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AOM FIRST SEMESTER BA2A 09 IDENTIFY THE ROLE OF things in different MANAGEMENT IN THE situations. WORKPLACE Manager’s role: Continuously changing INTRODUCTION...

AOM FIRST SEMESTER BA2A 09 IDENTIFY THE ROLE OF things in different MANAGEMENT IN THE situations. WORKPLACE Manager’s role: Continuously changing INTRODUCTION every time there is a Office Management change in tasks, situations, ▪ Is an integral part of and even expectations general from the employees, management. upper management, The Task of a Manager: clients, or government. ▪ Involves the design, Responsibility: implementation, Should be comfortable evaluation, and with various types of maintenance of the activities. process of work within an office or Different Roles of a an organization. Manager Purpose: Henry Mintzberg ▪ To sustain and ▪ There are ten improve efficiency primary roles or and productivity behaviors that can among all be used to employees. categorize different functions of Management someone who is Process of dealing with part of the people or things. management. Principle: INTERPERSONAL To know how you deal ▪ Figurehead with different people or ▪ Leader 1 AOM FIRST SEMESTER BA2A ▪ Liaison INTERPERSONAL ROLES (accountable) Managers should have INFORMATIONAL leadership skills. ▪ Monitor Someone who has it can ▪ Disseminator communicate a vision ▪ Spokesperson and inspire people to (potential) embrace that vision. DECISIONAL Accomplishment: ▪ Entrepreneur ▪ Able to make direct ▪ Disturbance handler reports believe in a ▪ Resource allocator goal or something ▪ Negotiator they need to WORK-LIFE BALANCE accomplish. Types of a Manager Top managers ▪ Fulfill what Mintzberg Spiritual described as (God created us) figureheads because they are Social (interactions) Physical (retention) the representation Well-Being of the management team in front of the employees. Emotional Financial (earnings) (Mental Middle managers capacity) ▪ Their tasks are employee motivation, salary negotiation, and whenever they have to encourage 2 AOM FIRST SEMESTER BA2A employees to Leader innovate and You provide leadership, perform well. especially to your direct First-line managers reports. ▪ Actively participate You take accountability in in the tasks assigned managing or leading the to their workers and team in performing all the be the role models tasks and responsibilities to of the policies and achieve a good work ethics of the performance. organization. Liaison Act as liaison when ✓ Managerial roles making contacts with under interpersonal people outside of their involve providing area of responsibility, both information and inside and outside of the ideas. company. You represent the Figurehead organization. People look up to you as a person with authority and INFORMATIONAL ROLES as a figurehead. Processing of information is You inspire employees a key part of a manager’s within the organization to job. make them feel Those in which you gather connected to the and then pass on institution. information as it mainly involves information movement. 3 AOM FIRST SEMESTER BA2A These roles have changed Firs-line managers dramatically as ▪ The main task is to technology has improved. disseminate what Types of a Manager they have received. Top manager ▪ Need to ensure all ▪ Serves as the voice employees of the organization understood the and has to be transferred aware of the information. positions and stand of the company in Monitor which personal This happens when a identities should be manager seeks internal provided. and external information Middle managers that affects the ▪ Should determine organization. what information Managers must also they should present monitor the well-being of to their direct their team as well as the reports. performance or ▪ They need to weigh productivity of the the value of the employees. information that Disseminator comes from first-line Have to communicate all managers and the useful information to decide whether or your team. not they need to Pass some privileged transfer the information directly to your information to the subordinate who would top management. have no access to it. 4 AOM FIRST SEMESTER BA2A Spokesperson this role as they react to The manager represents both internal and external the organization as well as disturbances in an provides information organization. about the company and They decide what its goals to people outside corrective actions should of the organizational be taken as resolutions to structure. any unanticipated problems. DECISIONAL ROLES Resource allocator All managers are required All levels of management to make decisions, that is are resource allocators. why they are often called Responsible for the decision-makers. optimum allocation of In performing the decision- resources. making role, managers Make decisions act as entrepreneurs, depending on whether disturbance handlers, the decision affects the resource allocators, and entire organization, a negotiators. single department, or a particular task or activity. Entrepreneur