FUNCTIONS, ROLES AND

SKILLS OF A MANAGER
 Is an individual answerable for the performance
of group members in the workplace.
 Has the official authority to assign resources of
the organization through approval of other
people in authority is needed.

MANAGER
1. Set objective and plan
a. settle on the objectives congruent with the corporate vision
and mission statement.
b. establish the goals in every area of objectives.
c. choose what has to be done to attain the objectives.
d. communicate the objectives to the people whose act is
required to reach them

FUNCTIONS OF A MANAGER
2. Organize the group
a. examine the activities, decisions and relations needed.
b. organize the work.
c. separate the work into controllable activities and divide more the
activities into handy jobs.
d. cluster units and jobs into an organization structure.
e. choose people for the supervision of the units and for the job to be
done.

FUNCTIONS OF A MANAGER
3. Motivate and communicate
a. create a team out of the people that are in charge for different jobs.
b. empower employees and encourage them to follow through on
strategic focus.
c. acquire relationship accountability.
d. formulate people decisions on pay, placement and promotion.
e. be in touch all the time to and from his subordinates, superior and
contemporaries.

FUNCTIONS OF A MANAGER
4. Measure Performance
a. set up standards and some factors that are as vital to the
performance of the organization and each man in it.
b. construct the dimensions concentrated on the performance of the
entire organization and all individual available to each staff member .
c. study, assess, and construe performance.
d. commune the meaning of the dimensions and their findings to
your subordinates, to his superiors, and colleagues.

FUNCTIONS OF A MANAGER
5. Develop people
a. improve himself as a manager.
b. build up others.

FUNCTIONS OF A MANAGER
 The functions of a manager also depends on
the level of management he holds like first
line managers, middle managers, top
managers, and team leaders.
 Cater to the day-to-day operations of the organization.
They are directly involved with people who are directly
responsible for producing the company’s goods and
services. They hold positions including office manager,
shift supervisor, department manager.

FIRST LINE MANAGERS

 Are responsible for looking for the best way on
organizing human and other resources to accomplish
organizational objectives. They could be a general
manager, regional manager, and divisional manager in
an organization.

MIDDLE MANAGERS
 Are executives with cross departmental duties, who are
responsible for the overall direction of the organization.
 Position like Chief Executive Officer (CEO), Chief
Operating Officer (COO), and Chief Financial Officer
(CFO), are example of top managers.

TOP MANAGERS
 Is a new kind of management job with no formal
supervisory function.
 He facilitates team activities towards the achievement of
the objectives.

TEAM LEADER
LEVEL OF MANAGEMENT
AND THEIR FUNCTIONS
Level of Management Functions they Perform
 Team Leaders  Facilitates team performance.
 Manage external relationships
 Facilitates internal
relationships.

LEVEL OF MANAGEMENT AND

THEIR FUNCTIONS
Level of Management Functions they Perform
Encourage, monitors and rewards the
First Line Manager


performance of their subordinates.
 Teaches new hires how to do their jobs.
 Makes detailed schedules and operating
plans based on middle management’s
intermediate range plans.

LEVEL OF MANAGEMENT AND

THEIR FUNCTIONS
Level of Management Functions they Perform
Plans and allocates resources to
 Middle Manager 
meet objectives.
 Coordinates and links the groups,
departments, and divisions within
the organization.

LEVEL OF MANAGEMENT AND

THEIR FUNCTIONS
Level of Management Functions they Perform
Monitors and manage the
 Middle Manager 
performance of the subunits and
individual managers who report to
them.
 Implement changes or strategies
generated by top management.

LEVEL OF MANAGEMENT AND

THEIR FUNCTIONS
Level of Management Functions they Perform
Creates a framework for change.
 Top Manager 

 Develops employees’ commitment

to and ownership of the
organization’s performance.

LEVEL OF MANAGEMENT AND

THEIR FUNCTIONS
Level of Management Functions they Perform
Create a positive organizational
 Top Manager 
culture through words and actions.
 Monitors business environment.

LEVEL OF MANAGEMENT AND

THEIR FUNCTIONS
 Introduction:
A manager’s role is very critical in an organization.
The success of organization depends upon manager’s
ability in making use of the company’s resources for
achieving pre-determined goals and objectives. Henry
Mintzberg suggested three categories where a manager
has to work.

