INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 05,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 950
THE CONCEPT OF A MANAGER, THE ESSENCE OF PERSONAL AND
PROFESSIONAL CHARACTERISTICS, AND THEIR CLASSIFICATION
Naimova Nargiza Akbarovna
Asia International University
Annotation:
This article explores the concept of a manager, delving into the essence and
classification of their personal and professional characteristics. It outlines the multifaceted
roles and responsibilities of managers within organizations, emphasizing their importance in
decision-making, team leadership, and strategic planning. The article categorizes managers
into hierarchical levels (lower, middle, and upper) and discusses their functions, leadership
styles, and the evolving nature of managerial roles in modern organizations. Additionally, it
examines various leadership styles—authoritarian, democratic, and liberal—highlighting
their impact on organizational efficiency and employee relations.
Keywords:
manager, management, leadership styles, organizational hierarchy, decision-
making, team leadership, strategic planning, authoritarian, democratic, liberal
A manager is an individual engaged in managerial activities, authorized to make
decisions regarding specific aspects of an organization’s operations within market conditions.
Managers occupy various roles within an organization (e.g., director, team leader, organizer
of specific tasks, head, or administrator), address diverse issues, and perform multiple
functions. An organization cannot function effectively without managers, as they fulfill the
following responsibilities:
- Establish connections between individual operations within the organization;
- Ensure the organization fulfills its primary objectives;
- Lead the organization or departmental team;
- Act as influential leaders, leveraging their reputation, high professional skills, and positive
emotions to manage subordinates effectively;
- Develop the organization’s strategic plans;
- Bear responsibility for the outcomes of the organization’s activities;
- Safeguard the interests of individuals or entities associated with the organization;
- Serve as the primary liaison with the organization’s external environment (e.g., authorities,
partners);
- Form teams, guide their development, and uphold high ethical standards while providing
proper guidance to team members;
- Generate new ideas, identify their strengths and weaknesses, and strive to understand the
essence of problems;
- Analyze and evaluate completed tasks, identify measures to improve employee conditions,
and implement them;
- Represent the organization at various events.
The roles and situations managers handle are diverse, yet three primary functions can
be distinguished. First, managers define the organization’s core objectives, allocate resources,
and implement operational adjustments, remaining accountable for the consequences of their
INTERNATIONAL JOURNAL OF ARTIFICIAL INTELLIGENCE
ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 05,2025
Journal:
https://www.academicpublishers.org/journals/index.php/ijai
page 951
decisions. Thus, a manager must not only choose the most favorable course of action but also
decisively lead their team in a specific direction. Second, managers collect and disseminate
information about internal and external environments, explaining the organization’s goals to
stakeholders. The effectiveness of a manager’s work depends heavily on the amount of
information they possess. Third, managers shape internal and external relationships, motivate
team members to achieve goals, coordinate their actions, and act as the organization’s
representative. They must be individuals whom employees are willing to follow.
Based on their roles and tasks within the organization, managers’ responsibilities may
align to varying degrees with their capabilities. Traditionally, managers are classified into
three hierarchical levels: lower, middle, and upper.
Lower-level managers (supervisors) directly oversee workers and other non-
managerial staff. Their work is characterized by frequent transitions between tasks, with very
short timeframes for decision implementation. Middle-level managers coordinate and
supervise the work of lower-level managers, typically managing large organizational units
and acting as a buffer between upper and lower management. Upper-level managers are
responsible for making decisions that affect the entire organization. Their work involves
higher risks and lacks clear endpoints. There are significantly fewer upper-level managers
compared to other levels, and their work is highly valued, often commanding higher
compensation.
In Western organizations, the following distinctions are made:
- “Top management” – the highest level of management (e.g., CEO and other board
members);
- “Middle management” – mid-level management (e.g., heads of departments or independent
units);
- “Lower management” – lower-level management (e.g., heads of subdivisions or similar
units).
Historically, in the United States, considered the birthplace of modern management,
rational managers with engineering and economic skills and structured management
approaches were predominant. However, a new type of manager has emerged, increasingly
focusing on human factors in production. This shift is reflected in diverse professional
behaviors.
It is worth noting that the higher a manager’s hierarchical level, the more time they
should dedicate to strategic and forward-looking tasks. Conversely, lower-level managers
focus more on operational issues. The recommended time allocation for upper-level managers
is 60% strategic tasks, 25% tactical tasks, and 15% operational tasks; for middle-level
managers, 20% strategic, 50% tactical, and 25% operational; and for lower-level managers,
10% strategic, 25% tactical, and 65% operational.
Managers can also be categorized as line or functional. Line managers oversee entire
organizations, institutions, or workshops, while functional managers lead specific functional
units.
Managers form a significant social stratum, playing a vital role in society, primarily
within private companies. A manager’s professionalism is defined by specialized knowledge
and skills in production (or commerce) and management organization, as well as the ability to
work with diverse individuals. Previously, it was believed that managing an organization did
not require expertise in the specific field, as knowledge of management techniques and the
ability to work with people were deemed sufficient.
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ISSN: 2692-5206, Impact Factor: 12,23
American Academic publishers, volume 05, issue 05,2025
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page 952
A critical requirement for managers at any level is the ability to manage people, which
includes:
- Thorough knowledge of subordinates, their abilities, and their capacity to perform assigned
tasks;
- Understanding the conditions linking the organization and its employees, and fairly
protecting their mutual interests;
- Psychological competence in management;
- The ability to maintain team cohesion, eliminate underperformers, and ensure the
organization’s operational efficiency.
Leadership styles range from complete democracy to absolute autocracy. Studies by
psychologists and sociologists on various types of leaders and their effectiveness have
identified three prevalent leadership styles: authoritarian (autocratic), democratic, and liberal.
However, purely autocratic or democratic leaders are rare in practice.
Authoritarian Leadership: An autocratic leader is intolerant of objections, provides
minimal information to subordinates, trusts no one, and rarely discloses their intentions. They
frequently change their course of action, are dismissive toward subordinates, and are prone to
hasty decisions. The best employees under such leaders are those who can anticipate their
thoughts. Subordinates refer all questions to the “boss,” and the autocratic leader’s reactions
to events are unpredictable, leading to frequent conflicts. The leader’s excessive personal
involvement in all matters often causes disorder and reduces work efficiency.
Liberal Leadership: This style is characterized by inefficiency and non-interference in
work processes. A liberal leader follows directives from higher management, avoids
responsibility, and may change decisions under external influence. Critical issues are often
resolved without their involvement. In relationships with subordinates, they are courteous,
granting nearly complete freedom, lacking in demandingness, and reluctant to monitor work.
To gain favor, they may offer unwarranted privileges or rewards, perform tasks for lazy
employees, and avoid dismissing poor performers.
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page 954
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