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Managing and Performing
This chapter introduces management; including the various roles managers fulfill, levels
of management, and management skills.
The chapter presents the various of functions that managers fulfill in organizations.
Much of their time is spent communicating with subordinates, their bosses, and
numerous people from outside the organization. Managers also perform a variety of
roles in an organization. The three major types of roles include interpersonal roles,
informational roles, and decisional roles. The extent of each of these roles depends on
the manager’s position within the organizational hierarchy.
In recent years, many global businesses were reorganized to make them more efficient,
nimble, and competitive. This reorganization resulted in decentralizing many processes
along with elimination of middle management layers, resulting in many more
responsibilities loaded onto managers in downsized, flatter organizations.
The two most salient perceptions of a manager are (1) the manager’s level in the
organizational hierarchy and (2) the type of department or function for which he is
responsible. Levels include executive, middle, and first-line management. Managers can
also be distinguished by three types of management skills. While top-level executives
utilize conceptual skills, first-line managers spend more time using their technical skills.
Human relations skills, or people skills, remain important for success at all three levels in
This chapter presents introductory information about management and sets the stage
for the following chapters on various areas of management; including human resource
management, strategic management, motivation, leadership, ethics, global
management, diversity/equity, communication, etc.