Management skills and roles of manager

Definition
• Management etymology:
– Managgaire (italian): means to handle
– Manus (latin): handling
– Mesnagement (french) and later menagement:
management during 17thand 18th
• The term management is used at times to
indicate the “process or the functions”: planning,
organizing, staffing, directing and controlling.
• Term management is also being used as a
“discipline”, i.e. a body of knowledge and
practice
 Contd.
• Management can be defined categorizing
under following orientations.
1. Productivity orientation
2. Human relation orientation
3. Process orientation
4. Decision-Making orientation
5. Systems approach
 Productivity Orientation
• Management is the art of knowing “what you
want to do ….in the best and cheapest way.” –
Frederick W. Taylor (1914), profounder of this
approach
• Management is to conduct the affairs of a
business, moving towards its objectives through a
continuous improvement and optimization of
resources via the essential management
functions.
– Henri Fayol (1917)
 Human Relation Orientation
• Management is the art of getting things done through
and with informally organized groups, and it is the art
of creating the environment in which people can
perform and individuals could cooperate towards
attaining group goals
 Process Orientation
• Management is the process by which managers create,
direct, maintain and operate purposive organizations
through systematic coordinated cooperative human
efforts. – Dalton McFarland (1976)
•
The distinct process consisting of planning, organizing,
actuating and controlling to determine and accomplish
the stated objectives by the use of human and other
• resources. – Terry & Franklin (1988)
 Decision-Making Orientation
• Management is simply the process of decision
making and control over the action of human
beings for the express purpose of attaining
pre determined goals.
• The management quality is judged by the
quality of decision in diverse situation in the
economic front and amid risks and
uncertainties. – Banerjee (1996)
 Contd.
• Focuses on managerial decisions. It views
management as a series of decision making.
Concentrates on rational approach to decision
making.
 Systems Approach
• Management is defined as the process of
planning, organizing, directing and controlling
to accomplish the predetermined objectives
effectively through the coordinated use of
human and material resources.
• Nursing Management is the process of
working through nursing and other supporting
staff to provide care to patients or clients as
needed by them.
Definitions
• Louis E Boone & David L Kurtz- The use of people and
other resources to accomplish objectives.
• Mary Parker Follet- the act of getting things done
through people.
• Frederick Taylor defines Management as the art of
knowing what you want to do in the best and
cheapest way.
MANAGERIAL SKILLS

CONCEPTUAL

HUMAN

TECHNI
CAL
TECHNICAL SKILLS
A persons’ knowledge and ability to make
effective use of any process or technique
constitutes his technical skills.
For eg: Engineer, accountant, data entry operator,
lawyer, doctor etc.
HUMAN SKILLS
An individuals’ ability to cooperate with other
members of the organization and work
effectively in teams.
For eg: Interpersonal relationships, solving
people’s problem and acceptance of other
employees.
CONCEPTUAL SKILLS
Ability of an individual to analyze complex
situations and to rationally process and interpret
available information.
For eg: Idea generation and analytical process of
information.
Management as a set of skills

• The four basic management functions require a set of skills to be

carried out properly.

• Because most managerial tasks are unique, ambiguous, and

situation-specific, there is seldom one best way to approach them.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Management as a set of skills

• Four major categories of skills will help you become a good manager:
ØStrategic Skills - the ability to see “the big picture”, focus on key objectives
without getting mired in details, and having a sense what is happening inside
and outside the company.
ØTask-Related Skills - the ability to define the best approach to accomplish
personal and organizational objectives. They include consideration of all
resources, including time, organizational structure, financial resources, and
people. They also involve the ability to prioritize, remain flexible to make
necessary changes, and ensure that value is being created

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Management as a set of skills

ØPeople-Related Skills - getting work done through others and with others.
Include the ability to delegate tasks, share information, resolve conflicts, be a
team player, and work with people from very different backgrounds
ØSelf-Awareness Skills - Being aware of your personal characteristics can help
you adapt to others and can help you understand why you react to them the
way you do. These skills can help you to avoid rushed judgments, appreciate
the nuances of particular situations, size up opportunities, capitalize on your
personal strengths, and avoid situations in which you are likely to fail.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

MANAGER’S ROLES
• Interpersonal role
• Informational role
• Decisional role
INTERPERSONAL ROLE
• Figurehead- ethical guidelines and the principles of behavior
employees are to follow in their dealings with customers and
suppliers
• Leader- give direct commands and orders to subordinates
and make decisions
• Liaison-coordinate between different departments and
establish alliances between different organizations
INFORMATIONAL ROLE
• Monitor- evaluate the performance of managers in different
functions
• Disseminator-communicate to employees the organization’s
vision and purpose
• Spokesperson- give a speech to inform the local community
about the organization’s future intentions
DECISIONAL ROLE
• Entrepreneur(karobari)- commit organization resources to develop
innovative goods and services
• Disturbance handler- to take corrective action to deal with
unexpected problems facing the organization from the external as
well as internal environment
• Resource allocator- allocate existing resources among different
functions and departments
• Negotiator- work with suppliers, distributors and labor unions
 Ten Roles Managers Play

Managers play various roles as necessary while performing their

management functions so as to achieve organizational objectives.

1–22
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reserved. Exhibit
 Management Skills and Functions

• Differences among management levels in skill needed and the

functions performed:

1–23
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reserved. Exhibit
WHAT MAKE MANAGERS SUCCESSFUL?
• Hard work
• Smart work
• Patience
• Out of box thinking
• Reading and acquiring knowledge
• Ethical consciousness
• Collaborative relationship