Roles and Skills of Manager Roles and Skills of Manager 

Roles of Manager

Discuss Henry Mintzberg’s classification of basic role performed by manager in modern organization.

The job of a modern manager is very complex and multi-dimensional. Therefore, a manager has to play several roles to perform his job effectively and efficiently.

Mintzberg has identified ten roles of a manager which are grouped into three categories. There is some arbitrariness in this classification but it is a useful framework for analyzing and understanding the managerial job. These jobs are inseparable and should, therefore, be viewed as an integrated whole. For example, status as manifested in the interpersonal roles, brings information to the manager and it is this information that enables him to perform the decision-making role effectively.

Ten Managerial Work Roles


  1. Figurehead– In this role a manager performs symbolic duties required by the status of his office. Making speeches, bestowing honours, welcoming official visitors, distributing gifts to retiring employees are of such ceremonial and social duties. 
  2. Leader-This role defines the manager’s relationship with his own subordinates. The manager sets an example, legitimizes the power of subordinates and brings their needs in accord with those of his organization.
  3. Liaison-It describes a manager’s relationships with the outsiders. A manager maintains mutually beneficial relation with other organization, government, industry groups, etc.


4. Monitor-It implies seeking and receiving information about his organization and external events. An example is picking up a rumour about his organization. 

5. Disseminator-It involves transmitting information and judgments to the member of the organization. The information relates to internal operations and the external environment. A manager calling a staff meeting after a business trip is an example of such a role. 

6. Spokesman– In this role, a manager speaks for his organization. He lobbies and defends his enterprise. A manager addressing the trade union is an example.


  1. Entrepreneur-It involves initiating change or acting as a change agent. For example, a manager decides to launch a feasibility study for setting up a new plant. 
  2. Disturbance handler-This refers to taking charge when a organization face a problem or crisis, e.g., a strike, feud between subordinates, loss of an important customer. A manager handles conflicts, complaints and competitive actions. 
  3. Resource allocator– In this role a manager approves budgets and schedules, sets priorities and distributes resources. 

10. Negotiator-As a negotiator, a manager bargains with suppliers, dealers, trade union, agents, etc.  

Roles and Skills of Manager 

Roles and Skills of Manager Roles and Skills of Manager Roles and Skills of Manager Roles and Skills of Manager Roles of Manager Managerial Skills

Managerial Skills

Job of a manager has become very challenging. Several skills are, therefore required in order to be a successful manager. The skills of an effective manager may be classified into FOUR categories as given below: 


It refers to the ability and knowledge in using the equipments, techniques and procedures involves in performing specific tasks. These skills require specialize knowledge and proficiency in the mechanics of a particular job. Ability in programming and operating computer is, for instance, a technical skill. There are two things a manager should understand about technical skills. In the first place, he must know which skill should be employed in his particular enterprise and be familiar enough with their potentiality to ask discerning questions of his technical advisers. Secondly, a manager must understand both the role of each skill employed and the inter-relation between the skills. 


Human skills refer to the ability to work effectively with other people both as individuals and as member of a group. These are required to win co-operation of other to build effective work teams. Such skills require a sense of feeling for other and capacity to look at things from other’s point of view. Human skills are reflected in the way a manager perceives his supervisor, subordinates and peers. An awareness of the importance of human skill should be part of a manager’s orientation and such skill should be developed throughout the career. While technical skills involve mastery of ‘things’, human skill are concerned with understanding of ‘people’. 


It comprises the ability to see the whole organization and the inter-relationship between its parts. These skills refer to the ability to visualize the entire picture or to consider a situation in its totality. Such skills help the manager to conceptualize the environment to analyze the forces working in the situation and to take a broad and farsighted view of the organization. These, also include the competence to understand a problem in all its aspects and to use original thinking is solving the problem. Such competence is necessary for rational decision making.Thus, technical skills deal with jobs, human skills with person and conceptual skills with ideas.  


Managers particularly at the upper level must also have designed skills. These involve competency to solve organizational problems in the light of prevailing external environment in the organization are also called DIAGNESTIC SKILLS or ANALYTICAL SKILLS.

Diagnostic skills include ability to determine by analysis and examination, the natural and circumstances of a particular situation.

Step II Construct the network and find out the critical path.

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Roles and Skills of Manager Roles and Skills of Manager Roles and Skills of Manager Roles and Skills of Manager Roles of Manager Managerial Skills

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