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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