Bolivarian Republic of Venezuela

The University of Zulia

Faculty of economics and social sciences
School of Sociology
Chair: Social Management
Professor: Norbis Mujica

The management profile, management processes

and types of manager.

Made by:
Yennifer Lugo

Maracaibo, May 2009

The Managerial Profile: The managerial profile is defined as the characteristic or set of
these that is required to be able to carry out management activities. The managerial
profile is classified into four major elements: knowledge, skills, roles and functions.
Knowledge, both the theoretical knowledge of the management area that every manager
must handle to understand the phenomena of managerial reality, and the technical
knowledge that the manager must handle in his or her work area, both in the area of
handling research tools and the analysis of these, as well as a basic knowledge of
financial variables, for making projections in the economic area.

Management skills are divided into: technical skills, since more than having knowledge
of technical and methodological tools, you must have a mastery or skill of these tools, as
long as it is related to the area of specialty and work. relevant to the manager (public
manager, social manager, private manager, etc.)

Humanistic skills are framed in the manager's capacity for interrelation with the direct
environment around him, as well as the integration and disposition he has and achieves
to carry out teamwork and therefore, achieve common objectives and interests. Its
objective is to achieve greater integration and trust among the members of its work area
since it must adequately manage communication, the motivational element, and
constructively direct the enthusiasm of the members of an organization.

Conceptual skills are those in which the manager is able to carry out a constant
formulation and renewal of the form and functioning of the environment, make a real
diagnosis of the situation of the company or organization in a complex and abstract
context of reality. which at first glance is not understandable. It also allows the manager
to make a general analysis of the organization, referring to the upper middle
management levels.

Personal skills are those that include the way in which the manager can develop control
both internally and externally of himself, to be able to efficiently manage the areas of
action and environment, including the management of situations that produce extreme
pressure, such as, for example, the distribution of time in your work activities,
professional improvement, etc.

Interpersonal skills are the form of interaction and interrelation that the manager carries
out in relation to the skills and elements of effective leadership, as well as the way that
he manages human resources efficiently at the level of experts in primary areas such as
team training. new human resource, the formation and integration of work teams,
working on maintaining internal harmony in the work environment by giving way to the
resolution of internal conflicts and resolving conflicts, facilitating the promotion of
activities and meetings. While it also allows the creation of change in traditional
management administration models, revolutionizing traditional cultural patterns and
providing the confidence necessary to make the organization as successful as possible.

Informational skills are those that allow the manager within an organization to manage
the communication component, as well as the management and processing of
information for subsequent evaluation, it also allows him to carry out both verbal and
non-verbal communication in the direct environment, collect key information on the
minimum processes that occur internally in the organization.

The ability to act refers to the ability to coordinate, adjust the organization's priorities, as
well as the efficient and appropriate administration of the resources available to the
organization, the management of projects and crises if they occur.

Roles in general refer to the set of functions, norms and behaviors accepted and socially
defined as acceptable based on the development of an activity. In the case of
management, roles refer to the functions inherent in the exercise of their activities and
are They expect to be carried out efficiently within the organization.
The roles are classified into: interpersonal roles, information role and decision role.
Interpersonal roles are related to activities in a formal or “ceremonial” manner; they are
responsible for managing the image and information of the organization's activities,
managing situations and eventualities framed in contingency situations, such as
negotiation and management of new human resources, as well as their training and
continuous improvement. Performs liaison or management functions through the
necessary organizations in order to coordinate efforts and activities internally and
externally of the organization.

The information role refers to the management of information from organizations and
institutions, both in the reception and in the collection that is also carried out. Handles
updated information on management processes and strategies aimed at optimal and
efficient improvement of management activity, as well as economic indicators that allow
you to have a clear perspective of economic reality. Transmits and reproduces the
knowledge acquired to the members of the organization, as well as the role of
spokesperson: who transmits information to the outside of the managerial environments,
such as results of studies and investigations, either to public institutions or to the media.
communication.

