1. MANAGERS, THEIR
FUNCTIONS, ROLES
AND SKILLS
Topic
2
1–1
Basics on Organization
and Management
Presented by: Cris Ann T. Busilan
MPA 202
April 15, 2024
2. WHO ARE MANAGERS?
Manager
Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished.
1–2
3. CLASSIFYING MANAGERS
First-line Managers
Individuals who manage the work of non-managerial
employees who are directly involved with the
production or creation of the organization’s products
Middle Managers
Individuals who manage the work of first-line
managers.
Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
1–3
5. WHAT DO MANAGERS DO?
Functions Manager’s Perform
Planning
Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing
Arranging and structuring work to accomplish organizational
goals (determining what tasks are to be done, who is to do them,
how the tasks are to be grouped, who reports to whom, and
where decisions are to be made)
Leading
Working with and through people to accomplish goals.
motivating subordinates and influencing individuals or teams
Controlling
monitoring actual performance against goals, and correcting
work.
1–5
8. DISTRIBUTION OF TIME PER ACTIVITY BY
ORGANIZATIONAL LEVEL
Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,
“The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.
9. WHAT DO MANAGERS DO?
Roles Manager’s Play
Roles are specific actions or behaviors
expected of a manager.
Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision making.
1–9
10. WHAT DO MANAGERS DO?
Management Roles
Specific categories of managerial behaviour:
o Interpersonal - involve people and duties
that are ceremonial and symbolic in nature
o Informational - involve receiving,
collecting, and disseminating information
o Decisional - revolve around making
choices
Emphasis that managers give to the various
roles seems to change with their
organizational level
1–10
14. WHAT DO MANAGERS DO?
Skills Managers Need
Technical skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract
and complex situations concerning the organization
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16. CONCEPTUAL SKILLS
1–16
• Ability to use information to solve business
problems
• Identification of opportunities for innovation
• Recognition of problem areas and
implementation of solutions
• Selection of critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
17. COMMUNICATION SKILLS
1–17
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
18. EFFECTIVENESS SKILLS
1–18
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
19. INTERPERSONAL SKILLS
1–19
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.amanet.org), October 30, 2002.
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
21. HOW THE MANAGER’S JOB IS
CHANGING
The Increasing Importance of Customers
Customers: the reason that organizations
exist
Managing customer relationships is the
responsibility of all managers and employees.
Consistent high quality customer service is
essential for survival.
Innovation
Doing things differently, exploring new
territory, and taking risks
Managers should encourage employees to be 1–21
