Functions-Roles-Skills-of-a-Manager (3).pdf

Slide 1 Functions, Roles & Skills of a Manager ABM_AOM11- Ia-b-3 Slide 2 A manager wears a whole lot of hats. He/ she is also a team leader who is:  a good planner, organizer, cheerleader, mentor, probl...

Slide 1 Functions, Roles & Skills of a Manager ABM_AOM11- Ia-b-3 Slide 2 A manager wears a whole lot of hats. He/ she is also a team leader who is:  a good planner, organizer, cheerleader, mentor, problem solver, and decision-maker. https://www.youtube.com/watch?v=K2v895MJWyY Slide 3 Not everyone can be bosses. Such skills, or abilities to turn information into practice leading to desired results, are required to help other employees become more successful. Slide 4 This lesson will provide you theories and facts to develop your knowledge to better understand the various functions, roles and skills of a manager. Slide 5 Managers just don't go out and get their tasks done randomly. Good managers learn and apply how the five essential roles can be mastered as they journey towards success in the organization. Slide 6 An individual engaged in management activities is called a manager. Manager: 1. oversees, 2. manages, and 3. assumes responsibility for the work of those within his or her working group, team, department, or overall organization. Slide 7 Therefore, it is safe to assume that organizational success depends on managers practicing optimal use of their human and material resources and encouraging high levels of performance, efficiency and effectiveness among the individuals under their care. Slide 8 A manager essentially has five functions that allow the manager of any organization to handle the tactical, scheduled, and set decisions. Those are the following functions: Slide 9 Planning. This phase includes figuring out precisely how to achieve a particular target. Say, for example, that the aim of the company is to increase the revenues of companies. First, the manager needs to determine what steps are needed to achieve that goal. Such measures can include growing employees in ads, inventories, and sales. Those required steps are turned into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales. Slide 10 Organizing. A boss has to arrange his staff and resources according to her schedule after a plan is in place. Assigning the job and granting authority are two essential organizational elements. Slide 11 Staffing. After a manager discerns the needs of his area, he may decide to beef up his staffing by hiring, choosing, training and employee growth. A manager in a large organization often works with the company's human resources department to accomplish this goal. Slide 12 Leading/Directing. In order to accomplish an objective, a manager needs to do more than just prepare, coordinate and hire her staff. She must also lead. Leading involves motivating, communicating, guiding, and encouraging. It requires the manager to coach, assist, and problem solve with employees. Slide 13 Controlling. The role of a manager isn't done after the other elements are in place. He needs to continuously check results against goals and take any corrective actions necessary to make sure that his area's plans remain on track. Slide 14 Slide 15 Top-level Management This level is also called “Senior management” or “upper management”. The managers in this level have titles such as:  Managing Director  Chief Executive Officer  Chief Operating Officer  Executive Vice President  Chairman of the Board, etc. Slide 16 Top-level Managers These managers must have extensive knowledge in management and must be multiskilled and analytical. They must also be aware of the business environment where their organization operates, especially its target market. Senior Managers are responsible in determining and implementing strategic, long-term decisions for the company. Slide 17 Middle-level Management Middle-level managers are assigned to supervise specific units or departments within the company, and are highly- specialized for carrying out the decisions made by the top-level management and applying them to their units. They also coordinate with lower-level managers in implementing strategies and meeting the goals of the company. Middle-level managers have titles like:  Department Head  Plant Head  Division Mangers, etc Slide 18 Lower-level Management Lower-level managers are also called “frontline managers” or “supervisors” These managers usually directly oversee employees or workers and are tasked with carrying out the decisions communicated by the middle managers. They also oversee the daily operations of their respective areas and handle routine administrative tasks. Lower-level managers have titles like:  Supervisor  Coordinator  Officer Manager, etc Slide 19 Managerial Roles Slide 20 The manager is supposed to direct his unit or department toward achieving his goals. He is expected to communicate with people as well, and deal with processes. The manager plays positions as diverse as the following in attempting to achieve the results: 1. Interpersonal Roles. These are the roles which the manager performs when dealing with others. The specific roles under this category are: a. Figurehead. When the manager carries out this role, he serves as the organization's symbolic leader and, as a result, he is required to perform a variety of legal or social duties. b. Leader. This role makes the manager responsible for keeping subordinates empowered and activated. c. Liaison. In performing the liaison role, the manager makes contacts with individuals within and outside the company in order to facilitate the performance of work in his department. Slide 21 2. Informational Roles. Receiving and sharing knowledge is a very critical part of the manager's work. These functions are essential to the tasks of decision-making. The manager plays three different positions where information is collected and exchanged. These are defined briefly as follows: a. Monitor. When making the right decisions regarding the various aspects of an organization, it is expected that the manager will collect information that will be useful in performing his job. This information is shared as needed by other members of the organization. b. Disseminator. There are some types of information which the manager can find useful to his subordinates. As a disseminator of information, the manager aims to ensure that specific incoming information is properly exchanged with subordinates. c. Spokesperson. There are times when outsiders seek organizational and manager knowledge, as a spokesperson accordingly. He also works as an industry expert on organizations. Slide 22 3. Decisional Roles. The key part of the manager's role is to make decisions. As such, the knowledge he uses must be used to take decisions that solve problems. As decision maker, the manager assumes the following steps: a. Entrepreneur. The manager explores the company and its atmosphere for opportunities in fulfilling this role, and initiates programs to bring about meaningful change. b. Disturbance Handler. Organizations often face major but unforeseen disruptions such as striking workers who are unhappy with the pay scheme. As a disturbance controller, it is assumed that the manager will respond to these unexpected stresses by formulating plans and evaluating such disturbances. c. Resource Allocator. The manager is responsible for allocating organizational resources to individual workers or groups of all sorts, such as staff, finances, equipment or buildings and facilities. d. Negotiator. Representing agency during trade-union contracts, trading, acquisitions, and budget negotiations. Slide 23 Skills of a Manager Managerial skills may be classified as:  Conceptual,  Human, and  Technical Slide 24 a. Conceptual Skills. Allowing administrators to think of potential solutions to challenging issues. They develop a holistic view of their company and its connection to the broader external world surrounding it through their ability to envision abstract Slide 25 b. Human Skills. Enable managers to communicate well with people at all levels. They're easy to communicate, guide, inspire and motivate with the help of human abilities. Slide 26 c. Technical Skills. It is critical for managers to use their experience to carry out their task with proficiency.