Roles & Skills of a Manager PDF

Roles and Skills of a Manager Organization & Management Learning Objectives 01 Introduce the skills and roles of a manager 02 Understand the importance of managerial tasks Connect the importance of managerial skills in a 03 business 04...

Roles and Skills of a Manager Organization & Management Learning Objectives 01 Introduce the skills and roles of a manager 02 Understand the importance of managerial tasks Connect the importance of managerial skills in a 03 business 04 Understand theory of managerial roles and skills 2 1 Roles of a Manager What is a managerial roles? Performance Task#1: 10 points 10 minutes brainstorming, 3 minutes to present Form a group of 4-5 Assign one manager and the rest of the members will act as subordinates Using your creativity (skit, role play, singing, dancing, or etc.) Illustrate what is a manager for you as a group 4 Manager Assuming various managerial roles at the same time Inspirational leader, take responsibility for people and processes, and handle multiple issues of different kind 5 Managerial Role are behaviors adopted to perform various management functions, like leading and planning, organizing, strategizing, and solving problems Within an organization, managers of different levels have different responsibilities that may overlap. 6 10 Managerial Roles According to Henry Mintzberg 3 Categories Interpersonal Informational Decisional 10 Roles Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Resource Allocator Negotiator 7 Interpersonal Roles Includes the roles which concern interactions with people working inside and outside the organization Interpersonal Roles 1. Figure Head Examples: This role requires performing Managers in the figurehead social, ceremonial, and legal responsibilities. The Figurehead role attend social event where represents the organization, as they promote their company. well as motivates the team to achieve goals. For people, this Greeting a potential business managerial role is a source of client and giving a tour. power and authority. 9 Interpersonal Roles 2. Leader Example: Managers are in charge of their people's performance, which may A manager sets a goal for the team and mean leading a team, a communicates his expectations, making department, or an entire organization. sure that people understand them. He monitors their progress and provides Leaders influence and motivate people, giving them a sense of feedback and resources if needed. purpose to reach organizational goals. 10 Interpersonal Roles 3. Liaison Managers in the liaison role develop and maintain internal and external relationships. They are a connection link that bridges the gap between employees of different levels to ensure work is done smoothly. Liaisons transfer knowledge through different members of the organization, up and down the chain of command, and can also involve their business contacts from outside the company. 11 Interpersonal Roles Examples: A manager coordinates with people inside the company, as well as coordinating work between the company’s units. A manager coordinates with people outside the organization, such as buyers, suppliers, and strategic partners. Manager-client-employee interaction. A manager communicates with a client to see what the client's needs are, providing this information to the employees after the fact. 12 Informational Roles Involves creating, receiving, or sharing information with coworkers. The manager collects information from sources both inside and outside the organization, processes it, and delivers it to those who need it. Informational Roles Examples: 4. Monitor They gather internal and external Seeking customer feedback to see sources, trying to identify how exactly you can improve your problems and opportunities for products or services. growth. Monitoring industry trends, like In other words, they scan the products made by competitors or environment to assess the current state of things in a company and government regulatory changes, in see if corrective action is needed. order to meet standards and stay on track. 14 Informational Roles 5. Disseminator Receiving information from various sources, a manager in the disseminator role is responsible for sharing it with those who may need it. This can be done in both verbal and written forms. A manager can pass on information directly to the appropriate person, or pass it on between subordinates if they lack contact. The information can concern the organization's direction or strategy, as well as specific technical issues. 15 Informational Roles Examples: A one-on-one conversation between a manager and an employee where a certain issue is discussed. Developing a proposal for a new product design, submitting it to upper management for approval, and providing it to the employees so that they can get familiarized with it. 16 Informational Roles 6. Spokesperson Managers in a spokesperson role speak for their organization, defending the company's interests. Their responsibility is to make the organization look good in the eyes of potential or new clients and the general public 17 Informational Roles Examples: A manager attends the annual shareholders’ meeting, informing the attendees about the results her team has achieved this year and presenting statistics. A manager speaks on behalf of the company at a conference. Division leaders talk to other division leaders, informing them about strategies and resource requirements. CEOs meet with investors or government officials to give them information about the company which they may find useful. This way, they can persuade investors that their company is pursuing a good strategy, and raise some capital. 18 Decisional Roles Decisional roles are about action. By communicating with people and using information, managers make decisions that lead the organization to its goals. Decisional Roles 7. Entrepreneur a manager is expected to be creative and properly react to change. Speaking about creativity, we don’t mean creativity that is innate – but rather technical one, which is achieved by the ability to reframe issues and see them from a different perspective. 