Negotiator Usually are top-level Almost all negotiations are managers. done by top and middle- They seek and identify level managers opportunities and then depending on the effects lead initiatives. of the negotiation on the Disturbance handler company. The top and middle Top managers perform managers are usually in negotiations that affect 5 AOM FIRST SEMESTER BA2A the entire organization, such as union contracts or agreements with other companies. Middle-level managers negotiate most salaries, hiring decisions, and some factors that affect the operations of the company. First-line managers also negotiate with their direct reports whenever there are personal or environmental issues that affect the performance of an employee. Therefore: Managers must play many roles. With a diverse management team in an organization, it will be helpful to handle all the challenges in the organization. 6 AOM FIRST SEMESTER BA2A KNOW THE DIFFERENT Top managers are part of LEVELS AND FUNCTIONS OF the top-level MANAGEMENT management, middle managers under middle- Levels of Management level management and Refers to a line of the first-line managers are demarcation between part of the low-level various managerial management. positions in an organization. TOP-LEVEL MANAGEMENT Administrative Understanding the levels of ▪ President management of its ▪ CEO functions will be beneficial ▪ COO to us as future human ▪ Vice President resource managers ▪ Board of Directors because it will guide us in ▪ Managing Director determining our main tasks ▪ General Manager and responsibilities in Has control over the goals administering and and policies of the managing an office or organization because of organization. its ultimate source of authority in the company. Previously; the roles of management are Functions of top-level connected to the levels of managers: management. ▪ Policy form ▪ Identification of goals 7 AOM FIRST SEMESTER BA2A ▪ Creation of ▪ Finance Manager strategies ▪ Marketing Manager ▪ Sourcing and ▪ HR Manager allocation of They execute the resources decisions of the top Other Functions of Top- management. Level Managers: The subordinates of the ▪ Select people for top-level management middle-level are responsible for the management organization and direction ▪ Control and of the low-level coordinate the management. activities of different departments Middle-level management ▪ Maintain contracts Functions: with people or ▪ Execute the plans companies outside ▪ Organize and ▪ Responsible to all create plans for the shareholders for the company sub-units company's ▪ Motivate low-level performance. managers and other personnel MIDDLE-LEVEL ▪ Issue orders to the MANAGEMENT subordinates Executory Other Functions of Middle- ▪ Branch Manager level Managers: ▪ Production ▪ Collect reports and Manager other information in ▪ Operations the departments Manager 8 AOM FIRST SEMESTER BA2A ▪ Interpret and They are the essential explain policies to employees of the the lower-level company who ▪ Evaluate the communicate the performance of fundamental problems of junior managers the organization to the higher levels. LOWER-LEVEL MANAGEMENT Lower-Level Management Supervisory/Operative Functions: ▪ Supervisors ▪ Assign employees ▪ Office tasks and superintendents responsibilities ▪ Foremen ▪ Guide and supervise ▪ Section leads daily activities R.C. Davis – “Supervisory ▪ Ensure quality and management refers to quantity of those executives whose production work has to be large with ▪ Make personal oversight and recommendations direction of operative and suggestions employees”. Other Functions of Lower- Level Managers: Spend most of the time ▪ Up-channel addressing the functions employee problems of the company, as ▪ Motivate direct instructed by the reports managers above you. ▪ Ensure discipline in the enterprise 9 AOM FIRST SEMESTER BA2A ▪ Help solve the needed to achieve the grievances of the goals. workers Strategic Plan ▪ Prepare periodical Long-term and reports about the affects the entire performance of the organization. employees Organizing ▪ Provide training to Requires formal structure the workers of authority in the organizations. FUNCTIONS OF MANAGEMENT Necessary to attain the Classified into five prescribed objectives. categories: ▪ Planning Involves deciding how the ▪ Organizing organization will be ▪ Leading structured. ▪ Controlling Once plans are made, Planning decisions must be made Involves future-oriented about how to best plans or decisions and implement the plans. determines an organization's direction. Leading Involves the social and Defining performance informal sources of goals for the organization influence that you use to and determining what inspire action taken by actions and resources are others. 