The document defines the role of managers as individuals responsible for planning, directing, and monitoring the work of employees to achieve organizational goals. It outlines three levels of management: first-line managers oversee nonmanagerial employees, middle managers manage first-line managers, and top managers make organization-wide decisions. Additionally, it discusses the skills required for effective management, the challenges posed by cultural diversity, social responsiveness, and the expectation for ethical behavior from stakeholders.

1. 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

2. MANAGER
Who Are Managers?
Someone who works with and through other people
by coordinating their work activities in order to
accomplish organizational goals

3. Types of Managers
 First-line Managers
 Are at the lowest level of management and manage the
work of nonmanagerial 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

4. Exhibit 1.1 Managerial Levels
Top
Managers
Middle Managers
First-Line Managers
Nonmanagerial Employees

5. Where Managers Work
Organization
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.

6. Managerial Concerns
 Efficiency
 “Doing things right”
 Getting the most output for the least input
 Effectiveness
 “Doing the right things”
 Attaining organizational goals

7. What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to
attain goals
Managers (or administrators)
Individuals who achieve goals through other people.

8. ROLES OF A MANAGER
 Mintzberg’s Management Roles Approach
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator, spokesperson
 Decisional roles
 Entrepreneur, disturbance handler, resource allocator, negotiator

9. Mintzberg’s Managerial Roles

10. Mintzberg’s Managerial Roles
(cont’d)

11. Mintzberg’s Managerial Roles
(cont’d)

12. Skills Approach
 Technical skills
 Human skills
 Conceptual skills

13. Management Skills
Technical skills
The ability to apply specialized
knowledge or expertise.
Human skills
The ability to work
with, understand, and motivate
other people, both individually and
in groups.
Conceptual Skills
The mental ability to analyze and
diagnose complex situations.

14. Exhibit 1.4 Skills Needed at Different
Management Levels
Top
Managers
Middle
Managers
Lower-level
Managers
Importance
Conceptual
Skills
Human
Skills
Technical
Skills

15. Challenges for Managers
 Cultural diversity: With organizations becoming global the
managers have 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.