20 Change Management Skills Managers are also supposed to be able to handle change. This requires them to have change management skills: Writing change management plans – a critical part of implementing a change. Setting goals for changes. Communicating plans to employees, who need to understand their roles in the change. 21 Decisional Roles 8. Disturbance Handler A good leader is supposed to have conflict resolution skills, because conflicts will inevitably take place. Sometimes employees cannot resolve conflicts by themselves, and will need leader's help. 22 Conflict Management 1. Negotiation. Negotiation is conducted without a third party. You brainstorm options and look for tradeoffs. 2. Mediation. In this case, there is a third party – mediator, who doesn’t find a solution but encourages the parties to explore the interests of each other. A mediator works with them both separately and together. 3. Arbitration. This technique also involves a third party. But unlike a mediator, an arbitrator makes a decision, often confidential. This decision is based on the arguments and evidence of each side. 23 Decisional Roles 9. Resource Allocator This role requires a leader to manage assets in a way that supports strategic goals. There are 4 types of resources: 1. Physical resources. These include equipment, buildings, and inventory (like raw materials and finished products). 2. Human resources. People are the most valuable resource since they have knowledge and can demonstrate creativity. 3. Intellectual resources. These are non-physical resources like patent and copyright. At the same time, talent within an organization can also be considered a form of intellectual resource. 4. Financial resources. These are funds. 24 Elements of Resource Allocation Set goals. Short-term goals will require resources that are needed for critical company operations. For long-term goals, you will need resources that will ensure the company’s survivability. Set up effective communication. Spread important information about resources between departments of all levels, to avoid conflict. Prioritize. Evaluate the current use of resources, and make adjustments, if necessary. Calculate resources. This applies only to those resources that can be calculated. 25 Decisional Roles 10. Negotiator Negotiations often determine the success of a company. In the negotiator role, a manager will have to talk to people, negotiating for power and resources, and this will occur all the time. 26 Characteristics of Good Negotiator 1. Remember you negotiate with people, not with organizations or departments. This is why to reach a deal, a manager will have to think not about his own interest, but also the interest of the other side. 2. Perception is powerful. Don’t perceive the other party as an adversary. Trying to get what they want, managers should also help the other party get what they want, too. 3. Negotiating is not begging. The agreement must be fair to all parties. 4. Do not narrow negotiations to one issue. Prepare multiple options to create bargaining opportunities. For example, if the topic of discussion is a job, do not narrow it just to an issue of a salary. Discuss other things like promotion and relocation packages as well. 5. Trade things that are of low value to you but of high value to the other party. 27  Checkpoint! 1. What are the three (3) categories of managerial roles? 2. What type of role states that negotiation is not begging? 3. What are the three (3) types of conflict management? Reference: https://www.runn.io/blog/managerial-roles 28 2 Skills of a Manager Management Skills 1 Certain attributes or abilities that an executive should possess in 2 order to fulfill specific tasks in an Management skills can be organization. They include the developed through learning and capacity to perform executive practical experience as a duties in an organization while manager. avoiding crisis situations and promptly solving problems when they occur. 30 Type of Management Skills Robert Katz - psychologist 31 Types of Management Skills According to Robert Katz 1. Technical Skills Technical skills involve skills that give the managers the ability and the knowledge to use a variety of techniques to achieve their objectives. These skills not only involve operating machines and software, production tools, and pieces of equipment but also the skills needed to boost sales, design different types of products and services, and market the services and the products. 32 Types of Management Skills According to Robert Katz 2. Conceptual Skills These involve the skills managers present in terms of the knowledge and ability for abstract thinking and formulating ideas. The manager is able to see an entire concept, analyze and diagnose a problem, and find creative solutions. This helps the manager to effectively predict hurdles their department or the business as a whole may face. 33 Types of Management Skills According to Robert Katz 3. Human or Interpersonal Skills The human or the interpersonal skills are the skills that present the managers’ ability to interact, work or relate effectively with people. These skills enable the managers to make use of human potential in the company and motivate the employees for better results. 34 Checkpoint! 1. What are the types of management skills? 2. What is something that can be developed through practical experience and learning? 3. Who is the psychologist that developed the framework of management skills? Reference: https://corporatefinanceinstitute.com/resources/management/management-skills/ 35 Assignment#2 Read in advance what is the evolution of management theories What is SDGs and how companies apply it? Note: No output required 36 THANK YOU