3.4. Managerial Roles vs. Managerial Skills: A Comparison

Definition

• Duties or functions played by a manager to perform those roles
• Competencies required to perform those roles

Managerial roles refer to the various positions and responsibilities that a manager fulfills in an organization. Examples of these roles include being a spokesperson, leader, or entrepreneur. On the other hand, managerial skills represent the competencies or abilities that enable managers to perform their roles effectively. For instance, communication skills or human relations skills are required to be an effective leader.

Think of a manager as a chef in a kitchen. The roles they play (like the head chef, sous chef, or line cook) dictate what tasks they are responsible for in preparing a meal. Meanwhile, the skills they need (like knife skills, seasoning techniques, or timing) ensure that the meal is prepared well. Without the right skills, even the best roles won't lead to a successful dish.

Example

• Spokesperson, Leader,
• Communication, Human relations, Conceptual

This section highlights specific examples of managerial roles and skills. For instance, a manager may act as a spokesperson for the organization, conveying important messages externally. Simultaneously, they need strong communication skills to effectively articulate these messages. Likewise, the role of a leader involves not just managing people but also requiring human relations skills to inspire and motivate the team. Conceptual skills help managers understand the broader organizational context regarding these roles.

Consider a sports coach. The coach embodies various roles—strategist, motivator, and spokesperson for the team. To successfully fulfill these roles, the coach must communicate strategies effectively to the team (communication skills), foster a positive team environment (human relations skills), and develop game plans (conceptual skills) that consider the team’s strengths and weaknesses.

Focus

• What managers do
• How managers do it

The focus of managerial roles is primarily on the actions and duties that managers perform within their organization—essentially, what managers do. In contrast, the focus of managerial skills is on the methods and capabilities that enable managers to execute these actions effectively—how they go about performing their tasks. This distinction is vital because a manager can hold multiple roles but requires different skill sets to succeed in each role.

Picture a pilot flying an airplane. The pilot's roles include navigating the aircraft, communicating with air traffic control, and ensuring passenger safety—these reflect what they do. However, the skills required to fulfill these roles include technical knowledge about the aircraft, communication skills to relay important information, and situational awareness to make quick decisions—all represent how the pilot performs their duties.

Originator

• Henry Mintzberg
• Robert L. Katz

Henry Mintzberg is recognized for introducing the concept of managerial roles, based on his extensive observations of managers in action. He categorized these roles into specific types that clarify what managers do. Robert L. Katz, on the other hand, identified the essential managerial skills needed for effective management. Understanding the origins of these concepts helps in appreciating their importance in contemporary management practices.

Imagine two authors writing about management. One is focusing solely on the characters and their actions in a story (Mintzberg, focusing on roles), while the other emphasizes the writing techniques and styles that make the story engaging (Katz, focusing on skills). Together, their works help aspiring managers understand both the narrative of managing a team and the craft behind it.

Application

• Situational and dynamic
• Developable and trainable

Managerial roles are situational and dynamic, meaning that a manager might switch between different roles depending on the circumstances occurring in the organization. Skills, on the other hand, are considered developable and trainable. This implies that individuals can cultivate and enhance their managerial skills through training, practice, and experience, enabling them to become more effective in their roles.

Think of a musician in a band. Depending on the song, the musician may change instruments (roles) based on what the music requires. At the same time, they practice their musical skills (like playing the guitar or piano) regularly to improve their performance, showing that skills can be developed over time, just as managerial skills can be honed through experience and training.

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