Basic Functions

Management operates through various functions, often classified as planning, organizing, staffing, leading/directing,
and controlling/monitoring and motivation.

 Planning: Deciding what needs to happen in the future (today, next week, next month, next year, over
the next five years, etc.) and generating plans for action.

 Organizing: (Implementation) pattern of relationships among workers, making optimum use of the
resources required to enable the successful carrying out of plans.

 Staffing: Job analysis, recruitment and hiring for appropriate jobs.

 Leading/directing: Determining what must be done in a situation and getting people to do it.

 Controlling/monitoring: Checking progress against plans

 Motivation: Motivation is also a kind of basic function of management, because without motivation,
employees cannot work effectively. If motivation does not take in place in an organization, then employees
may not contribute to the other functions (which are usually set by top-level management).

Basic Roles

 Interpersonal: roles that involve coordination and interaction with employees

 Informational: roles that involve handling, sharing, and analyzing information

 Decisional: roles that require decision-making

Management Skills

 Political: used to build a power base and establish connections

 Conceptual: used to analyze complex situations

 Interpersonal: used to communicate, motivate, mentor and delegate

 Diagnostic: ability to visualize most appropriate response to a situation

 Technical: Expertise in one’s particular functional area

Formation of Business Policy

The mission of the business is the most obvious purpose – which may be, for example, to make soap.

The vision of the business reflects its aspirations and specifies its intended direction or future destination.

The objective of the business refers to the ends or activity that is the goal of certain task.

The business’s policy is a guide that stipulates the rules, regulations and objectives, and may be used in the
managers’ decision-making. It must be flexible and easily interpreted and understood by all employees.

The business’s strategy refers to the coordinated plan of action it takes and resources it uses to realize its vision
and long-term objectives. It is a guideline to managers, stipulating how they ought to allocate and use the factors of
production to the business’s advantage. Initially, it could help the managers decide on what type of business they
want to form.

Implementation of Policies and Strategies

All policies and strategies must be discussed with all managerial personnel and staff. Managers must understand
where and how they can implement their policies and strategies. A plan of action must be devised for each
department. Policies and strategies must be reviewed regularly. Contingency plans must be devised in case the
environment changes.

Top-level managers should carry out regular progress assessments. The business requires team spirit and a good
environment. The missions, objectives, strengths and weakness of each department must be analysed to determine
their roles in achieving the business’s future environment.

A planning unit must be created to ensure that all plans are consistent and that policies and strategies are aimed at
achieving the same mission and objectives. All policies must be discussed with all managerial personnel and staff
that is required in the execution of any departmental policy.

Organizational change is strategically achieved through the implementation of the eight-step plan of action
established by John P. Kotter:

Increase urgency, get the vision right, communicate the buy-in, empower action, create short-term wins, don’t let
up, and make change stick.

Policies and Strategies in Planning Process

They give mid and lower-level managers a good idea of the future plans for each department in an organization. A
framework is created whereby plans and decisions are made. Mid and lower-level management may add their own
plans to the business’s strategies.

Levels of Management
Most organizations have three management levels: first-level, middle-level, and top-level managers. These
managers are classified in a hierarchy of authority, and perform different tasks.

Top-level Managers

Consists of board of directors, president, vice-president, CEOs, etc. They are responsible for controlling and
overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on
the direction of the business. In addition, top-level managers play a significant role in the mobilization of outside
resources and are accountable to the shareholders and general public.

According to Lawrence S. Kleiman, the following skills are needed at the top managerial level.

Broadened understanding of how: completion, world economies, politics, and social trends affect organizational
effectiveness.

1. Top management’s role is:

2. Lay down the objectives and broad policies of the enterprise.

3. Issues necessary instructions for preparation of department budgets, procedures, schedules, etc.

4. Prepares strategic plans and policies for the enterprise.

5. Appoint middle level executives, i.e., departmental managers.

6. Controls and coordinate activities of all departments.

8. Provides guidance and direction.

9. Answer to shareholders for the performance of the enterprise.

Middle-level Managers

Consists of general managers, branch managers and department managers. They are accountable to the top
management for their department’s function. They devote more time to organizational and directional functions.
Their roles can be emphasized as executing organizational plans in conformance with the company’s policies and
the objectives of the top management, they define and discuss information and policies from top management to
lower management, and most importantly they inspire and provide guidance to lower managers towards better
performance. Their functions include:

 Design and implement effective group and inter-group work and information systems.

 Define and monitor group-level performance indicators.

 Diagnose and resolve problems within and among groups.

 Design and implement reward system that support cooperative behavior.

First-level Managers

Consist of supervisors, section leads, foreman, etc. They focus in controlling and directing. They usually have the
responsibility of assigned employees’ tasks, guiding and supervising employees on day-to-day activities, ensuring
quality and quantity production, making recommendations, suggestions, and up channeling employee problem, etc.

First-level managers are role models for employees that provide:

 Basic supervision

 Motivation

 Career planning

 Performance feedback

Business Management’s 6 Branches:

1. Human Resource Management

2. Operations Management / Production Management

3. Strategic Management

4. Marketing Management

5. Finance Management

6. Information Technology Management