LEVELS OF MANAGEMENT,

MANAGERIAL SKILLS AND

MANAGERIAL ROLES
 LEVELS OF
MANAGEMENT
 Introduction
Management in all business and
organizational activities is the act of
coordinating the efforts of people to
accomplish desired goals and
objectives using available resources
efficiently and effectively.
Manager - Meaning
A manager is a person responsible
for planning and directing the work
of a group of individual, monitoring
their work, and taking corrective
action when necessary. For many
people, this is the first step into a
management career.
Meaning of Management
“Managers play an activating role in
organizations. The success of organization
depend on the successful functioning of
management. The management is
responsible for planning, organizing ,
integrating and interrelating organizational
activities and resources for achieving
common objectives”.
Definition of Management
Harold Koontz : “Management is the art of
getting things done through and with people in
formally organized groups. It is the art of
creating environment in which people can
perform and individuals could co-operate
towards attaining of group goals. It is the art of
removing block to such performance, a way of
optimizing efficiency.”
 Levels of Management
The term “Levels of Management’ refers to a
line of demarcation between various managerial
positions in an organization. The number of
levels in management increases when the size
of the business and work force increases and
vice versa. The level of management determines
a chain of command, the amount of authority &
status enjoyed by any managerial position.
 Top Level Management
The top consists
  of the board of directors ,
president, vice president, CEOs and other
members of the C-level executives. They are
responsible for controlling and overseeing the
entire organization. They set a tone at the top
and develop strategic plans, company policies,
and make decisions on the direction of the
business.
IMPORTANCE
To make all the workers get motivated
and organized
To get the job done within the certain
time period
Bring a mutual understanding among
the workers
Functions of Top Level Management
 The top level
  management determines the objectives,
policies and plans of the organization.
They mobilizes (assemble and bring together) available
resources.
 They spend more time in planning and organizing.
They prepare long-term plans of the organization which
are generally made for 5 to 20 years.
 They require more conceptual skills and less technical
Skills.
  Middle Level Management
The Middle Level Management consists
of the Departmental Heads (HOD),
Branch Managers, and the Junior
Executives. The Departmental heads are
Finance Managers, Purchase Managers,
etc. The Branch Managers are the head of
a branch or local unit.
 Functions of Middle Level Management
 Design and implement effective group and
intergroup work and information systems.
Define and monitor group-level performance
indicators.
 Diagnose and resolve problems within and
among work groups.
 Design and implement reward systems that
support cooperative behavior.
  Lower Level Management
The lower level management consists of the
Foremen and the Supervisors. They are
selected by the middle level management. It is
also called Operative / Supervisory level or
First Line of Management.
 Functions of Lower Level Management
 Lower level management directs the
workers / employees. They develops morale in
the workers. It maintains a link between
workers and the middle level management.
They spend more time in directing and
controlling. The lower level managers make
daily, weekly and monthly plans.
MANAGERIAL SKILLS
MANAGER
An individual who is in charge of a certain
group of tasks or a certain subset of a
company
What are Management Skills?

Management skills can be defined as certain attributes or

abilities that an executive should possess in order to fulfill
specific tasks in an organization.
Why management skills ?
To achieve specific tasks in an organization
To relate with the co-workers and know how to deal well
with their subordinates
It helps the easy flow of activities in the organization
Throughput of an organization can be improved with a
manager having good skills
To avoid crisis situations
3 TYPES OF MANAGERIAL SKILLS
TECHNICAL SKILLS
ACQUIRE THE KNOWLEDGE IN
- operating machines and software
 production tools
 pieces of equipment 
- skills needed to boost sales
- design different types of products and services
CONCEPTUAL SKILLS
Ability for abstract thinking and formulating ideas
 manager is able to see an entire concept, analyse and
diagnose a problem
Come up with creative solution
3 LEVELS OF MANAGEMENT

1.TOP (HIGH LEVEL MANAGEMENT)

2.MIDDLE MANAGEMENT
3.SUPERVISORY(LOW LINE)
TOP LEVEL MANAGEMENT
Makes decision regarding long run objectives
More of the conceptual skills are required
MIDDLE LEVEL MANAGEMENT
Involve in short term decisions
Human relational/interpersonal skills required
FIRST LINE MANAGEMENT
Takes decision regarding day to day operations of the firm
More of the technical skills are required
EXAMPLES OF MANAGEMENT SKILLS
1.Planning
2.Communication
3.Delegation
4.Problem solving
5.Motivating
6.Administrative skills
7.Decision making
Communication and motivation
master all forms of communication including written,
verbal and listening skills.
 establish a trusting relationship with the employees.
 feedbacks from the employees
encouragement and support
 Decision Making Skills
Good, clear decisions
consider all the different factors before making a decision
Conducting and evaluating research
Forward planning and strategic thinking

 think of the big picture

setting priorities in line with company goals
reviewing systems and policies
Awareness

understanding of the marketplace

know all about the company's competitors
knowledge of political and economic issues affecting the
business
Some other skills

Crisis management skills

Evaluation and monitoring of employees
Competence
Negotiation skills
What makes a good manager?
According to Charles Gibbon expert view….

