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management’s job to direct and coordinate those people. This is the leading function. When managers motivate subor-
dinates, direct the activities of others, select the most effective communication channels, or resolve conflicts among
members, they are engaging in leading.
"The people who oversee the activities of others and who are responsible for attaining goals in organizations are
managers."
Planning includes defining goals, establishing strategy, and developing plans to coordinate activities.
Organizing determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who re-
ports to whom, and where decisions are to be made.
Leading includes motivating subordinates, directing others, selecting the most effective communication channels,
and resolving conflicts.
The final function managers perform is controlling. After the goals are set, the plans formulated, the structural ar-
rangements delineated, and the people hired, trained, and motivated, there is still the possibility that something may go
amiss. To ensure that things are going as they should, management must monitor the organization’s performance. Actual
performance must be compared with the previously set goals. If there are any significant deviations, it is management’s job
to get the organization back on track. This monitoring, comparing, and potential correcting is what is meant by the control-
ling function. So, using the functional approach, the answer to the question, What do managers do? is that they plan, organ-
ize, lead, and control.
Management Roles
In the late 1960s, a graduate student at MIT, Henry Mintzberg, undertook a careful study of five executives to de-
termine what these managers did on their jobs. On the basis of his observations of these managers, Mintzberg concluded
that managers perform ten different, highly interrelated roles, or sets of behaviors attributable to their jobs. As shown in
Exhibit 1-1, these ten roles can be grouped as being primarily concerned with interpersonal relation-ships, the transfer
of information, and decision-making.
Controlling – monitoring activities to ensure they are being accomplished as planned and correcting any signifi-
cant deviations.
Managers plan, organize, lead, and control.
T a s k 7. Discuss the differences and significance of the managerial roles.
INTERPERSONAL ROLES All managers are required to perform duties that are ceremonial and symbolic in
nature. When the president of a college hands out diplomas at commencement or a factory supervisor gives a group of
high school students a tour of the plant, he or she is acting in a figurehead role. All managers also have a leadership
role. This role includes hiring, training, motivating, and disciplining employees. The third role within the interpersonal
grouping is the liaison role. Mintzberg described this activity as contacting outsiders who provide the manager with
information. These may be individuals or groups inside or outside the organization.
The sales manager who obtains information from the personnel manager in his or her own company has an internal
liaison relationship. When that sales manager has contacts with other sales executives through a marketing trade asso-
ciation, he or she has an outside liaison relationship.
INFORMATION ROLES All managers, to some degree, collect information from organizations and institutions
outside their own. Typically, they get information by reading magazines and talking with other people to learn of
changes in the public’s tastes, what competitors may be planning, and the like. Mintzberg called this the monitor role.
Managers also act as a conduit to transmit information to organizational members. This is the disseminator role. Man-
agers additionally perform a spokesperson role when they represent the organization to outsiders.
DECISIONAL ROLES Finally, Mintzberg identified four roles that revolve around the making of choices. In the
entrepreneur role, managers initiate and oversee new projects that will improve their organization’s performance. As
disturbance handlers, managers take corrective action in response to unforeseen problems. As resource allocators,
managers are responsible for allocating human, physical, and monetary resources. Last, managers perform a negotiator
role, in which they discuss issues and bargain with other units to gain advantages for their own unit.
Management Skills
Still another way of considering what managers do is to look at the skills or competencies they need to success-
fully achieve their goals. Robert Katz has identified three essential management skills: technical, human, and concep-
tual.
Technical skills encompass the ability to apply specialized knowledge or expertise. When you think of the skills
held by professionals such as civil engineers, tax accountants, or oral surgeons, you typically focus on their technical
skills. Through extensive formal education, they have learned the special knowledge and practices of their field. Of
course, professionals don’t have a monopoly on technical skills, and not all technical skills have to be learned in schools
or formal training programs. All jobs require some specialized expertise, and many people develop their technical skills
on the job.
Technical skills – means the ability to apply specialized knowledge or expertise.
Many people are technically proficient but interpersonally incompetent.
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