TYPES OF MANAGER

Mary Joy B. Concepcion

Manager
• Person who supports and responsible for the work of other
• Responsible for achieving organizational goals through the efficient and effective use of
company resources.
TYPES OF MANAGERS
(management level)
 Top managers - responsible for performance of the organization as a whole or of one of
its major parts; guide the organization’s interaction with its environment
 Middle managers – oversee the work of large departments or divisions; responsible for
lower-level managers and sometimes for operating employees
 Team leaders or supervisors – report to middle managers and directly supervise non-
managerial workers or operating employees
Types of managers (scope of activities)
 Functional managers - responsible for just one organizational activity, such as finance or
human resources management
 General managers - responsible for complex multi-functional units of an organization
(i.e. the whole company or a subsidiary)

Types of managers (according to work activity)

• Line managers – directly contribute to the production of the organization’s basic goods or
services
• Staff managers – use special technical expertise to advise and support line workers.
Basic managerial skills
• Technical skill - the ability to use the procedures, techniques, and knowledge of a
specialized field
• Human skill - the ability to work with, understand, and motivate other people as
individuals or in groups
• Conceptual skill - the ability to coordinate and integrate all of an organization’s interests
and activities.
 Effective vs successful managers
• Fred Luthans and associates studied more than 450 managers
• “Do managers who move up most quickly in an organization do the same activities and
with the same emphasis as managers who do the job best?”
F. Luthans, “Successful vs. Effective Real Managers,” Academy of Management Executive, May 1988,
pp ; and F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger,
1988)

• Successful managers do not give the same emphasis to the four activities as do effective
managers
• Promotions are not solely based on performance
• Social and political skills play an important role in getting ahead in organizations.

REFERENCE:
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