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Management Functions, Levels and Skills

This document discusses management functions, levels, and skills. It outlines the four basic management functions of planning, organizing, leading, and controlling. There are three levels of management: top-level managers focus on strategic goals and the external environment; middle managers translate strategic plans into specific objectives; and frontline managers implement plans and supervise operational activities. Good management skills include technical skills to perform tasks, conceptual and decision skills to examine complex issues, and interpersonal and communication skills to motivate people.

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Akshay Pratap Singh Shekhawat
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227 views

Management Functions, Levels and Skills

This document discusses management functions, levels, and skills. It outlines the four basic management functions of planning, organizing, leading, and controlling. There are three levels of management: top-level managers focus on strategic goals and the external environment; middle managers translate strategic plans into specific objectives; and frontline managers implement plans and supervise operational activities. Good management skills include technical skills to perform tasks, conceptual and decision skills to examine complex issues, and interpersonal and communication skills to motivate people.

Uploaded by

Akshay Pratap Singh Shekhawat
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Management Functions, Levels and Skills

1. Objectives

After studying this topic, students are expected to understand and able to explain:
The meaning, functions and levels of management.
The different categories and importance of good management skills.

2. Management

Definition: The process of working with people and resources to accomplish


organizational goals.

Managers must be effective: achieve organizational goals.


Managers must be efficient: achieve organizational goals with minimum waste of
resources.

3. Functions of Management

The four basic management functions: planning, organizing, leading and controlling.

Planning
Definition: The function of management of systematically making decisions about the
goals to be achieved and activities or actions needed to achieve those goals that an
individual, a group, a work unit, or the overall organization will pursue in the future.

Plans are developed for the entire organizational unit and individuals for certain period
of time.
Its activities include:
Analyzing current situations.
Anticipating the future.
Determining the organizational objectives.
Deciding the activities to be involved.
Choosing strategies.
Determining resources to achieve organizational goals.
Etc.

Organizing
Definition: The management function of assembling and coordinating human,
financial, physical, information and other resources needed to achieve organizational
goals.
Its activities include:
Specifying job responsibilities.
Grouping jobs into work units.
Resource allocation.
Etc.

Leading
Definition: The management function that involves the manager's efforts to
stimulate high performance by employees and includes directing, motivating and
communicating with employees, individually and in groups.

Its activities include:


Directing the workforce.
Motivating your subordinates.
Communicating with employees.
Etc.

Controlling
Definition: The function of management of monitoring progress and making needed
changes to make sure that the organizational goals are achieved.
Its activities include:
Setting performance standards that indicate progress toward long-term goals.
Monitoring staff performance through performance data evaluation.
Identifying performance problems by comparing performance data against
standards and take corrective actions.

4. Management Levels

Refer

Figure 1: Management Levels


Top-level Managers (Strategic Managers)
Senior executives are responsible for the overall management and effectiveness of the
organization.
They also focus on long-term issues and emphasize the survival and growth of the
organization.
They are concerned with the interaction between the organization and its external
environment.
Top-level managers include Chief Executive Officer (CEO), Chief Operating Officer
(COO); company President, Vice-President, and members of the top executive
committee.

Middle-level managers (Tactical Managers)


Managers located in the middle of the organizational hierarchy, reporting to top-level
managers.
They are the link between top-level managers and frontline managers.
They are responsible for translating the general goals and plans developed by strategic
managers into more specific objectives and activities.

Frontline Managers (Operational Managers)


Lower level managers who supervise the operational activities of the organization.

They are the link between management and non-management personnel.


They implement the specific plans developed with middle managers and serve as the
link between management and non-management personnel.

5. Management skills

Technical skills
Technical skill is the ability to perform a specialized task involving a particular method or
process.
The tasks can be in the areas of engineering, business, computer, etc.

Conceptual and decision skills

Conceptual and decision skills are about a manager's ability,


To recognize complex and dynamic issues;
To examine the numerous and conflicting factors that influence these issues and
problems;
To resolve the problems for the benefit of the organization and its members.
You would use these conceptual and decision skills when you consider,
The overall objectives and strategy of the organization;
The interactions among different parts of the organization;
The role of the business in its external environment.

Interpersonal and communication skills


Interpersonal and communication skills are people skills. They are about the ability to
lead, motivate and communicate effectively with others.
This skill is very important because managers spend most of their time interacting with
people. The ability to get along with many diverse types of people is vital for a successful
management career.

REFERENCES

1. Bateman, T.S. and Snell, S.A., Management. Building Competitive Advantage, McGraw-Hill,
3rd Edition, 1999.
2. Stoner, J.A.F., Freeman, R.E., Management, Prentice Hall, 5th Edition, 1992.
3. Holt, D.H., Management. Principles and Practices, Prentice Hall, 3rd Edition, 1993.

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