Management might sound complicated, but it’s really about working with people and resources to achieve goals. Let’s explore what managers do, the skills they need, and the challenges they face—through simple examples you can relate to.
Types of Managers
Functional Manager → Focuses on one area.
Example: Kenneth is a sales manager who only looks after marketing. He’s a functional manager.
General Manager → Looks after everything.
Example: Charlie manages purchasing, HR, finance, production, and sales. He’s a general manager.
Line Manager → Directly supervises the core work.
Example: A shift supervisor at McDonald’s making sure burgers get made.
Staff Manager → Gives support and advice.
Example: An HR manager who handles recruitment and training.
Quick Tip: Line = outputs, Staff = advice, Functional = one area, General = all areas.
Levels of Management (The Pyramid)
Imagine a pyramid with three levels:
Top Managers → CEOs, presidents, directors → set big goals and strategies.
Example: Gary, a new top manager, must look out for long-term opportunities.
Middle Managers → Deans, division managers, clinic directors → run departments and connect top goals to frontline work.
Example: A university dean managing all professors in their faculty.
First-Line Managers → Supervisors, team leaders → oversee day-to-day work.
Example: A store supervisor guiding sales associates.
Visual idea: A management pyramid diagram with examples at each level.
Skills Every Manager Needs
Technical Skills → Special knowledge.
Example: Knowing how to write a business plan or analyze survey data.
Human Skills → Working well with people (linked to Emotional Intelligence).
Example: A manager who listens, resolves conflicts, and motivates their team.
Conceptual Skills → Big-picture thinking.
Example: A CEO planning how the company will compete in the market over the next 10 years.
Visual idea: A skills pyramid → technical at the base (important for first-line managers), human in the middle (important for all), conceptual at the top (most important for top managers).
The Management Process
Managers perform four classic functions:
Planning → Deciding what to do.
Organizing → Arranging resources.
Leading → Motivating people.
Controlling → Checking if things go as planned.
Even if planning is perfect, controlling is still needed because reality changes.
Modern Organizational Challenges
Shamrock Organization → Core staff + contract workers + part-time workers.
Example: A tech startup with full-time engineers, freelance designers, and part-time interns.
Knowledge Workers → People whose brainpower (not physical strength) is their asset.
Example: Software engineers, doctors, accountants.
Glass Ceiling Effect → Invisible barrier stopping women/minorities from senior jobs.
Example: Nicola, denied a marketing manager role just because she’s a woman.
Conclusion
Management is about people, skills, and strategy. From Kenneth the functional manager to Gary the top manager, every role contributes to success. By combining competence with commitment, mastering technical, human, and conceptual skills, and breaking barriers like the glass ceiling, managers can build productive organizations where people thrive.
Types of Managers
Functional Manager → Focuses on one area.
Example: Kenneth is a sales manager who only looks after marketing. He’s a functional manager.
General Manager → Looks after everything.
Example: Charlie manages purchasing, HR, finance, production, and sales. He’s a general manager.
Line Manager → Directly supervises the core work.
Example: A shift supervisor at McDonald’s making sure burgers get made.
Staff Manager → Gives support and advice.
Example: An HR manager who handles recruitment and training.
Quick Tip: Line = outputs, Staff = advice, Functional = one area, General = all areas.
Levels of Management (The Pyramid)
Imagine a pyramid with three levels:
Top Managers → CEOs, presidents, directors → set big goals and strategies.
Example: Gary, a new top manager, must look out for long-term opportunities.
Middle Managers → Deans, division managers, clinic directors → run departments and connect top goals to frontline work.
Example: A university dean managing all professors in their faculty.
First-Line Managers → Supervisors, team leaders → oversee day-to-day work.
Example: A store supervisor guiding sales associates.
Visual idea: A management pyramid diagram with examples at each level.
Skills Every Manager Needs
Technical Skills → Special knowledge.
Example: Knowing how to write a business plan or analyze survey data.
Human Skills → Working well with people (linked to Emotional Intelligence).
Example: A manager who listens, resolves conflicts, and motivates their team.
Conceptual Skills → Big-picture thinking.
Example: A CEO planning how the company will compete in the market over the next 10 years.
Visual idea: A skills pyramid → technical at the base (important for first-line managers), human in the middle (important for all), conceptual at the top (most important for top managers).
The Management Process
Managers perform four classic functions:
Planning → Deciding what to do.
Organizing → Arranging resources.
Leading → Motivating people.
Controlling → Checking if things go as planned.
Even if planning is perfect, controlling is still needed because reality changes.
Mintzberg’s 10 Roles (Simplified)
Henry Mintzberg found managers wear “different hats.”
Interpersonal Roles (working with people) → figurehead, leader, liaison.
Example: A school principal motivating teachers.
Informational Roles (sharing info) → monitor, disseminator, spokesperson.
Example: A manager scanning market trends (monitor).
Decisional Roles (making choices) → entrepreneur, disturbance handler, resource allocator, negotiator.
Example: A manager settling a conflict between two teams.
Henry Mintzberg found managers wear “different hats.”
Interpersonal Roles (working with people) → figurehead, leader, liaison.
Example: A school principal motivating teachers.
Informational Roles (sharing info) → monitor, disseminator, spokesperson.
Example: A manager scanning market trends (monitor).
Decisional Roles (making choices) → entrepreneur, disturbance handler, resource allocator, negotiator.
Example: A manager settling a conflict between two teams.
Key Concepts in Today’s Workplace
Intellectual Capital = Competence × Commitment
Example: A smart employee (competence) who is also motivated (commitment) adds great value.
Tech IQ → Being comfortable with technology and staying updated.
Example: Knowing how to use AI tools in business.
Productivity → Quality & quantity of outputs ÷ inputs.
Example: Two workers make 50 shirts, but one uses fewer materials—that’s higher productivity.
Quality of Work Life (QWL) → How good the workplace feels.
Example: Fair pay, safe conditions, and work–life balance.
Intellectual Capital = Competence × Commitment
Example: A smart employee (competence) who is also motivated (commitment) adds great value.
Tech IQ → Being comfortable with technology and staying updated.
Example: Knowing how to use AI tools in business.
Productivity → Quality & quantity of outputs ÷ inputs.
Example: Two workers make 50 shirts, but one uses fewer materials—that’s higher productivity.
Quality of Work Life (QWL) → How good the workplace feels.
Example: Fair pay, safe conditions, and work–life balance.
Modern Organizational Challenges
Shamrock Organization → Core staff + contract workers + part-time workers.
Example: A tech startup with full-time engineers, freelance designers, and part-time interns.
Knowledge Workers → People whose brainpower (not physical strength) is their asset.
Example: Software engineers, doctors, accountants.
Glass Ceiling Effect → Invisible barrier stopping women/minorities from senior jobs.
Example: Nicola, denied a marketing manager role just because she’s a woman.
Conclusion
Management is about people, skills, and strategy. From Kenneth the functional manager to Gary the top manager, every role contributes to success. By combining competence with commitment, mastering technical, human, and conceptual skills, and breaking barriers like the glass ceiling, managers can build productive organizations where people thrive.
