MGM Q1 - Managerial Roles and Functions

Managerial Roles

1. Interpersonal 2. Informational 3. Decisional

Examples of Top-level Managers

- Chief Executive Officers (CEOs) - Chief Operating Officers (COOs) - Presidents - Vice Presidents

Examples of Middle-level Managers

- General managers - Branch managers - Department managers

Decisional

- Initiates new projects, spots opportunities, identifies areas of business development - Takes corrective action during crisis, resolves conflicts amongst staff, adapts to external changes - Decides who gets resources, schedules, budgets, sets proportions - Represents department during negotiations with unions, suppliers, and generally defends interests

Interpersonal

- Performs ceremonial and symbolic duties, receives visitors - Directs and motivates subordinates, trains, advises, and influences - Maintains information links in and beyond the organization

Informational

- Seeks and receives information, scans papers and reports, maintains interpersonal contacts - Forwards information to others, sends memos, makes phone calls - Represents the unit to outsiders in speeches and reports

Examples of Low-level Managers

- Supervisors - Section leads - Foremen

Managerial Skills

1. Conceptual skills 2. Human skills 3. Technical skills

Three Levels of Management

1. Top-level managers 2. Middle-level managers 3. Lower-level managers

Manager

An individual who is engaged in management activities. This individual will supervise, sustain, uphold, and assume responsibility for the work of other within his/her team, workgroup, department or the organization, as a whole.

Conceptual Skills

Enables managers to think of positive solutions to complex problems. Through their ability to see abstract scenarios, they develop a holistic view of their organization and its relation to the wider external environment surrounding it. The top-level managers must obtain or achieve this skill to be successful in their work.

Human Skills

Enables the managers in all level to relate well or socialize well with other people. Communicating, Leading, Inspiring, and motivating them will be easier with the human skill. Dealing with people, both within the inside and outside environment, can't be escaped, so it is really important to develop such skill.

Technical Skills

Enables them to perform their job/tasks accordingly, with the use of their expertise. Low-level managers should find this skill very necessary because they are the ones who manage the non-management workers of the organization, who employ varied strategies, techniques and tools to be able to create good quality products and services for the company.

Middle-level Managers

They are the "tactical managers" who are in charge of the organization's middle levels or departments. They create specific aims and activities which are based on the strategic goals and objectives developed by the top-level managers. Their typical/usual role is to act as go-betweens between higher and lower levels of the organizations, they announce and interpret top management priorities to human resources in the middle hierarchical level of the company.

Top-level Managers

They are the general or strategic managers who focus on long-term organizational concerns and emphasize the organization's stability, development, progress, and overall efficiency and effectiveness. These kind of managers are also concerned with the organization's internal-relationships with their outside environment.

Low-level Managers

They can also be called as operational managers and are accountable for supervising the day-to-day activities. They serve as the bridges between management and non-management employees. Normally, they are controlled and are instructed by the top and middle-level managers to follow their orders and support of the organization's major tactics or strategies.