Grade 12 Organization and Management PDF

LEARNING ACTIVITY SHEET Grade Level/ Grade 12 Organization and Management Date: Week 2 Subject: Topic: Nature and Concept of Duration: 4 hours Management MELC: Explain the functions, role...

LEARNING ACTIVITY SHEET Grade Level/ Grade 12 Organization and Management Date: Week 2 Subject: Topic: Nature and Concept of Duration: 4 hours Management MELC: Explain the functions, roles and skills of a Score: manager. Specific Objectives: 1. Determine the levels, functions and roles of managers. 2. Discuss the key skills of managers. I. Let’s Know In the previous lesson, the functions of management and the types of management theories were discussed. It was also explained that management is a process of coordinating and overseeing the work performance of individuals working together in organizations, so that they effectively accomplish their chosen aims/goals. Again, management is a process, then WHO will perform the process? WHO will coordinate? WHO will oversee? It’s the MANAGER! Now to know how this Manager performs all of this, it is important to understand first their functions, role, and skills. NATURE AND CONCEPT OF MANAGEMENT FUNCTIONS, ROLES, SKILLS OF A MANAGER A person responsible in managerial activities is called a manager. Managers administer, support, maintain, and accept accountability for the work of others in his or her work group, team, department, or the organization, in general. Therefore, it is safe to assume that organizational success depends upon managers who practice optimal utilization of their human and material resources, and who encourage high levels of performance, effectiveness, and efficiency of all people under their management. Managerial Levels Organizations typically have three levels of management with their respective managers- top-level managers, middle-level managers, and frontline or lower-level managers. (Helen Ma. F. Cabrera, Anthony DC. Altarejos, and Riaz Benjamin, 2016):  Top-Level Managers are the overall or strategic managers who concentrate on long-term organizational matters and emphasize the organization’s stability, development, progress, and general performance and effectiveness. They are also concerned with the organization’s interrelationships with their external environment. Chief executive officers (CEOs), Chief operating officers (COOs), president, and vice presidents are examples of top-level managers in big corporations; they have authority overall their human resources of their organization. Traditionally, Top level executives set the company’s general direction by designing strategies and by controlling various resources. At present, however, they, too, must act as organizational guides who must elaborate on the wider purpose of their organizational existence, so that their subordinates could identify and be committed to its success in the three levels of management. Middle-Level Managers are the tactical managers who are concerned of the organization’s middle levels or departments. They formulate precise targets and activities primarily based totally at the strategic or preferred goals and targets advanced with the aid of using toplevel managers. Their traditional role is to act as go-between higher and lower levels of organization; they announce and interpret top management priorities to human resources in the middle hierarchical level of the company. It has been observed that the middle-level managers are more aware of the company’s problems compared to managers in the higher level because of their closer contacts with customers, frontline managers and other subordinates. To be a really perfect middle-level manager, one need to be innovative in order that they may offer sound thoughts concerning operational skills in addition to problem-fixing talents in an effort to assist hold the business enterprise afloat. Frontline or Lower-Level Managers also are called operational managers and are answerable for supervising the organization’s daily activities; they're the bridges among management and non-management employees. Traditionally, they are controlled and instructed by top-and middle-level managers to follow their orders in support of the organization’s major strategy. Lately, however, their role has been expanded in some large companies, as they are now encouraged to be more creative an intuitive in the exercise of their functions, so that they, too, may want to contribute to their company’s development and the improvement of innovative projects. Managerial Roles The book of Henry Mintzberg, “Strange World of Organizations, 1979”, identified managerial roles which categorized as follows: Categories of Managerial Roles according to Mintzberg Leader Interpersonal Liaison Figurehead Spokesperson Informational Monitor Disseminator Disturbance handler Resource allocator Decisional or Decision- Negotiator making Entrepreneur Interpersonal Roles Leader The leader role is at the heart of the manager-subordinate relationship and managerial power. The leader is a pervasive presence among subordinates, although the relationship between the leader and the other members of the group tends to be indirect. Liaison As a liaison, the manager is an information and communication center. A liaison builds and maintains relationships with other companies. It is essential, therefore, that the manager possesses networking skills to maintain internal and external contacts for information exchange. Liaisons use these contacts to gain access to information that is vital for the company. Figurehead As a figurehead, the manager performs social, inspirational, legal and ceremonial duties. The manager is a figure and have to be handy for all the people or organizations that most effective address her or him due to popularity and authority. Informational Roles  Spokesperson As a spokesperson, the manager relays information to other groups and entities outside of the company. Key affects and stakeholders are saved knowledgeable of business enterprise performance, plans, and policies. The manager is visible as