BASIC MANAGERIAL ROLES

SPECIFIC ROLE ACTIVITIES BEING DONE
 Figure Head – in figure  Greeting the visitors attending the
social functions involving
head role manager performs
employees.
activities which are ceremonial
 Handling out merit certificates and
and symbolic in nature.
other awards to outstanding
employees.
 Represents organization at a
community luncheon to support
charities.

INTERPERSONAL ROLE
SPECIFIC ROLE ACTIVITIES BEING DONE
 Leader – involves leading  Motivates and encourages workers
to achieve objectives.
his subordinates and
 Set example of hard work and
motivating them for dedication so that subordinate
willing contributions follow his directions with respect.

INTERPERSONAL ROLE
SPECIFIC ROLE ACTIVITIES BEING DONE
 Liaison – serve as a  Coordinates the work of managers
in different departments
connecting link between
 Establishes alliances between
his and outsiders or organizations to share resources in
between his unit and other producing goods and services
organizational units.

INTERPERSONAL ROLE
SPECIFIC ROLE ACTIVITIES BEING DONE
 Monitor – manager scan  Collects the information which can
affect the organizational activities.
the environment for
 Reads magazine and periodicals and
information. reports from the departments
 Talk with others to learn changes in
public’s taste.

INFORMATIONAL ROLE
SPECIFIC ROLE ACTIVITIES BEING DONE
 Disseminator – the  Distributes the information to his
subordinates and superiors by
manager share the sending circulars, holding meetings,
information collected with making phone calls and emails.
subordinates and others in
the company.

INFORMATIONAL ROLE
SPECIFIC ROLE ACTIVITIES BEING DONE
 Spokesperson – the manager  Attends press conferences,
meetings, and issues notices
represents his organization or
unit with interacting with  Launches ad campaign to promote
new product.
outsiders like customer,
financer, govt. suppliers or
 Give speeches to inform concerns
about the future intention of the
other agencies in society. organization.

INFORMATIONAL ROLE
SPECIFIC ROLE ACTIVITIES BEING DONE
 Entrepreneur- as an  Takes the decisions in expansion
or diversification through
entrepreneur the manager committing organizational
assumes certain risks resources
which can affect the  Constantly lookout and initiates
organization. new and innovative projects.
 Develops older procedures for
effective and efficient
management..

DECISIONAL ROLE
SPECIFIC ROLE ACTIVITIES BEING DONE
 Conflict Handler – he has to  Resolves employee disputes
take care of certain pressures and strikes etc.
and problems in organization  Resolves unexpected
especially those that are severe problems from the internal
that demand immediate and external environment.
attention and action.

DECISIONAL ROLE
SPECIFIC ROLE ACTIVITIES BEING DONE
 Resource Allocator –  Utilizes organizational
fulfill the demand of resources in such way that
no department suffers for
various units in terms of
their inadequacy
human physical and
financial.
 Sets budget and salaries of
middle and first line
managers.

DECISIONAL ROLE
SPECIFIC ROLE ACTIVITIES BEING DONE
 Negotiator – has to reach  Negotiates with trade unions
agreements with other regarding working
conditions and wage fixation.
managers regarding the
first right to resources  Deals with prices among
within and outside the suppliers and customers.
organization.

DECISIONAL ROLE
 Not everyone can be a manager. When
employers search for good managers they
certainly look for individuals with technical
skills, human skills, conceptual skills, diagnostic
skills, communication skills, leadership skills,
and the motivation to manage.

INTRODUCTION: SKILLS OF A
MANAGER
TECHNICAL SKILLS
 Requires the ability to apply proficiency or
expertise to perform particular task.

TECHNICAL SKILLS
 The ability to soundly work in cooperation with others.
Human skills emerge in the workplace as a spirit of
trust, enthusiasm, and genuine involvement in
interpersonal relationship.
 A manager with good human skills has a high degree of
self-awareness, a capacity to understand or emphasize
with the feelings of others, good listeners and
communicators.

HUMAN SKILLS
 The ability to see the total picture of the organization, to
know how the different parts affect each other and how
the company fits into or is affected by the external
environment.
 It calls for the ability to have analytical sense.

CONCEPTUAL SKILLS