Managerial Roles and Skills

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Managerial Roles and Skills

• Dr.Smita Gupta

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Goals of Managers

• Create surplus
• Establish an environment to accomplish group
  goals with available resource
• Productivity-output-input ratio
• Efficiency-achievement of the ends with least
  resources
• Effectiveness-achievement of objectives

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Making the Leap From Individual Performer to
Manager
Exhibit 1.4
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Henry Mintzberg

• He has categorized these roles into three groups
• Interpersonal roles
• Informational roles
• Decisional roles
• Description of each of the roles

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Roles Interpersonal

• Figurehead Representing the organization in
  formal matters serving as a symbol of the
  organization.
• Liaison Interacting with peers and people
  outside the organizations developing external
  links.
• Leader Activities concerned with subordinates,
  motivating, staffing, communicating and
  directing.

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Roles Informational

• Monitor Receiving and collecting information
  utilizing the channels through which the
  information comes.
• Disseminator Transmitting information within the
  organization.
• Spokesman Transmitting information to people
  outside the organization.

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Roles Decisional

• Entrepreneur Introducing change initiating
  projects to improve the organization.
• Disturbance Handler Taking charge when the
  organization is threatened.
• Resource Allocator Deciding where the
  organizations will expend its efforts and what
  resources will be expended.
• Negotiator Involving the organization with other
  organizations.

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Managerial skills

• Technical skills Knowledge proficiency in
  activities involving methods, processes and
  procedures
• Human Skill Ability to work with people,
  cooperative effort, teamwork, participative
  environment
• Conceptual skill Ability to see the Big
  Picture
• Diagnostic skills Ability to determine, by
  analysis, the nature and circumstances of a
  particular condition.

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Technical Skill

• The use of tools, techniques, and procedures in a
  specialized manner

• Example
• Pathologist analyzing a blood sample.
• An engineer designing a bridge.

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Human Skill

• Interpersonal relationships dealing with
  selecting, motivating, and leading other
  employees.

• Example
• An accounting manager supervising group of audit
  accountants.
• A manufacturing manager resolving conflict
  between and inventory supervisor and a loading
  supervisor.

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Conceptual Skill

• The ability to see the total organizational
  picture by integrating and coordinating a large
  number of activities.

• Example
• An analysis by the executive vice president of
  the potential effects of a merger with another
  firm.
• Examining the total impact of a proposed labor
  contract in the firm by the personnel vice
  president.

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Diagnostic Skill

• The ability to quickly get at the true cause of a
  certain situation through a maze of data,
  observations and facts.

• Example
• Analyzing the causes of employee turnover.
• Anticipating changes in consumer buying habits by
  .a marketing manager.

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CONCEPTUAL SKILLS
Top level
H U M A N S K ILL S
TE CH NI CAL SKI LLS
Middle level
Supervisory level/entry level
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Management as a profession

• Profession is an occupation for which
  specialized knowledge, skills training are
  required the use of these skills is not meant
  for self-satisfaction but these are used for
  larger interests of the society the success of
  the use of these skills is measured not in terms
  of money alone.

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Characteristics of profession

• Well defined body of knowledge
• Formal education and training
• Minimum qualification
• Representative body
• Service motive
• Ethical code of conduct

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Professionalization of Management

• Improves knowledge in a systematic way.
• Improves professional status and prestige.
• Promotes managerial ethics.
• Promotes talent.

• Formal qualifications difficult to set.
• Managers are known by performance.
• Managers are responsible to many groups.
• Competent education and training facilities do
  not exist.