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MANAGERIAL ROLES,FUNCTIONS & SKILLS. Conceptualised by :- Prof. S.C.Kapoor Spadework :- Aditi Bhatnagar Nitasha Kapoor. MANAGERIAL ROLES. Roles are the organised set of behaviours which are identified with the position.

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managerial roles functions skills

MANAGERIAL ROLES,FUNCTIONS & SKILLS

Conceptualised by:- Prof. S.C.Kapoor

Spadework:- AditiBhatnagar

NitashaKapoor

managerial roles
MANAGERIAL ROLES
  • Roles are the organised set of behaviours which are identified with the position.
  • Developed by Henry Mintzberg in the late 1960 after a careful study of executives at work.
interpersonal roles
INTERPERSONAL ROLES

1. Figurehead

  • As a figurehead, the manager performs ceremonial duties as head of the unit : greeting visitors, attending subordinates’ weddings, taking customers for lunch.
  • More importantly, managers are symbols and personify, for both organisational members and outside observers, an organisation’s successes and failures.
  • All these, primarily, are duties of a ceremonial nature but are important for the smooth functioning of the organisation.
interpersonal roles1
INTERPERSONAL ROLES

2. Leader

  • The influence of the manager is most clearly seen in his role as a leader of the unit or organisation.
  • Since a manager is responsible for the activities of his subordinates, he must lead and coordinate their activities in meeting task related goals and motivate them to perform better.
  • A manager must be an exemplary leader so that his subordinates follow his directions and guidelines with respect and dedication.
interpersonal roles2
INTERPERSONAL ROLES

3. Liaison

  • Like politicians, managers must learn to work with everyone inside or outside the organisation who can help them achieve their organisational goals.
  • They develop networks of mutual obligations with other managers in the organisation.
  • The liaison with external sources of information can be developed by attending meetings, conferences, phone calls and informal personal contacts within outside agencies.
informational roles
INFORMATIONAL ROLES

1. Monitor

  • Managers are constantly looking for useful information both within and outside the organisation.
  • They question subordinates and collect unsolicited information, usually through their networks of contacts.
  • The role of monitor often makes managers the best-informed members of their groups.
  • They perform this role by reading reports and periodicals, by asking their liaison contacts and through hearsay, speculation etc.
informational roles1
INFORMATIONAL ROLES

2. Disseminator

  • In this role, managers distribute important information to subordinates.
  • Some of this is factual information conveyed in staff meetings and memos, but some is based on the manager’s analysis and interpretation of events.
  • In either case, it is the manager’s responsibility to be sure subordinates have the information they need to carry out their duties.
  • Dissemination of information is generally done through memorandums, phone calls, individual meetings and group meetings.
informational roles2
INFORMATIONAL ROLES

3. Spokesperson

  • Managers also transmit information to people outside their own work units.
  • Keeping superiors well-informed is one important aspect of this role.
  • Like diplomats, managers may also speak for their work unit within the organisation or represent the entire organisation in dealing with customers, contractors, or government officials
decisional roles
DECISIONAL ROLES

1. Entrepreneur:- Managers try to improve their units. When, for example, managers get hold of a good idea, they might launch a development project to make it a reality. In this role, they initiate change of their own free will.

2. Disturbance Handler:- No organisation runs smoothly all the time. There is almost no limit to the number and types of problems that may occur, from financial difficulties to strikes to a drop in earnings. Managers are expected to come up with solutions to difficult problems and to follow through – even on unpopular decisions

decisional roles1
DECISIONAL ROLES

3.Resource Allocator – Every manager faces a number of organisational goals, problems, and needs – all of which compete for her / his time and resources (both human and material). Because such resources are always limited, each manager must strike a balance between various goals and needs.

4.Negotiator – Managers spend a lot of their time negotiating because only they have the knowledge and authority this role demands. Some of these negotiations involve outside organisations. Managers also handle negotiations within the organisation. People working for the same organisation often disagree about goals or the most effective way of attaining them.

slide14

Planning involves selecting missions and objectives and the actions to achieve them; it requires decision making, that is, choosing future courses of action from among alternatives.

Organising is that part of managing that involves establishing an intentional structure of roles for people to fill in an organisation. It is intentional in the sense of making sure that all the tasks necessary to accomplish goals are assigned and, it is hoped, assigned to people who can do them best.

Staffing involves filling, and keeping filled, the positions in the organisation structure. This is done by identifying work-force requirements, inventorying the people available; and recruiting, selecting, placing, promoting, appraising, planning the careers of, compensating, and training or otherwise developing both new entrants and current jobholders so that tasks are accomplished effectively and efficiently.

slide15

Directing is influencing people so that they will contribute to organisation and group goals; it has to do predominantly with the interpersonal aspect of managing. Directing involves motivation, leadership styles and approaches and communication.

Controlling is measuring and correcting individual and organisational performance to ensure that events conform to plans. It involves measuring performance against goals and plans, showing where deviations from the standards exist, and helping to correct those deviations. In short, controlling facilitates the accomplishment of plans.

Coordinationis balancing and keeping together the team by ensuring suitable allocation of tasks to the various members and seeing that the tasks are performed with due harmony among the members themselves.

managerial skills
MANAGERIAL SKILLS

Robert L. Katz, a teacher and business executive, has

identified three basic kinds of skills: technical, human

and conceptual.

Every manager needs all three.

  • A skill is an acquired and learned ability to translate knowledge into performance.
  • It is the competency that allows for performance to be superior in the field in which worker has the required skill.
  • All managers need to posses technical, interpersonal, conceptual, diagnostic and political skills.
slide17

Technical skill is the ability to use the procedures, techniques and knowledge of a specialized field. Surgeons, engineers, musicians and accountants all have technical skills in their respective fields.

Human skill is the ability to work with, understand and motivate other people, as individuals or in groups.

Conceptual skill is the ability to coordinate and integrate all of an organisation’s interests and activities. It involves seeing the organisation as a whole, understanding how its parts depend on one another and anticipating how a change in any of its parts will affect the whole.

slide18

Diagnostic Skill refers to manager’s analytical ability where a manager can objectively and logically investigate and analyse a problem or an opputinity and use scientific approaches to arrise at a feasible and optimum solution. This skill overlaps with other skills because a manager may need to use technical, human, conceptual, political skills to solve the problem that has been diagnosed.

Political Skill can be described as an ability to get your own way without seeming to be selfish or self oriented. It is the ability to get your share of power and use it without fear of losing it.It is required for establishing the right connections and impressing the right people and then skillfully using these connections to your own advantage.

slide19

VARIATIONS IN USE OF LEADERSHIP SKILLS

AT DIFFERENT ORAGNISATIONAL LEVELS

100

CONCEPTUAL

50

HUMAN

TECHNICAL

0

TOP

MANAGEMENT

MIDDLE

MANAGEMENT

JUNIOR

MANAGEMENT

slide21

The management is responsible and answerable to many groups.

Sometimes the interest of these groups conflict with each other.

  • Hence, management must conduct its affairs in a manner so to be fair and equitable to all the parties who have a vested interest and claim on management.
  • These interested parties are:-
  • Stockholders
  • Employees
  • Consumers
  • Inter- related business
  • The Government
  • The community