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Managerial Functions: Managerial Roles: Managerial
Competencies

By
Dr.Monika Gulati
Mlnc,DU
 Managerial Functions
• ThyssenKrupp was a steel manufacturing firm and decided to shift to an elevator
manufacturing and servicing company. They thought of starting fresh or buying existing
firms. They were prepared that they would face a lot of challenges. The challenges would
be the layoff of the existing workforce and the hiring of new ones. It would be difficult to
prepare employees for a change. But they managed all with good controlling function. It
made new plans of who would do what and how and simultaneously kept track of
everything and it resulted in a successful transition.

• YES Bank has been one of the leading banks in India since November 2003 .they came to
India with the vision of establishing high-quality, customer-centric, service-driven, private-
sector Indian banks catering to future businesses in India. their managers achieved all this
by providing all facilities to their employees like close contact, devices, technology, etc. All
this was possible by maintaining a close watch on all the day-to-day workings of its
managers.
 Managerial Functions
• Every organization established with an objective needs managers to manage activities. The
difference between managers and individual contributors is that managers are evaluated on how
well the people they direct do their jobs. Hence a manager is the one who coordinates and
oversees the work of other people so that organizational goals can be accomplished.
• Managers work with and through other people-they work with internal staff and external
people like clients etc. They plan, motivate, and achieve goals.
• Managers are mediators-people working in the organization do not agree on the same thing
exactly. Managers often step in to put things in order, clear paths to achieve goals, clarify things
to people, etc.
• Managers as politicians-managers must develop healthy relationships with various groups to
achieve goals smoothly.
• Managers are diplomats-they represent the entire organization as an official representative
both within and when dealing with external groups
• Managers are symbols-they are symbols of corporate success or failure they get appreciated
when they do good work and are depreciated when work is not up to the mark.

Managers are there to utilize resources in best possible manner and to achieve results they do
whatever they can
 Managerial Functions
• Every organization established with an objective needs managers to manage activities. The
difference between managers and individual contributors is that managers are evaluated on how
well the people they direct do their jobs. Hence a manager is the one who coordinates and
oversees the work of other people so that organizational goals can be accomplished.
• Managers work with and through other people-they work with internal staff and external
people like clients etc. They plan, motivate, and achieve goals.
• Managers are mediators-people working in the organization do not agree on the same thing
exactly. Managers often step in to put things in order, clear paths to achieve goals, clarify things
to people, etc.
• Managers as politicians-managers must develop healthy relationships with various groups to
achieve goals smoothly.
• Managers are diplomats-they represent the entire organization as an official representative
both within and when dealing with external groups
• Managers are symbols-they are symbols of corporate success or failure they get appreciated
when they do good work and are depreciated when work is not up to the mark.

Managers are there to utilize resources in best possible manner and to achieve results they do
whatever they can
 Managerial Functions
• Henri Fayol proposed that all mangers perform five functions i.e.Planning, organizing , staffing,
coordination and to control
• Planning-this is referred to as a primary function of management This includes defining goals,
establishing strategies for achieving those goals, and developing plans to integrate and
coordinate activities.
• Organizing-this includes the process of creating a structure of relationships that enables
employees to carry out the management plans and meet the organizational goals. It determines
what tasks are to be done, who is to do them, how it has to be done what tasks er to be grouped,
who is responsible for reporting whom, and where the decisions are to be made.
• Staffing –it is all about understanding the needs of human resources of an organization and
making them available for it. Its main objective is to place the right person at the right job.
• directing- it is about keeping the human resources of the organization motivated in the direction
to achieve goals. It requires constant supervision and strong leadership at each level of the
organization.
• Control-it is to monitor the performance of a person group, or organization and take corrective
action In the control process, managers set standards of performance, measure current
performance against those standards, take action to correct any deviation, and adjust the
 Managerial roles
• Henry Mintzberg was a Canadian management Researcher
• he studied manager and identified management roles or
• what is called as ‘organized sets of behavior’
• he studied 10 such managerial roles into three major categories
• Interpersonal roles involve people and other duties which

Are symbolic in nature

• Informational role- they involve collecting, receiving and

Disseminating information
• Decisional role –it involves making decisions and choices

Managers should change hats quickly and must be alert in every

role that they play. The ability to identify appropriate roles and

Change roles readily is the mark of an effective leader. Lower

Level roles are important but top-level ones are of more

Significance and middle ones are relatively more common.

