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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
WHO ARE MANAGERS?
 Manager
 Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished.
1–2
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
MANAGERIAL LEVELS
1–4
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
MANAGEMENT FUNCTIONS
1–6
MANAGEMENT
FUNCTIONS
Management Functions:
planning, organizing,
leading, and controlling
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.
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
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
WHAT MANAGERS DO?
 Management Roles
(Mintzberg)
 Interpersonal roles
 Figurehead, leader,
liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Entrepreneur,
disturbance handler,
resource allocator, 1–11
MINTZBERG’S MANAGERIAL ROLES
1–12
MINTZBERG’S MANAGERIAL ROLES
1–13
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
1–14
SKILLS NEEDED AT DIFFERENT
MANAGEMENT LEVELS
1–15
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.
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.
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.
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
MANAGEMENT SKILLS AND MANAGEMENT FUNCTION MATRIX
1–20
Exhibit 1.7
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
CHANGES
IMPACTING
THE MANAGER’S
JOB
1–22
REWARDS AND CHALLENGES OF
BEING A MANAGER
1–23

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MPA 202 Report MANAGERS, ROLES - CTB.pptx

  • 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
  • 11. WHAT MANAGERS DO?  Management Roles (Mintzberg)  Interpersonal roles  Figurehead, leader, liaison  Informational roles  Monitor, disseminator, spokesperson  Decisional roles  Entrepreneur, disturbance handler, resource allocator, 1–11
  • 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 1–14
  • 15. SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS 1–15
  • 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
  • 20. MANAGEMENT SKILLS AND MANAGEMENT FUNCTION MATRIX 1–20 Exhibit 1.7
  • 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
  • 23. REWARDS AND CHALLENGES OF BEING A MANAGER 1–23