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Managerial Roles and Skills

The document discusses the roles and skills of managers. It describes Henry Mintzberg's categorization of managerial roles into three groups: interpersonal roles, informational roles, and decisional roles. It also outlines four types of managerial skills: technical skills, human skills, conceptual skills, and diagnostic skills. Finally, it discusses some characteristics of a profession and debates whether management can be considered a true profession.

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Raghavendra Babu
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217 views

Managerial Roles and Skills

The document discusses the roles and skills of managers. It describes Henry Mintzberg's categorization of managerial roles into three groups: interpersonal roles, informational roles, and decisional roles. It also outlines four types of managerial skills: technical skills, human skills, conceptual skills, and diagnostic skills. Finally, it discusses some characteristics of a profession and debates whether management can be considered a true profession.

Uploaded by

Raghavendra Babu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Dr.

Smita Gupta
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
Making the Leap From Individual Performer to
Manager
Exhibit 1.4
Henry Mintzberg
He has categorized these roles into three groups
Interpersonal roles
Informational roles
Decisional roles

Description of each of the roles

4
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.






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.






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.






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.
Technical Skill:
The use of tools,
techniques, and
procedures in a
specialized manner
Example:
Pathologist analyzing a
blood sample.
An engineer designing a
bridge.
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.
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.
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
Top level
Middle level
Supervisory
level/entry
level
CONCEPTUAL SKILLS
H
U
M
A
N
S
K
ILL
S
TE
CH
NI
CAL
SKI
LLS
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.
Characteristics of profession :

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

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.

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