Managers act as a channel of communication within organization.

The job of a manger is complex and multidimensional. A manager

 Managerial Roles
• A) Interpersonal roles
• 1) figurehead-every manager must perform the duties that are traditional in nature such as greeting dignitaries, attending
part in employee weddings etc
• 2) leader-it must encourage employees to strive towards aligning their interpersonal requirements with the goal of the
organization
• 3) Liaison-every manager must develop contacts outside their vertical chain of command to collate information for
organization
• B) Informational Role
• 1) The monitor manager must continuously examine the environment for information and also get information from personal
contacts.
• 2) Disseminator-managers must furnish certain information directly to their subordinates who would otherwise be clueless
about the same.
• 3) spokesperson- they communicate and speak for their organization and transmit information information to external parties
say shareholders etc. who are part of decision-making.
• C) Decisional Role
• 1) entrepreneur-manger tries to create and control change within organization. That is solve problems. generate new ideas
and implement them.
• 2) disturbance handler-he must seek solutions to various unanticipated problems ex strike or loss
• 3) resource allocator-he must make the best use of available resources .work should be allocated properly spend prudently
and deliver superior results
 Levels of Management
• Top Management-are responsible for making decisions for the whole organization

• Middle management-they are between top management and lower management. They
receive input from top management and translate it into specific goals for lower-level
• Lower management-they ensures their teams meet performance objectives and they
are expected to be good in technical skills.
Top management Middle management Lower level management
• Define goals • Interprets policies set by top • Issues orders to workers
• Establish policies and plans management • Supervises controls plan
• Sets up organizational • Coordinates efforts of different execution schedules and
structure units decides work procedures
• Offers direction • Takes care of staffing • Offers training to workers
• Assembles resources • Issues instructions to lower- arranges tools and facilities
• Controls operations level management • Resolves problems of workers
• Evaluates efforts • Reports progress to top • Promotes team spirit and
• Decides future courses of management insults a sense of cooperation
action • Offers recommendations for • Appraise middle management
improving results from time to about operational hurdles and
time offer solutions
• Motivates employees to give • Offers feedback regarding
best issues and work environment
• Managerial Skills
it is obvious that as one moves up in the management
hierarchy more conceptual skill is required.
Robert.L.Katz has written that a manager’s ability to
perform is the result of three types of Skills
a) Technical skills-is the ability to apply specialized
knowledge &Expertise in related techniques and
procedures.it is crucial For lower-level managers as
they are in direct contact with Employees performing
work.
b)Human Skills-It involves the ability to work with, understand, and motivate other people.
This includes working with communication and considering both individual and group
interests.
c) Conceptual skills are the ability to organize and combine the organization’s interests and
activities. This is the ability to see the big picture and understand how the organization
relates to its environment and how changes in the part of the organization can affect the
whole organization.
As the challenges before managers are changing, the activities performed by
 Managerial Competency
• A skill is something learned to in order to carry out one or more job functions. A competency is what people
need to be able to perform a job well. Skill is not enough to perform jobs, the manager needs to possess
certain competencies also.
• Management competencies are the skills, habits, motives, knowledge, and attitudes necessary to manage
people successfully. A competent manager must have three basic parameters
• A) Have necessary knowledge, skills, and capacities
• B) be motivated to engage in this conduct and willing to put in the required effort
• C) be able to apply this conduct in a professional setting
• Classification of managerial competencies
• Threshold competencies-essential for the proper performance of a certain job
• Differentiating competencies-which an effective employee from another like leadership style etc
• Communication competencies-ability to express clearly
• Administrative competencies-ability to deliver results by managing both men and women
• Leadership competencies-ability to manage change resolve problems and conflicts etc
• Interpersonal competencies-ability to choose appropriate people and build teams
• Innovation competencies-ability to anticipate change and initiate appropriate actions in a timely manner
• Global competencies-global competent managers are able to examine local, global and intercultural issues
 Managerial Competency
• Why use competencies
• It sets clear expectations and staff members are guided to align their behavior,
skills, and knowledge in tune with the organization’s mission, culture, and goals
• A shared knowledge is created to indicate what is needed and expected in the
workplace thereby providing for reliable and high-quality performance delivery
• Skills gaps are addressed, strengths are further developed and requirements for a
career are clearly laid out.
• One way to improve competency at the workplace is by developing a competency
model and each workplace will have its own unique set of competencies for
managers based on their job requirements
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