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Different types of managers

Volume 1, 2020

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Types of managers according to the level of management in the organization: Top-level (Top managers), Medium managers and Operations Managers.

Different types of managers

Good management is a matter of well-chosen managers. They are the intermediaries between all employees in the company or organization. A good manager must be a good manager and a good leader. Regardless of how subordinates perceive their director, the problem of managerial responsibility remains significant. It can be illustrated, best with the so-called "Management Five"

The manager must provide effective means to unite each team

The manager must provide effective means to unite each team. In the presence of different interests and levels of motivation, a great variety in the behavior of the teams is possible. The leader must know the main stages of the evolution of the team in terms of its cohesion.

Knowledge of the evolution in the development of groups and their features will allow the leader to apply in practice forms and methods of operational and long-term management, adequate to the stage of development of the group, its social maturity, and preparation.

Nature and features of the manager

With the advancement of technology, competition in the supply of goods and services is increasing, which leads to more and more difficult management of a company so that it makes the most profit and is thriving. It is this management of the company that the manager takes care of. The successful management of an institution or company is due to the successful management of the manager. He is the person who makes the management decisions.

Making these decisions is a combination of many activities, such as informing, making important decisions, choosing between many offers, forecasting, analyzing, and many other activities before making an important management decision. The manager must be able to predict, analyze, study, control, manage, and much more.

The big difference between a manager and a leader

Many authors note that there is a big difference between a manager and a leader. Leadership is part of management, that is, of management, but being a leader does not necessarily mean that you are a leader. Management can be defined as a mental and physical process that encourages subordinates to perform pre-prescribed tasks and duties.

On the other hand, leadership can be defined as the process by which a person influences the behavior of group members. The head (manager) of an organization is "a person who is both a leader and effectively manages his subordinates.

Its purpose is to influence others in such a way that they perform the work assigned to them by the organization. Unlike leadership, leadership is the ability to influence the behavior of individuals and groups and guide their efforts to achieve the goals of the organization. "A leader is one who knows how to attract others and motivate them to perform a task. or to achieve a specific goal.

The main part of the management

The main part of management in any organization is the coordination of its activities and directing the efforts of members to achieve its goals. This process includes the ability to be a leader, as leadership is an integral part of effective management.

Leadership is manifested in interpersonal relationships. It is associated with achieving the goals of the organization so that followers perceive them as their own. Effective governance is inextricably linked to leadership.

However, after all the above, it should be borne in mind that the difference between a manager and a leader does not just exist. The difference is important for the development of any organization because in most cases the leader and the leader in a company are two different people.

Therefore, to distinguish the leader and the manager from each other, we will consider them both together and separately to reach the desired conclusions.

Types of managers according to the level of management in the organization:

Top-level - Top managers

Top-level - Top managers. They define the goals of the organization, develop the strategy and management policy, have representative duties. These include President, Vice President, Deputy CEO and CEO. To be a successful top manager you need the following qualities:

Curiosity. Many successful top managers are hellishly curious people. This country of theirs often remains hidden from the media during meetings with investors. But there is a reason for this - CEOs must radiate trust and a measured sense of power. Stability must be written on their faces. But if you take them out of this everyday scenario, you will see a completely different side of them. They can tell you stories of mistakes and failures.

They can also ask general questions - those that concern the big picture. For example, they wonder why things work a certain way and whether it can be improved. They want to hear people's stories and what they do.

These are the questions that point to opportunities for entrepreneurs and help managers understand the people who work for them. And how to be stimulated to work together effectively. It is no coincidence that many managers use the same phrase to explain what the CEO does: "I study human nature."

One must learn from everyone, Alan Mulally

According to Alan Mulally, who leads the Ford car company, one must learn from everyone.

Tempered self-esteem. Some people accept failures completely calmly, even with some pleasure. They also have a list of steps on how to overcome the next one. Because they have hardened self-confidence.

Sense of team. At one point, the idea of ​​team play in corporate life became devalued. It was reduced to the elementary "I work in a team, so I'm a team player." The most effective CEOs are more than team players. They understand the principles by which the team works and know how to get the most out of everyone. Just as people can have all sorts of skills, so top managers are people who know how to understand teamwork.

Simple attitude. In many companies, there are sometimes persistent problems with the way of communication. Most CEOs want the same things from their employees - be brief, drive-in substance, explain clearly.

However, few people can achieve the simplicity required by the boss. Instead, they mistakenly decided that they would impress everyone with a long PowerPoint presentation that showed how diligently they had researched the issue. Or that they will discourage any objections by talking more.

Courage. Are you comfortable feeling uncomfortable, do you like situations where you don't have a map or a compass? Are you nervous when everything goes smoothly and you want to shake things up? Do you agree to take surprising career moves to learn new skills? In other words, do you have the courage?

Risk-taking is often associated with entrepreneurs whose attitude to the realization of their idea is: "I will bet everything." But risk-taking does not exactly cover the quality that many CEOs possess and look for in others.

