FUNCTIONS,

ROLES &
SKILLS OF A
MANAGER
Week 3
Learning Competency:

Explain the functions,

roles and skills of a
Manager.
ABM_AOM11- Ia-b-3
 Manager
the person who is responsible for the
over-all operation of the organization
as well as the people and all the
resources within his/her control to
ensure that every element is working
together towards its goals and
objectives.
 Manager
 supervise, sustain, uphold, and
assume responsibility for the work of
others in his or her work group, team,
department, or the organization, in
general.
 Definition of Terms
Roles – is a socially expected behavior pattern usually
determined by an individual’s status in a particular society; a
character assigned or assumed.
 Function – is a job or duty of a person.
 Skills – is a developed aptitude or ability; a learned power of
doing something competently.
 Managerial Roles – the various roles played by managers,
such as interpersonal, informational, and decision-making
roles.
 Managerial Skills – the various skills that managers must
posses, such as conceptual human and technical skills.
Managerial Levels
1. Top – level Managers (Corporate
Managers)
2. Middle-level Managers (Tactical
Managers)
3. Frontline Managers (Operational
Managers)
 Top-Level Managers
known as the general or strategic manager
and is accountable to the shareholders for
operating the business.
It is usually composed of the Board of
Directors, President; Vice-President, Chief
Executive Officer (CEO); Chief Operating
Officer (COO), Chief Financial Officer (CFO)
and Chief Marketing Officer (CMO) who have
authority over the organization’s other human
resources.
Top-Level Managers

Set goals;
handles external affairs;
make strategic plans
and crucial decisions.
Functions of a Top-Level Managers
1. formulate policies and lay down the general and long-
term goals of the organization which focus on its
sustainability, development and over-all efficiency and
effectiveness.
2. devise sound strategies that will support the realization
of the set goals and aligning competent managers to
successfully carry them out.
3. appoints executives for middle-level management
4. controls and coordinates all the activities of the
organization 5. handles inter-relationship with the
external environment provides guidance and direction to
the whole organization
Middle-Level Managers
also known as the tactical manager and is
accountable to the top-level managers for the
activities of their departments.
They are made up of General Manager, Regional
Manager, Branch Manager, District Manager and
Plant Manager.
They are more aware of the company’s problem
compared to the top-level managers because
they have close contacts with the frontline
managers, customers and other subordinates.
Middle-Level Managers
Formulate and carry out
activities;
Report to the top managers;
Supervise and leads the lower
level manager; and
 distribute resources.
Functions of a Middle-Level Managers
1. serves as communicators between top and lower levels as they
transfer information, reports and various data of the company to
the top-level managers.
2. in charge with the employment and trainings of the lower levels
3. interpret and carry out the plans of the organization in
accordance with the policies and directions of the top-level
management.
4. supervise and monitors the performance of the lower-level
managers
5. develops creativity to provide sound ideas about operational
and problem-solving skills to their subordinates.
6. Motivation of frontline managers
Frontline or Lower Level Managers
known as the operational managers and
composed of Supervisors, Foreman, Store
or Office Managers and Team Leaders.
 responsible for the day-to-day
operations;
Reports to the middle-level manager;
Serves as a bridge between management
and non-management employees.
Functions of a Lower-Level Managers
1. assigning of task and jobs to other subordinates
2. supervise the day to day activities of the
organization
3. directly responsible for the quality and quantity of
worker’s production
4. serves as a bridge between management and non-
management employee
5. maintain discipline in the organization
6. supervise, guides and motivates subordinates
7. make necessary decisions on their levels
Managerial Roles
1.Interpersonal
2.Informational
3.Decisional or Decision-making
Managerial Roles
 Henry Mintzberg, a professor
at McGill University, was the
one who conducted the
research on what real
managers do.
1. Interpersonal Roles
Pertains to the roles that has
something to do with building a
good relationship with others and
related to human skills.
Some of the interpersonal roles
of a manager are figure head,
leader, and liaison.
 Figurehead
One who has nominal leadership but
without real power, at this power is
possessed only by the company’s
President/Owner.
He stands as a source of inspiration and a
symbolic of legal authority to his
employees and performs social,
ceremonial duties like signing of
documents and receiving visitors.
 Leader
The one who possesses good leadership
qualities or a combination of good moral
character, strong professional will, humility
that builds enduring greatness, and
commands loyalty and respect among
subordinates.
 he hires, trains and motivates his personnel
and he also communicates performance goals
and evaluates the performance of the
employees.
 Liaison
One who is capable of maintaining
unity of action in the organization.
The manager interacts and
communicates with internal and
external members of the organization
and this networking activity is critical in
realizing the organizational goals
especially concerning with the
customers.
2. Informational ROles
This role involves generating
and sharing of important to
successfully attain the company’s
objectives.
Some roles are monitor,
disseminator, and spokesperson.
 Monitor
He takes the role as the receiver and
collector of useful information that
can be obtained through meetings,
conversations and documentations to
keep abreast of the current and
industry standards as well as the
changes occurring in both internal
and external business environments.
 Disseminator

 takes
and distributes
information to the
appropriate individuals
or subordinates regularly.
 Spokesperson

 transmits information
about the organization to
outside parties or
individuals.
 3. Decisional Roles
 this roles entails processing and
using of information to make
decisions in order for the
managers to get things done.
Some of the decisional roles are
entrepreneur, mediator, resource
allocator, and negotiator.
 Entrepreneur
 the one who design and
initiate change within the
organization and usually
involves improvement that will
contribute in the achievement
of future goals.
 Mediator
 handles and resolves
conflicts among employees,
difficult problems and non-
routine situations like
strikes.
 Resource Allocator
 the manager decides on
how to allocate or distribute
the resources and with
whom to work closely to
attain desired outcomes.
 Negotiator
 this role is where the manager
represents a team or departments
when negotiating an issue with the
suppliers, individual employees,
unions, customers, the government
and outside parties. Managers usually
negotiates on budgeting and
purchases.
 Managerial Skills

 are the knowledge and ability of

the individuals in a managerial
position to fulfil some specific
management activities or tasks.
 Managerial Skills

Conceptual Human Technical

Skills Skills Skills
 1. Conceptual Skills
 Most common with top-level managers
 Ability of the managers to think of possible
solutions to complex problems.
 Through the ability to see “the big picture”,
allows to recognize significant elements in the
situation and to understand its relationships
among the elements
 2. Human Skills
 Common with all levels of managers
 Enable managers in all levels to relate well with
people
 Communicating, leading, inspiring and
motivating will be easy with the help of human
skills especially in dealing with people both in
the internal and external environment of the
organization
 3. Technical Skills
 Most common with Frontline or Lower-level managers
 Is the knowledge and proficiency in activities that
involves methods, processes and procedures
 Lower-level managers find these skills very important
because they are the ones who manage the non-
management workers who usually use varied techniques
and tools to be able to produced good quality products
and services
Thank you!
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