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What is the role of a successful manager? What are the skills required for managers to carryout work successfully?

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Introduction

What is the role of a successful manager? What are the skills required for managers to carryout work successfully? Regardless of their level or area within an organization, all managers must play certain roles and exhibit certain skills if they are to be successful. So, we must first highlight the basic roles managers play and then discuss the skills they need to be effective. Managerial Roles: It was concluded that managers play ten different roles and these roles fall into three basic categories: * Interpersonal Roles: there are three interpersonal roles inherent in the manager's job. First, the manager is often asked to serve as a figurehead -taking visitors to dinner, attending ribbon-cutting ceremonies, and the like. These activities are typically more ceremonial and symbolic than substantive. The manager is also asked to serve as a leader -hiring, training, and motivating employees. A manager who formally or informally shows subordinates how to do things and how to perform under pressure is leading. Finally, managers can have a liaison role. This role often involves serving as a conductor or link between people, groups, or organizations. ...read more.

Middle

The third decisional role is that of resource allocator. As a resource allocator, the manager decides how resources are distributed, and with whom he or she will work most closely. A fourth decisional role is that of negotiator. In this role the manager enters into negotiations with other groups or organizations as a representative of the company. So for any manager to perform these tasks effectively and successfully he or she must possess certain skills to qualify him for such responsibilities. Managerial skills one classical study of managers identified three important types of managerial skills: technical skills, interpersonal skills, and conceptual skills. Diagnostic skills are also prerequisites to managerial success. * Technical skills are the skills necessary to accomplish or understand the specific kind of work being done in an organization. Technical skills can be developed through completing recognized programs of study at colleges and universities. While managers gain experience in actual work situations. Technical skills are especially important for first-line managers. These managers spend much of their time training subordinates and answering questions about work-related problems. They must know how to perform the tasks assigned to those they supervise if they are to be effective managers. ...read more.

Conclusion

* Diagnostic skills successful managers also possess diagnostic skills, or skills that enable a manager to visualize the most appropriate response to a situation. A manager can diagnose and analyze a problem in the organization by studying its symptoms and the developing a solution. For example, a manager at Texas Instruments plant recently noted that one particular department was suffering from high employee turnover. He diagnosed the situation and decided that the turnover was caused by one of three things: dissatisfaction with pay, boring work, or a supervisor with poor interpersonal skills. After interviewing several employees, he conducted that the problem was the supervisor. He assigned the supervisor to a position that required less interaction with people, and the turnover problem soon disappeared. Of course, not every manager has equal measure of these four basic types of skills. Nor are equal measures critical. For example, the optimal skills mix tends to vary with the manager's level in the organization. First -line manager generally need to depend more on their technical and interpersonal skills and less on their conceptual and diagnostic skills. Top managers tend to exhibit the reverse combinations a greater emphasis on conceptual and diagnostic skills and a somewhat lesser dependence on technical and interpersonal skills. Middle managers require a more even distribution of skills. ...read more.

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