
challenged but fighting important, winnable battles.
5. MIDDLE MANAGERS
Middle managers, or B-level managers, do not have the power to make
strategic business decisions but report to top-level managers instead.
Yet, these individuals are responsible for seeing that an organization
runs smoothly. Middle-level executives are a company’s
communicators -- the essential liaisons between an organization’s
lower and upper echelons. While they may not be as powerful as top-
level executives, middle managers still wield a good deal of influence.
Being closer to the supervisors and workers on the front lines and the
problems they face, these managers are in a position to offer senior
managers firsthand knowledge and opinions about the benefits and
risks of new proposals.
6. FIRST-LINE MANAGERS
Term describing the management level of a company employee
directly above non-managerial workers. First line managers
generally supervise production on line tasks in the
manufacturing business, and typically consist of positions such
as foreman, section head and shift boss. First line managers are
an important source of information about worker satisfaction for
higher management to take into account in their organizational
planning process.
9. CONCEPTUAL SKILLS
• The ability to analyze and diagnose a situation and distinguish
between cause and effect. In such a way managers can predict
the future of the business or department as a whole.
Conceptual skills are vital for Top manager as he makes decisions that
will satisfy overall business goals.
10. HUMAN (INTERPERSONAL)
SKILLS
• The ability to understand, alter, lead, and control the behavior
of other individuals and groups. These skills help managers to
make more effective use of human potential in the company.
Human skills are important for All managerial levels because it
present the ability to work with people which is the most important
management task and it’s specially important for Middle manager as
he is a link between the other two levels.
11.
12. TECHNICAL SKILLS
• Technical skills are those skills needed to accomplish a specific
task. It is the 'how to’ skill set that allows a manager to
complete his job.
Technical skills are most important for First-line manager due to how
close his role is to the general workforce.
15. DECISIONAL ROLE
It is related to the methods that used
in planning strategy and utilizing
resources.
Supervisor ( first line manager) has a big role
as he supervises the process of production
and decide how to allocate these resources
17. DECISIONAL ROLE
Entrepreneur manager initiates changes, new projects
and identify new ideas.
Top manager is responsible for this as he see the situation of the
organization and determines how it approaches to its goal.
18. DECISIONAL ROLE
Disturbance handler
The manager deals with threats to the organization
Top manager is responsible for taking any actions related to the future of the
organization and resolve conflicts among subordinates
19. DECISIONAL ROLE
Resource allocator
The manager decide who gets resources, schedule,
budget set priorates.
First line manager has a role in determining how resources are sufficient
or not.
20. DECISIONAL ROLE
Negotiator
The manager negotiate on behalf the
organization
The top manager makes the decisions about the
organization as a whole
First line manager makes decisions about his
particular work unit.
21. INFORMATIONAL
The manager obtains and transmits information in the process of
managing.
Each of them does this role as:
Top manager transmits orders and decisions to other managers and each of
them do this in the same way
23. INFORMATIONAL
Monitor
The manager receive and collect information about the
operation
Top manager is responsible about this role a lot because he see the overall
organisation and monitor his team
25. INFORMATIONAL
Spokesperson
The manager spread organization’s information into its environment
The top manager is seen as industry expert
First line manager is seen as an unit or department expert
26. INTERPERSONAL ROLE
The manager provides directions and
supervision to both employees and the
organization as a whole.
Top manager is responsible for controlling
the organization as a whole.
29. INTERPERSONAL ROLE
Figure head
The manager represents the organization in all matters of formality
Top manager is responsible for representing the company legally and
socially to those outside the organization.
Supervisor represents the work group to higher managers and higher
managers to work group.
30. INTERPERSONAL ROLE
Liaison
The manager interact with people outside the organization .
Top manager need this to gain favours and information.
Supervisor need this to maintain the routine flow of work .
