Management

Management
The UK’s Chartered Management Institute (August 2006) sets out to treat management as a profession. They have identified six groups of skills, strongly focussed on the personal competencies of the chartered manager: Another common approach is that used by Boddy (2008), who identifies four main management functions, treated impersonally: In his classic 1973 work Mintzberg identifies three broad types of managerial activity, and within each a number of associated roles: Interpersonal
 * Leading People
 * Managing Change
 * Meeting Customer Needs
 * Managing Activities and Resources
 * Managing Information and Knowledge
 * Managing Yourself
 * Planning
 * Organising
 * Leading
 * Controlling
 * figurehead
 * liaison
 * leader

Information processing
 * monitor
 * disseminator
 * spokesman

Decisions Though these appear to be widely differing approaches, they rather reflect different perspectives on management. They all recognise the sheer diversity of the management task, of the need to be competent in many areas. They also recognise that managers need to be versatile, to switch in and out of roles many times even in a single day. All three approaches imply a combination of “hard” (formal/quantitative/rational) skills alongside soft (informal/qualitative/intuitive).
 * improver/changer
 * disturbance handler
 * resource allocator
 * negotiator