a professional wherein his or her company operates. Monitor As a monitor, the manager seeks and receives information from various sources to evaluate the organization’s performance, well-being, and situation. The manager plays essential responsibilities consisting of tracking of internal operations, external dealings, ideas, trends, analysis, and viable threats. The monitor gathers facts to stumble on changes, problems, and possibilities and to assemble decision-making scenarios. Disseminator As a disseminator, the manager communicates external information to the organization and facilitates information exchange between subordinates. The information being disseminated can either be factual or value-based. Decisional of Decision-making Roles Disturbance Handler Disturbances may also get up from definite movements of the staff, surprising modifications in resources, and external threats. A disturbance may also arise when workers or managers make mistakes or when an innovation creates in to deal with these matters, evaluate the situation, reallocate resources, and provide adequate support to the company. Resource Allocator As a resource allocator, the manager oversees and controls resource allocation by evaluating major decisions involving resources. Managers develop appropriate models and plans in conducting their evaluation. Negotiator  As a negotiator, the manager takes charge of communicating and negotiating with other organizations, and even among the members of the company. Entrepreneur As an entrepreneur, the manager designs and initiates new opportunities for the company. An entrepreneur is a risk-taker and is often involved in start-ups and new projects. Other Types of Managers (Cynthia A. Zarate, 2016): The Problem-Solving Manager focuses on providing solution to every problem of the company. This manager also concentrates on achieving the company’s goals. However, managers of this kind sometimes generally tend to overdo the task of fixing each problem which influences his or her general performance. The Pitchfork Manager threatens employees to work towards a goal. The Pitchfork Manager threatens personnel to paintings toward a goal. This manager employs fear methods and makes use of an “iron hand” to push personnel for effects to keep away from consequences. He or she is characterized as tough and rude. The Pontificating Manager neither follows any strategy nor prepares for any situation or task and usually ends up with inconsistent results. The energy of this manager is his or her capability to make people in the organization feel relaxed when he or she is nearby because being attentive to others is second nature to him or her. However, this over-friendliness typically hinders his or her management choices and effects in a much less systematic method to problems consequently affecting his or her general performance. The Presumptuous Manager thinks only of himself or herself. This kind of manager isn't always an active team player and commonly works for personal advantage or interest. He or she breeds unhealthy competition instead of cooperation and teamwork. This kind of manager is characterized as being too proud and overconfident and has the tendency to compete with the contributors of the group. More often than not, members of the team resign or leave the company because of poor management. The Perfect Manager is open to change and personal growth. However, he or she may be very mechanical and can lack the interpersonal skills to engage extra carefully together along with his or her members. He or she just concentrates on facts and figures, for example, about the product or service being offered.  The Passive Manager wants to please everyone and make the team members happy. However, being a crowd pleaser becomes a hindrance because of his or her lack of drive and assertiveness to manage the team. This kind of manager is defined as very timid in his or her method to keep away from any confrontation with everyone specially from the individuals of his or her team. The Proactive Manager possesses the good qualities of the other types of managers. He or she has the drive of the problem-solving manager to spearhead solutions, the persistence of the pitchfork manager, the enthusiasm of the pontificating manager, the confidence of the presumptuous manager, the desire of the perfect manager for persisted growth, and the choice of the passive manager to serve. Managerial Skills Conceptual, human, and technical are the different types of managerial skills. (Helen Ma. F. Cabrera, Anthony DC. Altarejos, and Riaz Benjamin, 2016): Conceptual Skills refer with managers’ capacity to investigate a selected situation, discover new possibilities and resources, and determine the best approaches and ways of action. Human Skills encompass the manager’s potential to motivate, lead, and manage the behavior of his or her subordinates. A manager must recognize the way to efficaciously communicate, coordinate, and relate together along with his or her employees. Technical Skills are the unique competencies that a manager must have regarding the kind of task assigned to him or her. It is likewise associated with the specialization of a manager required in a selected department, unit, or place wherein she or he is assigned. Definition of Terms: Manager- an individual engaged in management activities such as supervising, sustaining, upholding, and assuring responsibilities for the work of others in his/her work group, team, department, on the organization in general Managerial Roles- the various roles played by managers, such as interpersonal, information or decision- making roles Managerial Skills- the various roles that managers must possess, such as conceptual, human and technical skills.  II. Let’s Perform & Practice A. General Instruction: Answer the fast learning review questions given in a short bond paper. After the time allotment, submit it to me via Gmail or if (online class) have it answered immediately by the students. 