Management: Khadija El ATRI October 2020

MANAGEMENT
Khadija El ATRI
October 2020
LEARNING OBJECTIVES
After completion of this presentation, students
will be able to:
Discuss managerial roles
Discuss managerial skills
MANAGEMENT ROLES
Henry Mintzberg says that what managers do can best be described
by looking at the roles they play at work
From his study of actual managers at work, he concluded that
managers perform 10 different but highly interrelated roles.
The term management role refers to specific categories of
managerial behavior
 Mintzberg grouped the 10 managerial roles in to 3 categories:
Interpersonal roles, Informational roles and Decisional roles
MANAGEMENT ROLES
INTERPERSONAL ROLES
They Are based on the use of formal authority and involve interpersonal
relationships
 Figurehead: Symbolic head; obliged to perform a number of routine duties of a
legal or social nature like greeting visitors; signing legal documents, addressing
the media
 Leader: managers motivate and encourage workers to accomplish
organizational objectives
Liaison: Maintains self-developed network of contacts with people outside the
organization, such as key partners with whom good working relationships are
required
MANAGEMENT ROLES
INFORMATIONAL ROLES
Informational roles flow from the interpersonal roles and are associated with fulfilling
these roles
 Many contacts made while performing figurehead and liaison roles give managers
access to a great deal of important information
 Monitor: involves seeking, receiving, and screening information. Managers need to scan
their environments for information that may affect their organization and evaluate the
information
Disseminator: Transmits information received from outsiders or from subordinates to
members of the organization
 Spokesperson: transmits information to outsiders on organization's plans, policies,
actions, results etc
MANAGEMENT ROLES
DECISIONAL ROLES
The informational roles lead naturally to a range of decisional roles:
Managers use information to make decisions
Entrepreneur - Change agent: involve designing and initiating changes within the
organization; sharing and initiating new ideas or methods
Disturbance handler: Responsible for corrective action when organization faces
important, unexpected disturbances
 Resource allocator: Responsible for the allocation of organizational resources of
all kinds—making or approving all significant organizational decisions
 Negotiator: Responsible for representing the organization at major negotiations
(with suppliers, clients, governments)
MANAGERIAL SKILLS
To be effective, managers must possess three key
managerial skills:
Technical skills
Interpersonal skills
Conceptual skills
CHAPTER 7 10
MANAGERIAL SKILLS TECHNICAL
SKILLS
Technical skills involves an understanding of and proficiency in a
specific activity that involves methods, processes, procedures, or
techniques
 It is the managers understanding of the nature of job that people
under him/her have to perform.
Such skills can be acquired through training, education and work
experience.
Technical skills are frequently referred to as hard skills
MANAGERIAL SKILLS
INTERPERSONAL SKILLS
Interpersonal skills refer to the manager’s ability to work effectively as a
team member and to build cooperative effort in the unit.
communication skills are an important component of interpersonal skills
•interpersonal skills are often referred to as soft skills
many managers at all levels ultimately fail because their interpersonal
skills do not match the demands of the job.
 an important subset of interpersonal skills for managers is
multiculturalism, the ability to work effectively with people from different
cultures
MANAGERIAL SKILLS
CONCEPTUAL SKILLS
Conceptual skills is the ability to see the organization as a total entity

 It includes recognizing how the various units of the organization
depend on one another and how changes in any one part affect all
the others
 A manager deals with the relationship of the organization to its
environment: the community; political, social, and economic forces of
the nation as a whole
for top-level management, conceptual skill is a priority because
executive managers have the most contact with the outside world
MANAGERIAL SKILLS
All levels of managers use the three types of skills in performing management
work but in different degree
The senior manager is vitally concerned with visualizing the complex
relationships in the organization - conceptual skills
 The low level manager, may be constantly required to make decisions on the
basis of technical knowledge of procedures •
The human skill is critical and equally important for all levels of managers

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MANAGEMENT

Conceptual skills is the ability to see the organization as a total entity

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