Managerial Roles and Skills

1. Managerial Roles and Skills Dr.Smita Gupta

2. 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

3. 0 Making the Leap From Individual Performer to Manager Exhibit 1.4

4. Henry Mintzberg… • He has categorized these roles into three groups Interpersonal roles Informational roles Decisional roles Description of each of the roles……

5. 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.

6. 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.

7. 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.

8. 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.

9. Technical Skill: • The use of tools, techniques, and procedures in a specialized manner Example: • Pathologist analyzing a blood sample. • An engineer designing a bridge.

10. 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.

11. 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.

12. 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.

13. 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

14. 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.”

15. Characteristics of profession : • Well defined body of knowledge • Formal education and training • Minimum qualification • Representative body • Service motive • Ethical code of conduct

16. 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.