WEEK-3-Lesson-3 HANDOUTS OrgMgt PDF

HANDOUTS FOR ORGANIZATION AND MANAGEMENT Unit 1 – Lesson 3: The Manager Objectives 1. Identify the different types of managers and the main functions of management; 2. Explain the levels of management; 3. Choose and describe th...

HANDOUTS FOR ORGANIZATION AND MANAGEMENT Unit 1 – Lesson 3: The Manager Objectives 1. Identify the different types of managers and the main functions of management; 2. Explain the levels of management; 3. Choose and describe the management role they aspire to pursue; and 4. Recognize the skills needed in managing Managers perform the main managerial functions in the organization and assume different roles in the performance of their duties. Different Types of Managers 1. Problem-solving Managers They focus on providing solutions to every problem of the company. They also concentrate on achieving the company’s goals. However, they sometimes tend to overdo the task of solving every problem which affects their overall performance. 2. Pitchfork Managers They threaten employees to work towards a goal. They employ fear tactics and use an “iron hand” to push employees for results to avoid consequences. They are characterized as tough and rude. 3. Pontificating Managers They neither follow any strategy nor prepare for any situation or task, and they usually end up with inconsistent results. Their strength is their ability to make people feel at ease when they are around since listening to others is their second nature. However, overfriendliness usually hinders their leadership decisions and results in a less systematic approach to problems. Therefore, it affects their overall performance. 4. Presumptuous Managers They think only of themselves. They are not team players and usually works for personal gain or interest. They breed unhealthy competition instead of cooperation and teamwork. This type of manager is characterized as being too proud and overconfident and having the tendency to compete with the members of the team. Often, members of the team resign or leave the company because of poor management.  5. Perfect Managers They are open to change and personal growth. However, they can be very mechanical and may lack the interpersonal skills to interact more closely with their team members. They just concentrate on facts and figures, for example, about the product or service being offered. 6. Passive Managers They want to please everyone and make the team members happy. However, being a crowd pleaser becomes a hindrance because they lack the drive and assertiveness to manage the team. This type of manager is described as timid in their approach to avoid any confrontation with anyone especially from the members of their team. 7. Proactive Managers They possess the good qualities of the other types of managers. They have 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 passion of the perfect manager for continued growth, and the desire of the passive manager to serve. Every manager should strive to become a proactive manager who embodies the true trait of an outstanding manager. Main Management Functions The main management functions are planning, organizing, leading, and controlling. They can be summarized in the model below: 1. Planning The management function wherein the managers identify and select the company’s goals and determine the corresponding courses of action in order to achieve them. As planners, managers aim to improve the company’s overall performance by formulating strategies to be implemented. 2. Organizing This refers to structuring the business organization in such a way that employees are grouped together to perform jobs or tasks. The organization ensures that the  employees are able to perform efficiently and coordinate effectively to achieve the company’s goals. Each group of employees is assigned to a manager, who oversees the employees as they perform their assigned tasks. 3. Leading Managers help the company achieve its objectives by motivating their subordinates to perform the tasks assigned to them. Managers encourage the employees to live up to the company’s vision in their job performance. They also ensure the employees’ commitment to the organization. 4. Controlling This requires managers to identify any deviations from the strategies and methods used in attaining the company’s objectives. The manager then, implements corrective actions to maintain or improve performance. Figure 1: Main Functions of Management Levels of Management Managers can be classified into different levels of management, i.e., lower-level managers, middle-level managers, and top-level managers. Figure 2: Levels of Management 1. Top-level Management This level is also called “senior management” or “upper management.” The managers in this level have titles such as: Management Director Chief Executive Officer Chief Operating Officer Executive Vice President Chairman of the Board These managers must have extensive knowledge of 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 for determining and implementing strategic and long-term decisions for the company. 2. Middle-level Management Managers at this level are assigned to supervise specific units or departments within the company. They highly specialized in managing the tasks and  operations of their assigned units. They are also responsible for carrying out the decisions made by the top-level management and applying them to their units. They also coordinate with the lower-level managers in implementing strategies and meeting the goals of the company. Middle-level managers have titles like: Department Head Plant Manager Division Manager 3. Lower-level Management Managers in lower-level management are also called the “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. These managers are often called: Supervisors Coordinator Office Manager Management Roles Interpersonal Management Roles ROLES DESCRIPTION 1. Figurehead As a figurehead, the manager performs social, inspirational, legal, and ceremonial duties. The manager is a symbol and must be on- hand for people or agencies that only deal with them because of status and authority. 2. Leader The leader role is at the heart of the manager-subordinate relationship and managerial power. The leader maintains a consistently pervasive presence among subordinates, although the relationship between the leader and other members of the group tends to be indirect. 3. Liaison The manager is an information and communication center. A liaison builds and maintains relationships with other companies. It is essential, therefore, that the manger 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, such as facts, requirements, and probabilities.  Informational Management Roles ROLES DESCRIPTION 1. Monitor The manager seeks and receives information from various sources to evaluate the organization's performance, well-being, and situation. The manager performs vital tasks such as monitoring of internal operations, external events, ideas, trends, analysis, and possible threats. The monitor gathers information to detect changes, problems, and opportunities and to construct decision-making scenarios. This information can be current or historic, tangible or soft, and documented or nondocumented. 2. Disseminator As a disseminator, the manager communicated external information to the organization and facilities information exchange between subordinates. The information being disseminated can either be factual or value based. 3. Spokesperson As a spokesperson, the manager relays information to other groups and keeps entities outside of the company. Key influencers and stakeholders are kept informed of company performance, plans, and policies. The manager is seen as an expert in the field where his or her organization operates. The managers also use their reputation and profile to influence outsiders and stakeholders to maintain the stature of the company. Decisional Management Roles ROLES DESCRIPTION 1. 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. The manager calculates the risk in each opportunity and ensures that new projects are carefully selected and implemented with minimum risks. 2. Disturbance Disturbances may arise from certain actions of the staff, Handler unexpected changes in resources, and external threats. A disturbance may also arise when workers or managers make  mistakes or when an innovation creates unexpected consequences. The manager steps in to deal with these matters, evaluate the situation, reallocate resources, and provide adequate support to the company. 3. Resource As a resource allocator, the manager oversees and controls Allocator resource allocation by evaluating major decisions involving resources. Managers develop appropriate models and plans in conducting their evaluation. 4. Negotiator As a negotiator, the manager takes charge of communicating and negotiating with other organizations, and even among other members of the company. Management Skills Whether at the top, in the middle, or low-level management, managers should possess the following key management skills: 1. Conceptual Skills This refers to the manager’s ability to analyze a particular situation, identify new opportunities and resources, and decide on the best strategies and courses of action. 2. Human Skills This includes the manager’s capacity to motivate, lead, and control the behavior of their subordinates. A manager should know how to effectively communicate, coordinate, and relate with their employees. 3. Technical Skills These are the specific competencies that a manager should have in relation to the type of tasks assigned to them. It is also related to the specialization of a manager needed in a particular department, unit, or area where they are assigned. REFERENCES: Zarate, C.A. (2023). Organization and Management for Senior High School (2nd ed.). C&E Publishing, Inc.