Roles and

Skills of a
Manager

Organization &
Management
 Learning
Objectives

01 Introduce the skills and roles of

a manager
Understand the importance of
02 managerial tasks
Connect the importance of
03 managerial skills in a business
Understand theory of
04 managerial roles and skills

2
 Roles of a Manager

1
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
social, ceremonial, and legal ● Managers in the
responsibilities. The
figurehead role attend
Figurehead represents the
organization, as well as social event where they
motivates the team to achieve
promote their company.
goals. For people, this
managerial role is a source of ● Greeting a potential
power and authority.
business client and giving
a tour.
9
Interpersonal Roles
2. Leader
Example:
Managers are in charge of
their people's performance,
● A manager sets a goal for the team
which may mean leading a
team, a department, or an and communicates his expectations,
entire organization.
making sure that people understand
Leaders influence and them. He monitors their progress
motivate people, giving them
a sense of purpose to reach and provides feedback and
organizational goals. resources if needed.

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
4. Monitor Examples:

They gather internal and ● Seeking customer feedback to

external sources, trying to
identify problems and see how exactly you can
opportunities for growth. improve your products or
services.
In other words, they scan the
environment to assess the ● Monitoring industry trends, like
current state of things in a products made by competitors
company and see if corrective
action is needed. or government regulatory
changes, in order to meet
14
standards and stay on track.
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. 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
25
calculated.
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. 27
 Checkpoi
nt!
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

1Certain attributes or
abilities that an executive
should possess in order to

2
Management skills can be
fulfill specific tasks in an developed through learning
organization. They include and practical experience as a
the capacity to perform manager.
executive duties in an
organization while 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
Checkpoi
nt!
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
Assignme
nt#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