Managerial Roles in Organizations: Informational Nature of Management Roles

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Fundamentals of Management

• 1. Nature of Management

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Topic Discussed
1. What is management? 2. Levels of management
3. Functions of management 4. Management
skills 5. Managerial roles
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What is Management ?

• Management is a process of co-ordinating work
  activities so that they are completed efficiently
  and effectively with and through other people.
• Management involves the efficient and effective
  completion of organisational work activities.
• Management involves setting and achieving goals
  by exercising related functions co-ordinating
  various resources.

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What Is Management?

• Efficiency
• Getting the most output from the least amount of
  inputs
• doing things right.
• It seeks to minimise the cost of resources

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What Is Management?

• Effectiveness
• Completing activities so that organisational
  goals are achieved
• doing the right things.

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Levels of Management

• Managerial jobs in organisations fall into 3
  categories
• 1. First-line management
• 2. Middle management
• 3. Top management

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Levels of Management

• First-line Management
• Managers at the lowest level of the hierarchy who
  are directly responsible for the work of
  operating (non-managerial) employees.
• Supervisor, Line manager, team leader.
• First-line Managers are extremely important to
  the success of an organisation because they have
  the responsibility of seeing that day-to-day
  operations run smoothly in pursuit of
  organisational goals.

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Levels of Management

• 2. Middle Management
• Develop objectives to implement top-management
  goals.
• Organise staffing effort modify company
  structure, increase/decrease number of manpower
  in line with top-management guidelines.
• Monitor control the results of plans, make
  adjustments to ensure organisations goals are
  achieved.
• Directly responsible for the work of managers at
  lower levels.
• They may have titles such as Department Head,
  Plant Manager, or Division Manager.

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Levels of Management

• 3. Top Management
• Top Managers plan for the entire organisation
  the acquisition of needed resources.
• Develop organisational values, purpose, long-term
  goals.
• Determine long term human resource needs create
  guidelines to govern staffing practice.
• Create companywide management philosophy, putting
  system in place
• Evaluate overall company performance, determine
  whether resources are utilised and goals are
  achieved.

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Levels of Management

• 3. Top Management
• Some examples of the titles include
• -Chief Executive Officer (CEO)
• -President
• -Executive Vice President
• -Executive Director
• -Senior Vice President
• -Vice President
• -Managing Director

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Functions of Management

• Management is the process of achieving
  organisational goals by engaging in the 4 major
  functions of
• 1. Planning,
• 2. Organising,
• 3. Leading and
• 4. Controlling.
• This definition recognises that management is an
  ongoing activity, entails reaching important
  goals, and involves knowing how to perform the
  major function of management (POLC).

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Functions of Management

• 1. Planning
• Identify goals and establish an overall strategy
  for achieving those goals
• Assign priorities determine resources
• 3 matters to be taken into consideration during
  planning
• - Duration and scope of planning
• - Influences on planning
• - Flexibility in planning

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Functions of Management

• 2. Organising
• Focuses on allocating and arranging human and
  non-human resources so that plans can be carried
  out successfully
• Through organising function, managers determine
• -what tasks are to be done,
• -who is to do them
• -how tasks/jobs are to be grouped into various
  units that make up the structure of the
  organisation
• -who reports to whom, and
• -where decisions are to be made

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Functions of Management

• 3. Leading
• Involves influencing others to engage in the work
  behaviours necessary to reach organisational
  goals.
• Leading includes
• -coaching employees
• -motivating employees
• -directing the activities of others
• -communicating with others,
• -resolving conflicts, and
• -coaching for necessary change and innovation

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Functions of Management

• 4. Controlling
• Monitoring actual performance
• Comparing actual performance with pre-set goals
• Actual performance vs pre-set performance
• Deviation ?
• If deviation exists, take necessary corrective
  actions.

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Management Skills

• Skill
• An ability to act in a way that allows a person
  to perform well in his or her role.
• A skill is the ability to engage in a set of
  behaviours that are functionally related to one
  another and that lead to a desired performance
  level in a given area.

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Management Skills (Managerial Skills)

• Skill
• 3 basic sets of management skills (identified by
  Robert Katz) required by managers
• 1. Technical Skills
• 2. Human Skills
• 3. Conceptual Skills

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1. Technical Skills

• Ability to apply specialised knowledge or
  expertise
• It is the understanding proficiency to use the
  tools, procedures, and techniques of a
  specialised field.
• Technical skills in accounting, finance,
  engineering, manufacturing, or computer science.
• Technical skills can be gained from
• -extensive formal education or
• -develop their technical skills on the job.

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2. Human Skills

• Ability to work with others, either individual or
  group
• Ability to understand, motivate, communicate,
  inspire, gain trust from others.

