Functions, Roles and Skills of Managers

Whereas efficiency is concerned with the means of getting things to be done[doing
things right],effectiveness is concerned with the ends, or attainment of organizational

goals[doing the right things]. Another phrase to be noted from the module, this shows that
Managers will not only try to oversee and coordinate the work in the organization – but to
complete those with high efficiency and effectiveness. As efficiency and effectiveness go
hand-in-hand in business, it is a must to managers to understand these two concepts and applied
it to the firm. Efficiency is most likely to involve how to manage the resources (input) of the
organization and make the most out of it (output). And effectiveness involves attainment of goals
by doing or choosing right strategies and initiatives, also by making sure that employees have a
convenient and safe workplace/job. This will only be realize if we have a better understanding to
the function, roles and skills of managers.
Function of Managers
The updated Management Function by Henri Fayol focused on 4 criteria:(1) Planning, (2)
Organizing, (3) Leading and, (4) Controlling. These four are the functions of managers to
achieve and pursued efficiency and effectiveness in the organization. Planning is taking in place
when managers will create and set goals within the organization and set up the step-by-step
approaches or strategies to achieve them. Also incorporating and coordinating activities by
creating plans. On the other hand, organizing happens when managers determine three things: (a)
what needs to be done, (b) how it will be done and, (c) who is to do it. These three aspects help
the organization to have a more systematic workplace and division of works. The third function
of managers is leading which is an important trait to a manager. Good leadership skill is
essential in establishing relationship and trust within the organization’s employees. Managers are
the ones who motivates, resolve conflicts, influence others, develop best communication
channel, and deal with behavior issues. Lastly, controlling function of managers wherein they
evaluate if things are going as planned. Managers monitor and evaluate performance, or take the
work back in track to ensure that all are running smoothly achieving the goals of the
organization. These four functions all led to the achievement of the organization’s purposes,
which is why it is simultaneously happening in the firm. Managers are vital in performing these
functions.
Roles of Managers
The term managerial roles refers to specific actions or behaviors expected of and
exhibited by a manager – Henry Mintzberg, a management researcher believes that managers
can be best described through the roles they perform within the organization.Both expectations
and responsibilities are associated in these managerial roles, and Mintzberg also proposed that
performing activitieswill also include both reflection (thinking) and action (doing).The 10
managerial roles are group into three aspects: (1) Interpersonal Roles, (2) Informational Roles
and, (3) Decisional Roles. Included in the interpersonal roles are figurehead, leader and liason –
these involves people and interpersonal relationship within the firm. On the informational roles
we have monitor, disseminator and spokesperson – these roles revolves on the transfer of
information through collecting, receiving and disseminating it. Lastly, decisional roles involve
entrepreneur, disturbance handler, resource allocator and negotiator – these roles is where the
decision making takes in place.
On the other hand, many follow-up researchers’ points out that these roles may have
differ emphasis based on the organizational level, like the first-line managers and top managers
have different roles. Mintzberg also believes that managing is all about influencing action and
those can be achieve through three ways: (1) by managing actions directly, (2) by managing
people who take action and, (3) by managing information that propels people who take action.
Overall, his studies are important as it hold a deeper understanding and meaning to the
managerial roles and complexity of work managers perform in the organization.
Skills of Managers
“You can’t expect people to do a good job at their work if their lives are at mess” –
Andrew Cheng, founder and chairman of Panda Express. It is very applicable to how things are
right now. Having a stable ang good life will reflect on their performance at work. There are
three managerial skills that are proposed by Robert L. Katz: (1) technical skills, (2) human skills
and, (3) conceptual skills. These three skills are critical and needed in managing. Technical skills
tend to be more applied in first-line managers; they should have the technical skills to manage
the non-managerial employees that are using the tools and techniques to produce the products
and services of the business. The human skill is equally important to all the organizational level
as managers will always deal with people. Human skill involves the ability to work well with
people, rewarding and recognizing people, and building relationships. Having a good human
skill is vital in bringing the best out of people. Lastly the conceptual skills, this involves
analyzing and conceptualizing through the abstract and complex situations. These skills are most
important to the top managers, as they visualize and see the organizations as a whole to make a
decision and choice for the organization. There are still a lot of managerial skills that are
surfacing in this growing workplace, it is much important that individuals can acquire more of
these skills that can be useful on their future careers.

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Whereas efficiency is concerned with the means of getting things to be done[doing

things right],effectiveness is concerned with the ends, or attainment of organizational

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