1. How do organizations classify managers according to their functions? Describe the respective functions of each type of manager. 2. Among the different types of managers discussed in this lesson, which type of managers are more aware of their organization’s problems? Explain your answer. 3. Enumerate the three classifications of managerial roles suggested by Mintzberg. Are they equal in importance? Explain your answer. 4. Have the managerial functions remained the same through time? Why do you say so? B. Case Study: Instruction: Read the article below and answer the questions that follow in a short bond paper and send it via Gmail. Tony and Jollibee: Building a Local Fast-food Giant While earning his degree in chemical engineering at the University of Santo Tomas, Tony Tan Caktiong toured a Magnolia Ice Cream Plant and learned of a franchise opportunity. Thus, together with his wife Grace, he opened two ice cream parlors shortly after graduation in 1975. The 1977 oil crisis affected the price of most products. He then noticed that customers ordered more sandwiches than ice cream. Tony also saw the growing popularity of hamburgers around the world. Thus he relaunched his ice cream parlor as hamburger house. A year later later, Tony had five stores in Metro Manila and the family incorporated it as Jollibee Foods Corporation. In 1981, Jollibee faced serious competition from McDonald’s when it entered the Philippines. Being a global brand, McDonalds could easily snatch the market that Jollibee occupied. Tony was advised to concentrate on holding on to at least a second-place position in the market given the popularity of McDonald’s. Not to be discouraged with these developments, Tony believed that Jollibee has captured the Filipino consumers’ preference for local hamburgers. Indeed, Jollibee captured the Filipino taste and this catapulted Jollibee to the number one position in the fast-food chain industry. While Tony believed that location is a key ingredient in a store’s success, another critical ingredient in Jollibee’s success is excellent supervision. Quality supervision is vital in ensuring quality service, increasing service crew productivity, and reducing waste. Store managers are key to motivating and controlling crew members responsible for cleaning the store, taking orders, and preparing food.  Tony believes in empowerment and motivation. He maintains a strong rewards system and encourages arriving at a consensus in any decision. Tony also describes his personal management style as people-centered. In-fact he disclosed that he has learned to be kind to people, and he seldom scolds a person in the organization, even in private. Tony believes that his employees become more productive when he motivates them, that is why he pushes them to always give their best in whatever they do. Listening is also a primary characteristic of Tony’s management style. He has learned how to value the suggestions of others especially his employees. He believes that each person, no matter what his or her position in the company, has a valuable insight that can give the company an advantage in the industry. Sources: Solee, T. 2009. “Tony Tan Caktiong and Jollibee success story”. Millionaireacts.com, January 30. https://www.millionaireacts.com/735/tony-tan-caktiong-and-jollibee-success-story-html Discuss Questions: 1. How will you describe Tony Tan Caktiong’s management style? 2. Do you believe that Tony’s management style is worth emulating? Justify your answer. 3. Should Tony’s approach in managing his employees continue as Jollibee expands? Why or why not? III. Let’s Connect / Let’s Analyze Observe how your family members go about their tasks and activities for a week. Identify the typical tasks performed by each family member. Who among your family members perform management roles in your household? Which management style is being implemented by these family members? In connection to real life applications, it would be nice to bring this to discussion. At the end of the discussion, write in two or three sentences to complete the following: I realized that: I resolved that:  V. Let’s Explore / Let’s Create Assessment 1: Instruction: Get hold of a current magazine or any kind of printed media material or try to search on the internet, five Chief Executive Officers (CEOs) or Presidents of known corporations whose accomplishments are discussed. Describe their work as top level managers of their respective corporations. Relate your description of their work with the functions, roles, and skills of managers discussed in this lesson. Write it in a short bond paper. You will be graded according to the rubric given below: Criteria Performance Level of Performance Score a. Beliefs or accomplishments of five CEOs/Presidents related to the Demonstrate all criteria Excellent 10 functions, roles, and skills of managers. b. Beliefs or accomplishments of five Only four CEOs/Presidents CEOs/Presidents related to the with their beliefs or Very good 8 functions, roles, and skills of accomplishments related to managers. functions, roles, skills of managers. c. Beliefs or accomplishments of five Only three CEOs/ CEOs/Presidents related to the Presidents with their beliefs Good 6 functions, roles, and skills of or accomplishments related managers. to functions, roles, skills of managers. d. Beliefs or accomplishments of five Only two CEOs/Presidents Fair CEOs/Presidents related to the with their beliefs or 4 functions, roles, and skills of accomplishments related to managers. functions, roles, skills of managers. e. Beliefs or accomplishments of five Only one CEOs/Presidents CEOs/Presidents related to the with their beliefs or Poor 2 functions, roles, and skills of accomplishments related to managers. functions, roles, skills of managers. References: 1. Cabrera, H., Altajeros, A., & Benjamin, R. (2016). “Organization and Management.” Philippine Copyright ISBN 978-971-07-3860-1 Vibal Group Inc. 2. Zarate, C. (2016). “Organization and Management.” Philippines: C&E Publishing Inc. 3. Iñigo, C. (2005). “Management for Filipinos (Revised Edition).” Philippine Copyright 1986