The document outlines the various types of managerial roles and skills as identified by Henry Mintzberg and Robert Katz. It categorizes managerial roles into interpersonal, informational, and decisional, and emphasizes the importance of technical, human, and conceptual skills across management levels. Each role and skill set is crucial for effective management, influencing how managers interact with subordinates, disseminate information, and make decisions.

1. TYPES OF MANAGERIAL ROLES
TYPES OF MANAGERIAL SKILLS

2. TYPES OF MANAGERIAL ROLES
 Henry Mintzberg has identified ten common roles of
all managers.
 The roles are divided into three groups:
 Interpersonal
 Informational
 Decisional

3. INTERPERSONAL ROLE
 Under interpersonal role management involves
managers to act as:
 Figurehead
 Leader
 Liaison manager

4. CONT…
 Figurehead performs ceremonial & symbolic duties
such as greeting visitors, signing legal documents,
attaining social functions etc. on behalf of the
organization.
 As a Leader managers have to direct & motivate
subordinates, provide training & counselling etc.
 As a Liaison manager maintains information, links
both inside & outside organizations through mail,
phone, meeting etc.

5. INFORMATIONAL ROLE
 Under informational role managers have to play as:
 Monitor
 Disseminator
 Spokes person

6. CONT…
 The main role of a Monitor is to seek & receive
information, scan periodic reports & maintain
personal contacts.
 Disseminator has to forward information to other
members of the organization through memos, reports,
phones etc.
 Spokes Person transmits information to outsiders
through speeches, reports etc.

7. DECISIONAL ROLE
 Under decisional role managers have to act as:
 Entrepreneur
 Disturbance handler
 Resource allocator
 Negotiator

8. CONT…
 Entrepreneur has to indicate projects, identify new
ideas, focus on creativity, take risk & exploit
opportunities.
 As a Disturbance Handler manager takes corrective
action during disputes or crises. Managers have to
resolve conflicts among subordinates & remain
adaptive to face environmental changes & challenges.
 As a Resource Allocator manager decides allocation
of resources on priority basis & prepares budget.
 A Negotiator represents department during
negotiation of union contracts, sales, purchases etc.

9. SKILL DISTRIBUTION AT VARIOUS
MANAGEMENT LEVEL
 Robert Katz has suggested three managerial skills that
are essential to the success of management.
 These skills are:
 Technical
 Human
 Conceptual

10. LEVELS OF SKILLS
Conceptual
Human
Technical

11. TECHNICAL SKILLS
 Technical skill involves process or technical knowledge
& proficiency.
 It belongs to the lower level of the hierarchy.
 Managers use the processes, techniques & tools of a
specific area.
 It is the ability & knowledge needed to accomplish
complex action actions, tasks & processes.

12. HUMAN SKILL
 Human skill involves the ability to interact effectively
with people.
 Middle level managers should have strong human
skill.
 Managers interact & cooperate with employees.
Human relations skills are directly related to a
manager’s leadership abilities.
 It focuses on the ability to get things done by
understanding & working through others outside of
formally prescribed organizational mechanisms is
crucial for managerial success.

13. CONCEPTUAL SKILL
 Conceptual skill involves the formulation of ideas.
 It is associated with top level management.
 Managers understand abstract relationships, develop
ideas & solve problems creatively.
 Conceptual skill focuses on the ability to see the
enterprise as a whole & recognise how various
functions of the organization are interrelated & how
changes in one part affect all the others.
 It helps to visualise internal & external relationship.
 Example: Articulating a vision for the organization.