Why Organizations Need Managers
To ensure that the technical tasks of an organization
are performed to convert its mission to reality.
To make people capable of joint performance by:
giving them common goals and values,
the right environment in which to operate,
and the ongoing training so that they can perform
and respond to change. (Peter Drucker)
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Types of Managers
Organizational Responsibility Served
Institutional-levelintegrating with its environment
Organizational-levelmajor organization function
Technical coreskills and operations
Hierarchy Distinctions
First-level managersdirect nonmanagerial employees
Second-level managersdirect first-level managers
Functional Area
Managers in areas of specialized activities
Marketing, finance, accounting, production, human
resources
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Types of Managers (contd)
Line and Staff Distinctions
Line managershave direct responsibility for
producing the organizations products and/or services.
Staff managershave responsibility to support line
managers with expert advice and guidance.
Product, Process, and Geographical Area
Product managersresponsible for specific products.
Process managerssupervise a production process.
Territory managersoversee a geographic area.
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Types of Managers (contd)
Task (Project) Managers
Individuals who are assigned responsibility for an
organizational task or project. They develop the project,
plan and build the project team, and manage it to
completion.
Self and Team Managers
Self managers perform technical functions and are
empowered to exercise discretion in the performance of
their jobs.
Team managers assume responsibility for facilitating the
performance of both the teams technical and managerial
activities.
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The Range of Management Activities
Planning
Organizing
Commanding
Coordination
Controlling
Directing
Leading
Representing
Activating
Investigating
Communicating
Securing Efforts
Formulating purposes
Staffing
Motivating
Innovating
Decision making
Evaluating
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Variations in the Managers Job
Time Perspective
The activities of upper-level managers have longer time
frames than lower-level managers.
Time Allocation Differences
Upper-level managers spend twice as much time planning
as lower-level managers.
Lower-level managers spend twice as much time directing
the work force as upper-level managers.
Organizational Scope
Top-level managers devise strategic plans for the entire
organization
Technical core managers plan on the work unit level.
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Hierarchical-Level Differences
Among Managers
Upper-Level
Planning
Organizing
Directing
Controlling
Managers
Middle-Level
Managers
Lower-Level
Managers
Planning
Planning
Organizing
Organizing
Directing
Directing
Controlling
Controlling
Proportion of Time
FIGURE 19
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Functional-Area Managerial
Differences
Human
Resource
Managers
Financial
Managers
Marketing
Managers
Production
Managers
Planning
Planning
Organizing
Organizing
Planning
Planning
Directing
Directing
Organizing
Organizing
Directing
Directing
Controlling
Controlling
Controlling
Controlling
Proportion of Time
Source: Based on data from J. Home and T. Lupton. 1965.
The Work Activities of Middle Managers: An Exploratory
Study. Journal of Management Studies 2:1433.
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FIGURE 11
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Variations in the Managers Job
Organizational Scope
Top-level managers devise strategic plans for the
entire organization, whereas technical core managers
plan on the organizational work unit level.
Skills Needed by Managers
Technical skillsto understand and use the tools,
procedures, and techniques needed to do the job.
Human (interpersonal) skillsto work with and to
manage relationships with others alone and in groups.
Conceptual skillsto deal with abstract concepts and
process complex information properly.
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Managerial Roles
Interpersonal Roles
Organizational roles that involve serving as a
figurehead, leader, and liaison for an organization.
Informational Roles
Organizational roles that involve monitoring,
disseminating, and serving as a organizational
spokesperson.
Decisional Roles
Organizational roles that involve serving as an
entrepreneur, disturbance handler, resource allocator,
and negotiator
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Mintzbergs Three Managerial Roles:
The Interrelationship
Interpersonal
Role
Informational
Role
Information +
Power and
Responsibility
Decisional
Role
FIGURE 111
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