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Manasci Chapt2

The document discusses the roles and functions of management. It describes the three levels of managers - first, middle, and top managers. It then explains the three managerial roles - interpersonal, informational, and decisional roles. Finally, it outlines the functions of management including planning, organizing, staffing, directing, and controlling. The manager's roles involve relationships, communication, and decision making, while their functions are the key activities to manage an organization effectively.

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25 views23 pages

Manasci Chapt2

The document discusses the roles and functions of management. It describes the three levels of managers - first, middle, and top managers. It then explains the three managerial roles - interpersonal, informational, and decisional roles. Finally, it outlines the functions of management including planning, organizing, staffing, directing, and controlling. The manager's roles involve relationships, communication, and decision making, while their functions are the key activities to manage an organization effectively.

Uploaded by

JAML Create Corner
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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THE BUSINESS

MANAGER
System
a combination of interrelated parts
forming a complex but will be
functioning as a whole.
Types of Managers
1. First Level Managers – is the lowest level of mnagement.
This FuNction supervisors, clerical supervisors, schools
supervisors, hospital supervisors.

2. Middle Managers – leas the activities of the superisors.


These are the branch managers, project managers, finance
managers, etc.

3. Top Managers - are the top executives of the


organization. They are involved in operations of the whole
organization. These are the presidents, chief executives,
senior vice presidents to name a few.
THE MANAGERIAL ROLES
These include receiving and communicating
information with other people inside and outside
the organization to develop an information
network.

Three Types:

1. Interpersonal Roles
2. Informational Roles
3. Decisional Role
THE MANAGERIAL ROLES
1. Interpersonal roles - pertains to relationships
with people inside and outside their work units
 Figurehead role – performing symbolic task to
represent the organization.
 Leadership role - being responsible for the action
of subordinates (communicating, influencing and
motivating them).
 Liaison role - interacting and working with other
people both within and outside the organization.
THE MANAGERIAL ROLES
2. Informational role - include receiving and
communicating information with other people inside
and outside the organization
 Monitor role – a manager should be constantly alert
seeking current and useful information from various
sources.
 Disseminator role - transmitting and disseminating
vital information other parts of the organization.
 Spokesperson role - manager serves as
diplomat, representing and speaking for the
organization
THE MANAGERIAL ROLES
3. Decisional role – pertains to those events about which
managers use information to make decisions and take
actions or take advantage of opportunities.

 Entrepreneur role – identification of new opportunities


and development of new products or services. Involves
initiation and encouragement of change and innovation.
 Disturbance handler/problem solver: involves resolving
conflicts or unforeseen problems.
 Negotiator role - working and bargaining with people
 Resource allocator role - set priorities in using the
resources of the organization.
THE MANAGERIAL SKILLS
Technical Skills - refers to the knowledge and ability to use
processes, practices, procedures, techniques and tools of a
specialized field. (Ex. Doctors, accountants, geologists etc.) It is
important that he should know and be able to apply the technical
aspects of his job.

Human / interpersonal skill - refers to human relations. It is the


ability to work effectively with people. He should know how to interact
well with subordinates so he can easily motivate his people towards
the direction of the goals of the rganization.

Conceptual Skills - the ability to understand the interrelationship and


interdependence of the various parts of the whole organization. This
includes the ability to solve problems by identifying the problem,
developing alternative solution and implementing selected solution.
FUNCTIONS OF MANAGEMENT
 Planning – thinking ahed, focused on profits, cost
efficiency and customer satisfaction.

 Organizing – involves allocation of productive


resources and setting up the structure of the
organization

 Staffing – evaluation, selection and development


of employees to fit the needs of the organization.
FUNCTIONS OF MANAGEMENT
 Directing –motivating people to do their job
towards the attainment of the goals of the
organization.

 Controlling – process of measuring and


correcting actual performance against standards
established by the organization.
Planning
Is a process which begins with objectives
and defines strategies, policies, detailed
plan to achieve them.
It is the basic process of choosing goals
and determining the ways of realizing
them, taking into consideration the
available resources- including time
Types of Plan

Strategic Plan
Tactical Plan
Operating Plan
Strategic Plan
Is focused on the entire business
operations. Strategy is defined as the
determination of the basic long-term
objectives of an organization and the
use of course of action and allocation of
resources necessary to attain these
goals.
Tactical Plan
 A series of tactical plans constitute a
strategic plan. Division managers re
involved in tactical planning and time
frame is usually one year or less. They
plan WHAT to do, HOW to do it, WHO
will do it.
Operating Plan
Provides the specifics as how the strategic
plan will be attained

Two Types:
1. Single-use-plan
2. Ongoing Plan -
Single Use Plan
 Applicable to activities that do not repeat. Once the activity
has been implemented, the plan is no longer needed.
ex. Setting up fishery in Laguna – the same plan cannot be
used in another fishery location due to changes and
differences in construction cost, zoning requirements,
overhead, etc.
Program - comprised of goals, policies, procedures,
rules, tasks, assignments, steps to be taken, resources to be
used and other mediums necessary to carry out given
course of action
Budget – an itemized estimate of expected income and
expenditures.
Ongoing Plan
 Utilized for continuing situations, problems, concerns and
activities which are similar and consistent.
Polices – basically general statements that guide the
thinking of managers in decision-making
Procedures – plans spelled out in a detailed manner in
which activities must be accomplished. It is a step by step
instruction for performing an activity or task. It is a guide to
the chronological sequences of required actions
organizations observe as thy operate.
Rules – are regulations governing conduct observed by
employees and a plan controlling human behavior at work.
Principles of Planning

 Planning must be realistic


 Planning must be based on felt needs
 Planning must be flexible
 Planning must be democratic
 Planning must start with simple projects
 Panning must include social responsibility
Basic Steps in Planning Process
Establish objectives
Evaluate the environment
Determine the best alternative strategy
Implement the action plan
Evaluation of Results
ORGANIZING
 The process of arranging an organizational
structure and coordinating its managerial
practices.
 The process of combining and coordinating
productive resources to accomplish efficiently
and effectively the established objectives of the
organization.
Importance of Organizing
Clear and specific job description – clear
definition of each employees tasks and duties
Existence of Coordination – defined policies
in the interrelationships among organizations
to reduce and eliminate confusion and
conflicts
Presence of Formal Structure –
organizational charts that diagrams the
various department, functions, positions
Organizing Process / Steps in
Organizing
Evaluate plans and objectives
Identify the various activities
Group similar or related activities
Assign activities with appropriate
authority
Design a hierarchy of relationships
Approaches to Organizing
 Functional – similar or related activities are grouped under one
department.
 Geographic Approach – applicable to big organizations, multinational
corporations. Vice presidents, regional directors are assigned to the
different regions of the country or the world.
 Product Approach – product organization for better approach
 Customer Approach – a group of customers with different demands
and preferences or needs. Requires different suitable strategies
 Matrix Approach – combines functional and organization structure
with a project team structure in which an employee has 2 bosses
reporting to the department manager and project manager. This
usually exists in high technology and project-based enterprises.

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