Well defined goals

Takes decision and act upon them
Willing to compromise
Self motivated and self control
Emotional maturity
Good relationship with others
Organize, plan and communicate
Able to delegate
Allocate resources according to priorities
WHAT MAKE MANAGERS SUCCESSFUL?
Hard work
Smart work
Patience
Out of box thinking
Reading and acquiring knowledge
Ethical consciousness
Collaborative relationship
Perseverance
 MANAGERIAL ROLES
 Managerial roles  are specific behaviours associated
with the task of management.
 Managers adopt these roles to accomplish the basic
functions of management
                              1. Planning
                              2.Strategizing
                              3. Organizing
                              4. Controlling
                              5. Leading and developing employees.
 MINTZBERG’S APPROACH
 The earliest and most enduring descriptions of
managerial roles comes from Henry Mintzberg.
 Observed the activities of 5 CEO’s in various
organisations and what they did during the day.
 Executives do not follow the functions like planning
organising.
 Instead they do other roles which are managerial
roles.
TYPES OF MANAGERIAL ROLES
INTERPERSONAL ROLES
Interpersonal roles are roles that involve interacting with
other people inside and outside the organization. 
These are the roles managers assume to coordinate and
interact with employees and to provide direction to the
organisation.
Managers get things done through their network of
interpersonal relationships. 
Managers spend somewhere between 66-80% of their
time in the company of other.
Interpersonal roles
include:
• Figurehead
• Liaison
• Leader
INTERPERSONAL ROLES
FIGUREHEAD LEADER
• Symbolic heads. • To influence, motivate,
• They greet visitors, and direct others within
represent the company organizations and to
at community events, strategize, plan,
serve as spokespeople, organize, control, and
and function as develop.
emissaries for the • A central task of leaders
organization. is to give their
organizations a sense of
direction and purpose.
• Manage the
performance and
responsibilities of
everyone in the group.
LIAISON
• Build a network of
relationships on behalf
of your organization.
• Connect with people
outside their
immediate units.
• These may be the
managers of other units
within the organization
or people outside the
organisation, such as
suppliers, buyers, and
strategic partners.
INFORMATIONAL ROLES
Concerned with collecting, processing, and disseminating
information. 
Managers collect information from various sources both
inside and outside the organization, process that
information, and distribute it to others who need it.
Mintzberg found that managers devote 40% of their time
in these tasks.
Mintzberg divided the information roles of management
into three types: monitor, disseminator, and
spokesperson.
 INFORMATIONAL ROLES
Monitor
• Scan the environment both
inside and outside the
organization.
• Managers rely on both formal
and informal channels to
collect the information
required for effective
monitoring.
• By monitoring the external
competitive and internal
organizational environment
for information, managers try
to gain knowledge about how
well the organization is
performing and whether any
changes in strategy or
operational processes are
required.
Disseminator
• Transmits information
received from outsiders or
from other employees to the
members in the organisation.
• Managers regularly inform
staff about the company’s
direction and sometimes
about specific technical issues.
• At the supervisory level, the
disseminator role often takes
the form of one-to-one
informal conversations with
specific employees about
particular matters.
Spokesperson
• Managers deliver specific
information to individuals and
groups located outside their
department or organization.
• Responsible for transmitting
information about your
organization and its goals to
the people outside it.
• Serves as expert on
organisation’s industry.
 DECISIONAL ROLE
• According to Mintzberg, decisional
role is one of the most important and
crucial role in managerial activity.
• It involves making significant decisions
that affect the organization.
• Decisions taken over at different
situations contribute to the overall
completion of the work
 DECISIONAL ROLES
Entrepreneur Disturbance Handler Resource allocator
• Searches organisation • Manager should be able
and it’s environment to help and recover from • Responsible to
for opportunities. any sort of problem allocate resources so
• Always strives for which arises in the that other
finding opportunities organization. organizational units
and tries to avail • Manager is also can work smoothly.
them. responsible for the • Involves making or
• Organises strategies corrective action when approving all
and review sessions the organization faces an significant
to develop new important unexpected organizational
programs. disturbance. decisions.
• Involves being • Organises strategy and • Should be able to
creative, generationg review sessions that allocate
new and innovative involve disturbances and people,budget and
ideas. crises. time at the right time
CONTD
Negotiator

• Managers negotiate
projects, roles,
outcome, resources
and employee raises.
• Negotiates with various
interest
groups(shareholders,
employees and outside
agencies.
• Responsible for
representing the
organisation at major
negotiations like union
contract negotiations.
 Mintzberg’s approach
criticized!
The sample of five CEO’s used in his research is far too
small to support to sweep to conclusions.
In analysing the actual activities of manager- from CEO to
supervisors- all managers do some work that is not purely
managerial.
Many of the activities Mintzberg found are in fact
evidences of planning, organizing, staffing, leading and
controlling.
CASE STUDY
To make the annual function of the school successful the
principle of the school divided all the activities into task
groups each dealing with a specific area like rehearsals,
decoration, stage management, refreshments etc. Each group
was placed under the overall supervision of a senior teacher.
Identify the levels of management.

Answer:
CASE STUDY
To make the annual function of the school successful the
principle of the school divided all the activities into task
groups each dealing with a specific area like rehearsals,
decoration, stage management, refreshments etc. Each
group was placed under the overall supervision of a
senior teacher. Identify the levels of management.
Answer: Top level – School principle ( oversees the entire
organisation)
Middle level – Senior teacher (executing organisational
plans)