Role of the manager: key points
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The role of a manager is varied and contradictory in its demands
Managers need to be both generalists and specialists
Most managers develop their own managerial style, which they can adapt according to the situation
Managers require extra time, training and support for implementation of HR policies and procedures
Unlocking Human Resource Management
Chapter 6

Role of the manager: key points
The role approach to management:
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• examines the functions of management early 20th century: Fayol and Mintzberg
Five functions of management (Fayol, 1949):
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• planning organising commanding
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• coordinating controlling
Unlocking Human Resource Management
Chapter 6

Role of the manager: Mintzberg’s managerial roles
Mintzberg (1990)
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Demonstrated the variety in a manager’s work
Identified 10 separate roles played by managers and divided these into three clusters:
• interpersonal
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• informational decisional
Unlocking Human Resource Management
Chapter 6

Role of the manager:
Mintzberg’s managerial roles
FORMAL AUTHORITY AND STATUS
Interpersonal roles: figurehead; leader; liaison
Informational roles: monitor; disseminator; spokesperson
Decisional roles: entrepreneur; disturbance handler; resource allocator; negotiator
Unlocking Human Resource Management
Chapter 6

Role of the manager: managerial styles
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Coercive
Authoritative
Affilitative
Democratic
Pace-setting
Coaching
Influenced by:
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• formal managerial training examples set by other managers/role models situation at hand
Unlocking Human Resource Management
Chapter 6

Role of the manager: managerial styles
Contingency approach
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Different styles for different situations
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Can managers change their ‘home’ style?
Consider which managerial styles would suit: a) b) a military exercise an Olympic sports team c) d) a film crew
12-year-olds on a youth project
Unlocking Human Resource Management
Chapter 6

The managerial escalator (Rees and Porter, 2008)
T
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100%
75
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50
V
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25
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Y 0
MANAGERIAL ACTIVITY
YEARS OF EMPLOYMENT (EXCLUDING FULL-TIME TRAINING)
5 10 15 20 25
The amount of time spent on managerial activity is indicated by taking a reading from the vertical scale – on the left-hand side
Unlocking Human Resource Management
Chapter 6

Organisational hybrids
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Most management is done by people who also undertake specialist work
The balance between management and specialist work will be determined by their position on the managerial escalator
Managerial gap: extent to which managerial tasks are neglected in favour of specialist activity
Unlocking Human Resource Management
Chapter 6

What are the core managerial skills?
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Creative problem solving
Decision making
Planning
Delegation
Negotiation skills
Managing meetings
Leadership skills
Communication skills
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Personal management
Prioritisation
Managing cultural differences
Objective setting
Presentation skills
Influencing skills
Unlocking Human Resource
Management Chapter 6

HR responsibilities devolved to front-line managers
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Selection and assessment (interviews, placing right person to the right job)
Induction
Staff development (appraisals and training)
Building good manager–employee relationship
Maintaining morale (good working conditions, work–life balance in practice)
Delivering HR policies and procedures (early disciplinary actions, conflict and stress management, controlling labour cost)
Unlocking Human Resource Management
Chapter 6

Managers show reluctance to added HR responsibilities
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Lack of desire
Lack of capacity
Lack of skills
Lack of support
Lack of clear policy and procedures
(Riemsdjik et al., 2006)
Unlocking Human Resource Management
Chapter 6

Devolving HR responsibilities
To fulfil new role line managers require:
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Continuous training and support in delivering
HR policies and procedures
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Strong sense of security in organisation
Self-confidence
Communication skills
Extra time in busy schedules
HR responsibilities to be made part of job description and appraisal
Unlocking Human Resource Management
Chapter 6

Next-generation manager
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An expert - keeping up with latest technical skills
A networker
Self-reliant
Resilient
Leadership skills
HR competencies
Stress management
(Hiltrop, 1988)
Unlocking Human Resource Management
Chapter 6

Learning summary
By the end of this chapter you should:
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Understand the role approach to management
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Know the most common managerial styles
Know the ways in which people become managers
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Understand management skills and their importance
Be aware of the devolving of HR responsibilities to front-line managers
Understand the core skills required for nextgeneration managers
Unlocking Human Resource Management
Chapter 6