National University of Modern Languages
Faculty of Management Sciences
7th Semester (Bs-Economics &Finance)
Subject: Organizational Behavior
Submitted by: AZMAT AZIM(BEF-3500)
Submitted to: Ma’am Ayesha
Date: March 13th, 2025
Q. What do managers do in terms of functions, roles and skills?
Introduction
Managers are key players in organizations, responsible for achieving goals through people. Their
roles encompass planning, decision-making, and leadership, requiring a blend of skills and
functions to ensure organizational success. This assignment explores managerial functions, roles,
and skills based on organizational behavior principles.
1. Managerial Functions
Henri Fayol first introduced the four primary managerial functions, which remain the foundation
of management today:
1.1 Planning
Planning involves setting goals, defining strategies, and determining the best course of action to
achieve objectives. It includes:
- Strategic Planning – Long-term vision and high-level objectives.
- Tactical Planning – Translating strategies into departmental actions.
- Operational Planning – Short-term and day-to-day plans to ensure smooth functioning.
Planning helps managers anticipate future challenges and allocate resources effectively.
1.2 Organizing
Organizing ensures that resources (human, financial, physical, and informational) are structured
efficiently. Key aspects include:
- Job Design – Assigning tasks and responsibilities.
- Departmentalization – Grouping jobs into teams or departments.
- Resource Allocation – Distributing budgets, manpower, and materials.
- Authority and Hierarchy – Establishing reporting relationships.
Organizing aligns team efforts and optimizes workflow for maximum productivity.
1.3 Leading
Leading involves motivating and guiding employees to achieve goals. It includes:
- Motivation – Encouraging employees using incentives, recognition, and a positive work
culture.
- Communication – Ensuring clear, open, and effective communication within the organization.
- Leadership Styles – Using different leadership approaches (autocratic, democratic,
transformational, etc.).
- Conflict Resolution – Addressing workplace disputes and ensuring teamwork.
Effective leadership fosters employee engagement, productivity, and innovation.
1.4 Controlling
Controlling ensures that actual performance aligns with planned objectives. It involves:
- Performance Measurement – Comparing results with goals (KPIs, financial reports, feedback).
- Corrective Actions – Addressing deviations and making necessary adjustments.
- Quality Control – Ensuring high standards in products, services, and processes.
- Risk Management – Identifying and mitigating potential threats.
Control mechanisms help organizations maintain efficiency and achieve continuous
improvement.
2. Managerial Roles
Henry Mintzberg identified ten managerial roles, categorized into three groups:
2.1 Interpersonal Roles (Managing People)
These roles involve interactions with employees, stakeholders, and external parties.
1. Figurehead – Represents the organization in ceremonial duties (e.g., signing agreements,
attending events).
2. Leader – Directs and motivates employees to achieve objectives.
3. Liaison – Builds and maintains networks within and outside the organization.
2.2 Informational Roles (Managing Information)
These roles focus on gathering and distributing crucial information.
4. Monitor – Collects and evaluates industry trends, performance reports, and employee
feedback.
5. Disseminator – Shares important internal information with employees and teams.
6. Spokesperson– Communicates organizational strategies, policies, and updates to external
audiences.
2.3 Decisional Roles (Managing Actions)
These roles involve making key decisions that impact the organization.
7. Entrepreneur – Initiates innovation and strategic change to improve processes or products.
8. Disturbance Handler – Resolves conflicts and addresses unexpected challenges.
9. Resource Allocator – Distributes budgets, personnel, and physical assets efficiently.
10. Negotiator – Represents the organization in business deals, contract discussions, and labor
negotiations.
These roles highlight the complexity of managerial work and the need for versatility.
3. Managerial Skills
Robert Katz classified three essential skills that managers need at different levels:
3.1 Technical Skills
- The ability to apply specialized knowledge and expertise.
- Examples: IT skills, financial analysis, engineering, and data analytics.
- More important for lower-level managers who handle operational tasks.
3.2 Human (Interpersonal) Skills
- The ability to work well with others, communicate effectively, and resolve conflicts.
- Includes emotional intelligence, active listening, and team management.
- Crucial at all managerial levels, as leadership and teamwork define organizational success.
3.3 Conceptual Skills
- The ability to analyze complex situations and develop strategies.
- Examples: Critical thinking, decision-making, and strategic planning.
- Essential for top-level managers, as they focus on long-term goals and organizational direction.
Successful managers balance these skills based on their role and responsibilities.