The decision role is responsible for the fulfillment and execution of the aforementioned
roles, as it refers to decision-making activities. Performs an evaluation of the context of
the organization, to search for opportunities and improvements in favor of change,
oriented in the formulation of strategies and the formulation, execution and evaluation of
projects, manages conflict and contingency situations for their timely correction and not
hinder The normal functioning of the organization distributes the resources for the
execution of the projects, both technical and financial resources, as well as the essential
human resources for the execution of the programs. Has the ability to negotiate and
manage key situations in the organization's activities, such as discussions of collective
contracts, agreement negotiations, etc.

The functions refer to the elements that social managers must gather and fulfill; there
are six basic functions: planning, organization, personnel, direction, control and
representativeness. Planning allows a global and real vision of the organization, for the
management of decisions and situations of a specific nature in a specific situational
context. When social management is seen as a process, planning is the first function
that is executed. Once the objectives of the projects have been determined, the means
necessary to achieve these objectives are presented as plans. An organization's plans
determine its course and provide a basis for estimating the degree of probable success
in meeting its objectives. Plans are prepared for short or medium term activities to be
completed.

The organization allows for the efficient management of resources, both technical and
financial, as well as human resources to achieve objectives. In order to put plans into
practice and execute, once they have been prepared, it is necessary to create an
organization. It is the function of social management to determine the type of
organization required to carry out the plans that have been developed. The type of
organization that has been established determines, to a large extent, whether the plans
are appropriately and comprehensively appropriate. In turn, the objectives of an
organization and the respective plans that allow their achievement, exert a direct
influence on its characteristics and structure.

The personal is related to the emotional and organizational component of the people
and members of an organization, aimed at achieving the development of key activities.

Management: is what allows, through leadership and communication skills, the creation
of conditions conducive to achieving the objectives of making the company or
organization efficient and profitable. This managerial function involves the concepts of
motivation, leadership, guidance, encouragement and performance. Although each of
these terms has a different connotation, they all clearly indicate that this management
function has to do with the human factors of an organization. It is as a result of the
efforts of each member of an organization that it manages to fulfill its purposes, hence
directing the organization so that its objectives are achieved in the most optimal way
possible is a fundamental function of the management process.

Control: Its immediate purpose is to measure, qualitatively and quantitatively, execution

in relation to performance patterns and, as a result of this comparison, determine
whether it is necessary to take corrective or remedial action that brings execution in line
with established standards. . The control function is exercised continuously, and
although related to the organization and management functions, it is more closely
associated with the planning function.
Representativeness allows the manager to give personality to the organization; he is the
visible figure before public institutions, before the State, other companies, the financial
system, etc.

Management processes: they are defined by the studies of the missions of what the
company provides internally or externally, it also allows the interaction of value chains
and the promotion of sales areas, they differ from the analysis of the operational
processes, which describe the tasks and activities that are developed in each of the
areas and the sequence of their execution.

There are three external and four internal processes:

External Processes: refer to those in which the organization interacts with people or
companies beyond the same organization, to provide them with services or demand
services from them. The external processes are:
 Customers.
 Suppliers.
 Money.

Internal Processes: they are carried out within the company and do not depend
(generally) on actors external to the organization, although in some of them they
become external through the workers or employees themselves. They are:
 Products.
 General Administration (infrastructure).
 Investigation and development.
 Control.

The types of managers are the various managers who develop capabilities in the
various areas of management. They are classified into three main types:

 First Line Managers are the people responsible for the work of others, who
occupy the lowest level of an organization. They are generally field supervisors in
the execution of projects of a managerial or social nature.
 Middle Managers, includes various levels of an organization. They direct the
activities of lower-level managers and sometimes also those of operations
employees. It is also responsible for developing the supervision and training of
line supervisors.

 Senior Management is responsible for managing the entire organization, they are
called executives. They are responsible for the comprehensive and complete
management of the middle and lower levels of supervision, as well as the
administrative and planning management of projects aimed at achieving the
organization's objectives.