Medium managers

From intermediate level - Medium managers. They are responsible for the implementation of decisions taken by the highest level, control the slave. to lower-level managers. The middle managers implement (the) decisions made by the top managers and control the work of the operational managers. These include heads of divisions, directors of various divisions, heads of departments, divisions.

They manage operations managers and workers. This is the middle management level. As the decline in engagement most severely affects middle management levels, to avoid a crisis in an institution, it is sometimes necessary to reduce staff to a lower position.

By downgrading, the middle manager can become operational to reduce the organization's costs, as the middle management level is more expensive than the lower one.

Operations Managers

From a lower level - Operations Managers. They coordinate the activities of the contractors. Such positions are heads of shift sectors, autonomous groups, etc. They are the most common. Their responsibility is related to the realization of the product or service provided.

A basic principle in the movement of the management staff is its transition from a lower to a higher management level.

According to the field of management:

  • Marketing managers related to the realization of product or service markets, search, advertising, etc.
  • Financial managers - manage the financial resources of the organization
  • Production managers - manage the production activities of the organization, manage quality, new facilities and technologies
  • Human Resource Managers (or Personnel managers) - They deal with recruitment, selection, recruitment, movement, evaluation, training of employees
  • Administrative managers - coordinate the activities of various functional areas in the organization
  • Project Managers - responsible for the execution of a specific project
  • Public relations managers, etc.

Qualities of a successful manager

To achieve these goals and activities, every manager must have certain qualities. The qualities of each manager are: Owned by birth or acquired.

The qualities possessed by birth are:

  • logical and abstract thinking
  • observation and memory
  • concentration
  • fantasy and creativity

The acquired qualities are:

  • determination conviction to turn the decision into reality
  • dynamics of initiative and entrepreneurship
  • reliability as a partner responsible, constant, discreet, honest, ethical
  • self-confidence, inner conviction
  • authority, eloquence
  • optimism

Is the leader a leader and is the leader a manager?

One of the things a manager should strive for is to be a leader and a good manager. Is the manager a leader and is the leader a manager? This is a very common question. The manager and the leader are two similar terms, which, however, have recently been increasingly used as synonyms in the press. Probably because many managers have leadership qualities, and many leaders perform purely managerial functions. But, as we found, the difference between a manager and a leader is significant.

Many would like only leaders or at least potential leaders to work in the company. To have a leader, however, he must have followers. Therefore, leaders will always be a small part of the team. Many followers cannot be leaders. Their strength and value lie in being capable, reliable followers. Everyone has their value, but in the right place and at the right time.

A manager without leadership qualities, for example, is indispensable in situations of downsizing and layoffs. Put a leader in such a situation and he will wither - leaders are born to create, to attract, to expand the business.

Both the leader and the manager occupy an important place in modern business life. Moreover, in the name of the company's success, they must establish fruitful cooperation.

With the development of business relationships, nowadays, being a good manager is no longer enough for great success. You need to integrate both the role of manager and leader to achieve significant success in the organization. As a manager, you have to achieve high results, and as a leader, you have to focus on the people who achieve the results. From the two professions - manager or leader - choose the one that best suits your personality.

Confucius, 2,500 years ago, said, "Choose a profession you love and you won't have to work even a day in your life!"

What is it like to be a good manager?

In management theory, a leader who manages to bring the personal goals of employees closer to those of the organization is called a leader. This is one of the most valuable skills of leaders today, which is largely shrouded in mystery and mystery.

The common belief is that a leader is a charismatic person; the leader is born that way; either you have it or you don't; not acquired and so on. Some people indeed handle this role better and easier than others, but any leader can acquire the skills to lead people as long as he realizes the need for such skills and makes the necessary efforts.

Every manager must be able to formulate goals and put them clearly in front of subordinates. To make someone do something, he must clearly understand what we want from him. Otherwise, the result that will be obtained will not meet our expectations. This is one of the most important skills of a manager so that the work is not done.

The manager must be able to highlight the most characteristic individual qualities of each of his subordinates. Without it, he is tied up and will probably assign tasks to the wrong people and will not get the expected results. A good leader knows his people, both their strengths and weaknesses, but focuses on the strengths to use their potential.

A leader must make an effort to understand what are the most important things for each person, what he believes in, what his desires are, what his values ​​and goals are? In this way, he can guide people to the goals he wants to achieve.

Conclusion

For a successful economy and management of companies and organizations, the most important thing is the choice of specialists working in it. The managers take care of the good management of the implementation of the tasks in each company. That is why they must be very well selected, such as skills and qualities. The better managers a company has, the better it develops.

Managerial skills are both personal qualities of the person and acquired skills for communication with people, management skills, and persuasiveness. One of the traits that are important to be a good manager is to be able to work in a team.

Managers are the link between the lower level of workers and the higher management level. To be able to satisfy both levels, the manager must be very communicative and always find a "common language" with everyone and be able to resolve any situation with ease.

About the author

Marta Rodrigues, Writer at Business Value-Oriented Principles

Marta Rodrigues is a lecturer at the University of Valladolid and a long-time researcher of classical and modern management practices. She is also the author of many academic papers and a mentor to young and ambitious managers from various industries.

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