The Manager Types of Manager,

Main Management
Functions, Levels of
Management,
Management Role
and Management
Skills
TYPES OF
MANAGER
What type of manager
will you be?
PROBLEM-SOLVING
MANAGER

→ Focuses on providing
solution to every problem of
the company. This manager
also concentrates on
achieving the company’s
goals. However, managers
of this type sometimes tend
to overdo the task of solving
every problem which affects
his or her overall
performance.
Pitchfork Manager
→ Threatens employee to work
towards a goal. This
manager employs fear
tactics and uses an “iron
hand” to push employees for
results to avoid
consequences. He/she is
characterized as tough and
maybe/sometimes rude.
PONTIFICATING MANAGER

→ Neither follows any strategy nor prepares for

any situation or task and usually ends up with
inconsistent results. The strength of this
manager is his or her ability to make people feel
ease when he or she is around since listening to
orders is second nature to him/her. However ,
this over friendliness usually hinders his/her
leadership decisions and results in a less
systematic approach to problems therefore
affecting his/her overall performance.
PRESUMPTUOUS MANAGER

This manager thinks only of himself/herself. This

type of manager is not a team player and usually
works for personal gain or interest. He/she breeds
unhealthy competition instead of cooperation and
teamwork. This type of manager is characterized as
being too proud and overconfident and has the
tendency to compare with the members of the team.
Often, members of the team resign or leave the
company because of poor management.
PERFECT MANAGER

→ Is open to change and personal growth.

However, he/she can be very mechanical and
may lack the interpersonal skills to interact
more closely with his or her team members,
he/she just concentrates on facts and figures,
for example about the product or service being
offered.
PASSIVE MANAGER

→ Wants to please everyone and make the team members happy.

However, being a crowd pleaser becomes a hindrance because of
his or her lack of drive and assertiveness to manage the team. This
type of manager is described as very timid in his/her approach to
avoid any confrontation with anyone especially from the members
of his/her team.
PROACTIVE MANAGER

→ Possesses the good qualities of the other types of managers.

He/she has the drive of the problem-solving manager to spearhead
solutions. The persistence of the pitchfork manager, the
enthusiasm of the pontificating manager, the confidence of the
presumptuous manager , the passion of the perfect manager for
continued growth, and the desire of the passive manager to serve.
MAIN MANAGEMENT FUNCTIONS

→ The key management functions are:

→ Planning

→ Organizing

→ Leading, and

→ Controlling
LEVELS OF MANAGEMENT
Managers can be classified into different levels (Lower-level Managers,
Middle-level Managers, and Top-level Managers

Top Level of Management

→ It consists of board of directors, chief executive or managing director. The top management is the ultimate source of
authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating
functions.

The role of the top management can be summarized as follows -

a. Top management lays down the objectives and broad policies of the enterprise.

b. It issues necessary instructions for preparation of department budgets, procedures, schedules etc.

c. It prepares strategic plans & policies for the enterprise.

d. It appoints the executive for middle level i.e. departmental managers.

e. It controls & coordinates the activities of all the departments.

f. It is also responsible for maintaining a contact with the outside world.

g. It provides guidance and direction.

h. The top management is also responsible towards the shareholders for the performance of the enterprise.
Middle Level of Management

→ The branch managers and departmental managers constitute middle level. They are responsible to
the top management for the functioning of their department. They devote more time to
organizational and directional functions. In small organization, there is only one layer of middle level
of management but in big enterprises, there may be senior and junior middle level management.
Their role can be emphasized as -

a. They execute the plans of the organization in accordance with the policies and directives of the top
management.

b. They make plans for the sub-units of the organization.

c. They participate in employment & training of lower-level management.

d. They interpret and explain policies from top level management to lower level.

e. They are responsible for coordinating the activities within the division or department.

f. It also sends important reports and other important data to top level management.

g. They evaluate performance of junior managers.

h. They are also responsible for inspiring lower-level managers towards better performance.
 Lower Level of Management

→ Lower level is also known as supervisory / operative level of management, “FONTLINE MANAGERS” It consists of supervisors, foreman,
section officers, superintendent etc. According to R.C. Davis, “Supervisory management refers to those executives whose work has to
be largely with personal oversight and direction of operative employees”. In other words, they are concerned with direction and
controlling function of management. Their activities include -

a. Assigning of jobs and tasks to various workers.

b. They guide and instruct workers for day to day activities.

c. They are responsible for the quality as well as quantity of production.

d. They are also entrusted with the responsibility of maintaining good relation in the organization.

e. They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and
objectives to the workers.

f. They help to solve the grievances of the workers.

g. They supervise & guide the sub-ordinates.

h. They are responsible for providing training to the workers.

i. They arrange necessary materials, machines, tools etc for getting the things done.

j. They prepare periodical reports about the performance of the workers.

k. They ensure discipline in the enterprise.

l. They motivate workers.

m. They are the image builders of the enterprise because they are in direct contact with the workers.
MANAGEMENT ROLE

→ In the book of Henry Mintzberg “Strange World

of Organizations” he identified ten managerial
roles which he categorized as:

→ interpersonal

→ Informational, and

→ Decisional management role

Interpersonal

→ The managerial roles in this category

involve providing information and ideas.

Figurehead – As a manager, you have social, ceremonial and

legal responsibilities. You're expected to be a source of
inspiration. People look up to you as a person with authority,
and as a figurehead.

Leader – This is where you provide leadership for your team,

your department or perhaps your entire organization; and it's
where you manage the performance and responsibilities of
everyone in the group.

Liaison – Managers must communicate with internal and

external contacts. You need to be able to network effectively
on behalf of your organization.
Informational Category

→ The managerial roles in this category

involve processing information.

Monitor – In this role, you regularly seek out information

related to your organization and industry, looking for relevant
changes in the environment. You also monitor your team, in
terms of both their productivity, and their well-being.

Disseminator – This is where you communicate potentially

useful information to your colleagues and your team.

Spokesperson – Managers represent and speak for their

organization. In this role, you're responsible for transmitting
information about your organization and its goals to the
people outside it.
Decisional
→ The managerial roles in this category
involve using information.

Entrepreneur – As a manager, you create and control change

within the organization. This means solving problems, generating
new ideas, and implementing them.

Disturbance Handler – When an organization or team hits an

unexpected roadblock, it's the manager who must take charge.
You also need to help mediate disputes within it.

Resource Allocator – You'll also need to determine where

organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational
resources.

Negotiator – You may be needed to take part in, and direct,

important negotiations within your team, department, or
MANAGEMENT SKILLS

→ Whether at the top, in middle or

low-level management, a manager
should posses the following key
management skills.
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.

→ Also Identify new opportunities

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.
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.
Management skills according to ROBERT KATZ
REFERENCES

→ https://www.managementstudyguide.com/management_levels.htm

→ Google image

→ https://corporatefinanceinstitute.com/resources/careers/soft-skills/management-skills/