10 AOM FIRST SEMESTER BA2A Leaders use knowledge, results to objectives, and character, and charisma making modifications and to generate enthusiasm corrections when needed. and inspire effort to achieve goals. Planning is necessary for Leaders inspire people to making preparations, but support plans, creating when it’s time to belief and commitment. implement the plan, everything will not go as Controlling planned. Consists of those activities Observing and responding that are executed to to what happens is called ensure that the events or controlling. activities done in the company do not deviate from the plans. Activities include establishing standards for work performance, measuring performance, comparing it to these set standards, and taking corrective actions as and when needed, to correct any deviations. Process of monitoring activities, measuring performance, comparing 11 AOM FIRST SEMESTER BA2A DESCRIBE THE ▪ Important to utilize CHALLENGES THAT AFFECT employees' ADMINISTRATIVE schedule MANAGERS Absenteeism ▪ Productivity is Low number of employees immediately If an office or organization affected. is short of one or two Separation employees, or even ▪ Voluntary higher, the organization resignation means may have difficulty in official leave. accomplishing its daily ▪ 30 days period objectives. ▪ Termination (just cause) undergoes with the company Different Factors that procedures. cause a low number of (involuntary) employees: Vacation Leaves ▪ Right schedule of Improvement of business vacation leave procedures credits Must identify outdated ▪ Should be aware of practices or inefficient the schedule and procedures that may the functions of their hinder the productivity of employees before the employees or the the management whole company. approves the vacation leave There should always a request. continuous process improvement to increase 12 AOM FIRST SEMESTER BA2A productivity and Accountability To Upper efficiency. Management or Higher Authority Improvement of business The manager also needs procedures can be done to always keep up with with: their immediate supervisor Technology Installation and get them informed ▪ Make work efficient and updated. and sufficient. Responsibility: ▪ Ensure that the work Process Improvement targets are allotted ▪ Can be done by someone who has a to each employee, proper and wide to follow up on the knowledge of the work activities and company’s business to ensure that there procedures as well is steady progress as external with the work processes. assigned to the direct reports. Peak seasons and special projects Constant Monitoring of When a company Internal Operations receives a much higher Combination of ensuring volume of tasks and all employees and other responsibilities. company resources is all Challenging situations functioning well with the issues: organization’s daily ▪ Technology operations. ▪ Human Resource ▪ Business processes 13 AOM FIRST SEMESTER BA2A Business processes change rapidly. Other challenges that affect administrative managers: ▪ Liaising with clients and other offices/organization. ▪ Evaluating sub- ordinate officers and staff regularly ▪ Ensuring the welfare of officers and staff as well as clients ▪ Maintaining regularities, discipline, and a good atmosphere within the office. 14 AOM FIRST SEMESTER BA2A Discuss The Major Areas ▪ Recruitment and Included in Managing an selection Office or Organization To become a strong Major areas in managing administrative manager, an office you have to be organized to run day-to-day Office Environment operations. Purpose: Administrative managers ▪ To support its may be involved in a occupants to variety of responsibilities: perform their jobs ▪ Project well. management Office equipment and ▪ Business planning furniture ▪ Finance ▪ Need to consider ▪ Developing budgets the type or nature ▪ Performing cost of the business and reduction research at the same time ▪ Human resources whether or not they ▪ Training and can provide retaining employees comfort to the ▪ Employee employees to performance increase appraisal productivity. ▪ Office and facilities Systems and procedures management ▪ Systems are ▪ Writing contracts interconnected ▪ Using database routines. systems ▪ Office systems are a continuation of 15 AOM FIRST SEMESTER BA2A various procedures expenditure profiles integrated to attain for the work the planned ▪ Develop budgets objectives or goals. and align them with ▪ Procedures refer to funding a planned ▪ Implement systems sequence of to manage income operations for a and expenditure. consistent and uniform handling of Performing budgeting and recurring business. controlling costs can be Systems and procedures associated with managing can: risks. ▪ Provide a good flow Risk management can of work identify the potential cost ▪ Avoid duplication of of dealing with known risks work and records and allocate this to a ▪ Minimize movement contingency budget. of employees Quality assurance and ▪ Make work easier control and faster Quality is an important Budgetary and Cost factor when it comes to Control any product or service. Estimation of costs, the setting of agreed budgets, With good quality and control of costs products and services, against that budget. managers should also Objectives: produce an acceptable ▪ Determine the or above-standard income and quantity. 16