Management: Definition and
Overview of Managing and
Performing
By Afag Zeynalova
WHAT MANAGERS DO
What Do Managers Do?
1
2
Constant Action
Interacting with Others
Managers frequently switch tasks,
Managers spend up to 90% of
Most activities are brief and short-
peers, and outsiders, building
responding to issues as they arise.
their time with subordinates,
lasting — multitasking is the
relationships across the
norm.
organization.
3
Verbal Communication
2/3 to 3/4 of managers' time is spent in verbal activity — gathering
information, identifying problems, negotiating meanings, developing plans,
giving orders, and building relationships.
MANAGERIAL ROLES
Interpersonal Roles of Managers
Figurehead
Perform ceremonial duties as head of an organizational unit — hosting
receptions, dining with clients, conducting interviews, and forming
alliances and personal relationships.
Leader
Responsible for the work of people in their unit. They motivate, train, and
direct subordinates, shaping team performance and culture.
Liaison
Maintain information links inside and outside the organization,
establishing and nurturing contacts beyond the vertical chain of
command.
MANAGERIAL ROLES
Informational Roles of Managers
Monitor
Constantly scanning the environment for information, talking with contacts and
subordinates, and receiving unsolicited information through their network of personal
contacts.
Disseminator
Pass privileged information directly to subordinates, who might otherwise have no
access to it — ensuring the team stays informed.
Spokesperson
Transmit information to people outside the organization, including dealing with
representatives of the news media.
MANAGERIAL ROLES
Decisional Roles of Managers
Entrepreneur
Initiate improvement projects and adapt to changing conditions in the business environment.
Disturbance Handler
React to crises and resolve conflicts that threaten organizational stability.
Resource Allocator
Decide who gets resources and set organizational priorities accordingly.
Negotiator
Represent the organization in important negotiations with external parties.
CHARACTERISTICS
Characteristics of Managerial Work
The Reality of Managing
Time is Fragmented
Managerial work is defined by constant interruption,
Managers face constant interruptions and must handle many tasks
competing demands, and the relentless pressure to do more
with less. Understanding these realities is essential for
success.
superficially.
Competing Values
Managers must balance conflicting needs of various stakeholders.
Job Overload
Managers often have more direct reports and responsibilities than they
can effectively handle.
Efficiency is Key
With limited time and resources, efficiency has become a core
management skill.
RESPONSIBILITIES
Key Managerial Responsibilities
Managers carry a broad portfolio of responsibilities that span strategic thinking, operational oversight, and relationship management
across the organization.
Long-range Planning
Controlling
Environmental Scanning
Strategic planning and development at
Evaluate and correct allocation of
Watch for changes in business
executive levels
human, financial, and material
resources
environment and monitor key indicators
Supervision
Coordinating
Customer Relations
Continually oversee the work of
Coordinate work inside and outside the
Direct contact with customers and
subordinates
unit
prospects
RESPONSIBILITIES
More Key Responsibilities
Community Relations
Internal Consulting
Maintain and nurture contacts with
Use technical expertise to solve
federal agencies, local civic groups,
consultants for organizational change
external constituencies — state and
and suppliers.
internal problems, acting as inside
and development.
Monitoring Products & Services
Plan, schedule, and monitor the design, development, production, and delivery
of the organization's products and services.
LEVELS OF MANAGEMENT
Levels of Management
Organizations are structured in a hierarchy of management levels, each with distinct scope and responsibilities. The pyramid narrows as
authority and strategic focus increase.
Executive Managers
1
2
Strategy
Middle Managers
Departments
First-line Managers
3
Daily operations
Level 1 — Executive Managers
Level 2 — Middle Managers
Level 3 — First-line Managers
Responsible for the entire organization
Oversee major departments and manage
Supervise rank-and-file employees and
and its strategic direction.
other managers.
daily operations.
ESSENTIAL SKILLS
Essential Managerial Skills
Human Relations Skills
Ability to work with, motivate, and lead
people effectively.
Technical Skills
Proficiency in specific work processes
and tools required for the job.
Conceptual Skills
Capacity to analyze and integrate
complex information for strategic
decisions.
The relative importance of these skills varies by management level, with conceptual skills becoming more crucial at higher levels.
ESSENTIAL SKILLS
Skills by Management Level
Key Insight
First-line managers prioritize technical skills (70), while executives
rely most on conceptual skills (42). Human relations skills remain
consistently important across all levels. As managers advance, the
ability to think strategically and integrate complex information
becomes the defining competency.
Technical
Human
Conceptual
ACROSS FUNCTIONS
Management Across Functions
Manufacturing
Marketing
Focus on products, services, controlling, and supervision
Emphasis on customer relations and external contacts
Finance
Human Resources
Concentrate on planning, controlling, and monitoring indicators
Provide consulting, coordination, and manage external relations
LOOKING AHEAD
21st Century Management Challenges
Globalization
Technology
Diversity
Ethical Leadership
Managers must think and act globally
Rapid technological change requires
Managing diverse workforces and
Maintaining integrity and social
world.
learning.
modern organizations.
ever.
in an increasingly interconnected
Thank you!
constant adaptation and continuous
addressing social issues is crucial for
responsibility is more important than