SCRIPT

Subject: Management

Chapter 1: INTRODUCTION TO MANAGEMENT

Topic 1.3: Levels and Skills of Managers

Slide Nội dung

Hello everyone,
Today, we will explore the final topic of Chapter 1, which focuses on the levels
and skills of managers. By the end of this study session, you should be able to
use English to:
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 Differentiate between the three levels of management.
 Explain the three distinct types of managerial skills.
Let's embark on this insightful journey and enhance our understanding of these
crucial managerial concepts.
To execute the four managerial tasks with efficiency and effectiveness, it is
crucial to understand the hierarchical structure of management within an
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organization. This structure comprises three levels: first-line, middle, and top
managers.
4 Firstly, first-line managers are often called supervisors, office managers, shift
managers, or team leaders. They are responsible for overseeing day-to-day
operations and directly supervising employees. They play a crucial role in
ensuring that tasks are carried out efficiently and that employees have the
necessary resources to fulfil their responsibilities.
For example, in a retail store, a first-line manager could be a floor supervisor.
Their primary responsibility is to oversee the store’s day-to-day operations and
directly supervise the employees working on the sales floor. They ensure that
tasks such as restocking shelves, assisting customers, and maintaining the
cleanliness of the store are carried out efficiently. They oversee scheduling,
 resource allocation, and workflow optimization to maximise productivity.
Secondly, middle managers are often called Chief Information Officers (CIOs),
Chief Market Officers (CMO), Chief Admin Officers (CAO), and Chief Finance
Officers (CFO). They occupy an intermediate position within the management
hierarchy. They bridge the gap between the first-line managers and top managers.
Middle managers are responsible for coordinating and implementing the plans
and policies formulated by the top management. They also play a vital role in
guiding and supporting first-line managers.
5 For example, a middle manager could be a production manager in a large
manufacturing company. Their role bridges the gap between the first-line
managers overseeing specific production processes and the top managers who set
the company's overall production goals and strategies. They are responsible for
coordinating and implementing the production plans and policies formulated by
the top management. They work closely with the first-line managers to ensure that
the production processes align with the company's objectives and meet quality and
efficiency standards.
6 Lastly, top managers are at the highest level of the management hierarchy. These
individuals typically have titles such as executive vice president, president,
General Manager (GM), Chief Operating Officer (COO), or Chief Executive
Officer (CEO). They are responsible for setting organizational goals,
formulating strategies, and making important decisions that shape the overall
direction of the organization. Top managers also have the task of ensuring
effective communication and coordination among different departments and levels
of the organization.
For example, in a multinational corporation, the CEO serves as a prime example
of a top manager. The CEO is responsible for setting the overall goals and
strategic direction of the organization. The CEO formulates strategies aligning
with the company's vision and mission, considering market trends, competition,
and internal capabilities. They make important decisions that have a significant
 impact on the organization, such as entering new markets, acquiring other
companies, or launching new products or services.
Now, let's move on to the second objective of this topic, which focuses on the
skills of managers. Research has shown that education and experience play a
7 crucial role in helping managers acquire and develop the necessary skills to
effectively utilize organizational resources. There are three types of skills:
conceptual, human, and technical.
8 Conceptual skills involve the ability to analyze and diagnose situations, as well
as understand cause-and-effect relationships. Top managers, who primarily
focus on planning and organizing, require strong conceptual skills. They need to
identify new opportunities and mobilize resources to capitalize on those
opportunities. To do this effectively, managers must possess conceptual tools
encompassing theories and techniques in areas such as marketing, finance, and IT,
enabling them to comprehend the broader picture confronting an organization.
Let's consider a top manager in a retail company who is responsible for
developing a strategic marketing plan to expand the company's customer base.
The manager's conceptual skills come into play in analyzing and diagnosing the
current market situation, as well as understanding the cause-and-effect
relationships that impact the company's marketing efforts.
Human skills encompass the ability to understand, influence, lead, and control
the behavior of individuals and groups. Effective managers stand out in their
capacity to communicate, coordinate, and motivate people, forging cohesive
teams. Human skills can be acquired through education, training, and experience.
Organizations are increasingly emphasizing advanced programs in leadership
skills and team leadership to leverage the advantages of self-managed teams.
Developing human skills also involves learning to empathize with others,
understand their perspectives, and grasp the challenges they face. Valuable
feedback from superiors, peers, and subordinates regarding job performance can
help managers identify their strengths and weaknesses, enabling them to further
enhance their human skills. These skills are crucial for managers at all levels.
Imagine a manager who oversees a diverse team of employees in a multinational
company. Their human skills play a vital role in understanding, influencing, and
leading the behavior of individuals and groups within the team.
Technical skills pertain to the job-specific expertise required to perform tasks at
a high level within a particular field. Examples include specialized skills in
manufacturing, accounting, marketing, and IT. First-line managers need a diverse
range of technical skills to be effective. The specific technical skills required vary
depending on the manager's position. For instance, a restaurant manager may need
cooking skills to cover for an absent cook, accounting, and bookkeeping skills to
track receipts and costs and handle payroll, and aesthetic skills to maintain an
appealing customer ambience.
Technical skills are essential for managers as they encompass the job-specific
expertise required to perform tasks at a high level within a particular field.
Technical skills include specialized knowledge in manufacturing, accounting,
marketing, and IT.
First-line managers must possess diverse technical skills to carry out their
responsibilities effectively. The specific technical skills required may vary
depending on the manager's position. For instance, a restaurant manager must
have cooking skills to step in and cover for an absent cook, accounting, and
bookkeeping skills to accurately track receipts and costs, handle payroll, and
ensure financial accountability. Additionally, the manager may need aesthetic
skills to create and maintain an appealing customer ambience, contributing to a
positive dining experience.
By possessing strong technical skills, managers can effectively perform their job
responsibilities, guide their teams, and make informed decisions within their
domain of expertise. Technical skills, combined with conceptual and human skills,
form a well-rounded skill set that enables managers to excel in their roles and
contribute to the overall success of the organization.
Thank you for your attention, and I look forward to our continued exploration in
the next chapter. See you soon!