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3. Conceptual Skills

• Conceptual skills are skills related to the
  ability to
• -visualise the organisation as a whole, to see
  how its parts are interrelated and depend on one
  another.
• -understand how the organisation fits into the
  wider context of the industry, community, and
  world.
• -Well-developed conceptual skills equip the
  manager to identify the problem, develop
  alternative solutions, select the best
  alternative, and implement the solution.

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Management Skills At Different Hierarchical Levels

• 1. Conceptual Skills
• Generally, Conceptual Skills are most important
  at the top management level.
• Top Managers have the greatest need to
• -see the organisation as a whole,
• -understand how its various parts relate to one
  another, and
• -associate the organisation with the world
  outside.

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Management Skills At Different Hierarchical Levels

• 2. Technical Skills
• First-line managers have the greatest need for
  technical skills, since they directly supervise
  most of the technical and professional employees
  who are not managers.
• Middle managers, too, often need sufficient
  technical skills so that they can communicate
  with subordinates and recognise major problems
• Even Top managers must have some technical
  skills, particularly when technology is an
  important part of the products or services their
  organisations produce.
• Otherwise, upper-level managers will have
  difficulty fostering innovation, allocating
  resources efficiently, or devising strategies to
  stay ahead of the competition.

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Management Skills At Different Hierarchical Levels

• 3. Human Skills
• Not surprisingly, all three levels of management
  require strong human skills because they all must
  get things done through people.
• Managers who lack sufficient human skills usually
  run into serious difficulties when they attempt
  to deal with individuals inside and outside their
  work units.

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Management Skills At Different Hierarchical Levels
Technical Skills Human Skills Conceptual S
kills
First-Line Middle Top Managers
Managers Managers
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Managerial Roles
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Managerial Roles

• Henry Mintzberg in the late 1960s attempted to
  categorise the managers various activities into
  roles.
• Role
• -A role is an organised set of behaviors
  associated with a particular office or position.
• The 3 general types of roles that Mintzberg
  observed are
• I . Interpersonal Roles
• II . Informational Roles and
• III. Decisional Roles

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I. Interpersonal Roles

• Grows directly out of authority of a managers
  position and involved developing and maintaining
  positive relationships with others.
• All managers are required to perform duties that
  involve people and other duties that are
  ceremonies and symbolic in nature.
• The three Interpersonal Roles include being a
• 1) Figurehead
• 2) Leader
• 3) Liaison

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I. Interpersonal Roles

• 1) Figurehead
• Performs symbolic duties of a legal or social
  nature.
• Example Receiving important visitors and
  officiating events.
• 2) Leader
• Builds relationships with subordinates and
  communicates with, motivates, and coaches them.
• This role include hiring, training, motivating
  and disciplining employees.

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I. Interpersonal Roles

• 3) Liaison
• Interact with other internal staff, either same
  department of different department
• Interact with suppliers and clients
• Maintain self-developed network of contacts
  informers who provide favours and information.

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II. Informational Roles

• Pertain to receiving, collecting and transmitting
  information.
• The three Informational Roles include a
• -Monitor
• -Disseminator
• -Spokesman

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II. Informational Roles

• Monitor
• Seeks internal and external information about
  issues that can affect organisation.
• Monitor the environment to determine what is
  going on. Collects information both directly
  (asking questions) and indirectly (unsolicited
  information)
• Example reading periodical reports, maintain
  personal contacts

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II. Informational Roles

• Disseminator
• Transmits information internally that is obtained
  from either internal or external sources.
• The manager must transmit much of the information
  received to subordinates.
• Spokesperson
• Transmits information on the organisations
  plans, policies.
• Example holding board meeting, giving
  information to media.

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III. Decisional Roles

• Involve making significant decisions that affect
  the organisation, which revolve around making
  choices.
• The four Decisional Roles include
• -Entrepreneur
• -Disturbance Handler
• -Resource Allocator
• -Negotiator
• Entrepreneur
• Act as initiator, designer, and encourager of
  change and innovation.
• Manager initiates and oversee new projects that
  will improve the organisations performance.

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III. Decisional Roles

• Disturbance Handler
• Takes corrective action when organisation faces
  important, unexpected difficulties.
• Managers take corrective action in response to
  unforeseen problems.
• Resource Allocator
• Distributes resources of all types including
  time, funding, equipment, and human resources.
• Manager are responsible for allocating human,
  physical and monetary resources.

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III. Decisional Roles

• Negotiator
• Represents the organisation in major negotiations
  affecting the managers areas of responsibility.
• They discuss and bargain with other groups to
  gain advantages for their own units.
• Example Participating in Union contract
  negotiations.

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