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ORGANIZATION AND MANAGEMENT
THE MANAGER
ABM_AOM11-Ia-b-3
(Quarter 1- Week 2)
At the end of this lesson, the learner should be able to:
● Explain the functions, roles, and skills of a manager.
Concept:
The key management functions are planning, organizing, leading and
controlling. They can be summarized in the model below.
Figure 1. Main Functions of Management
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Levels of Management
Managers can be classified into different levels of management, i.e., lower-level
managers, middle-level managers, and top-level managers.
1. Top-level Managers is also called "senior manager" or "upper manager."
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 for determining and implementing
strategic, long-term decisions for the company.
2. Middle- managers are assigned to supervise specific units or departments
within the company, and are 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 lower-level managers in implementing
strategies and meeting the goals of the company.
3. 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 middle managers.
They also oversee the daily operations of their respective areas and handle
routine administrative tasks.
Management Roles
Interpersonal Management Roles
1. 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 him or her because of status and authority.
2. 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 other members of the
group tends to be indirect.
3. 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, such as facts, requirements, and probabilities.
Informational Management Roles
1. As a 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.
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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. 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.
3. As a spokesperson, the manager relays information to other groups and
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 manager
also uses his or her reputation and profile to influence outsiders and
stakeholders to maintain the stature of the company.
Decisional Management Roles
1. 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. The disturbance handler is involved in stepping in to deal with these
matters, evaluate the situation, reallocate resources, and provide adequate
support to the company.
3. 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.
4. As a negotiator, the manager takes charge of communicating and
negotiating with other organizations, and even among the members of the
company Negotiation is a vital task of all managers.
Management Skills
Whether at the top, in the middle, or low-level management, managers should
possess the following key management skills:
1. Conceptual skills refer 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 include the manager's capacity to motivate, lead, and control
the behavior of his or her subordinates. A manager should know how to
effectively communicate, coordinate, and relate with his or her employees.
3. Technical skills are the specific competencies that a manager should have
in relation to the type of task assigned to him or her. It is also related to the
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specialization of a manager needed in a particular department, unit, or area
where he or she is assigned.
Activity 1: Match column A with column B. Write the corresponding letter of your
answer in the space provided.
COLUMN A COLUMN B
_____1. In this interpersonal role, the manager assumes
social, inspirational, legal, and ceremonial duties.
A. Human Skill
_____2. In this level of management, managers make
strategic and long-term decisions. B. Organizing
_____3. It is a managerial skill that includes the capacity to
motivate, lead, and control the behavior of his or her C. Conceptual
subordinates. Skill
_____4. It is a management function which involves the D. Supervisors
structuring of the business organization so that jobs or
tasks are grouped together and that employees work
together to achieve company objectives. E. Technical
_____5. It is another term for lower-level managers. Skill
_____6. It is the role of a manager where he or she handles F. Leading
disturbances among employees, allocates resources, and
identifies and negotiates for possible opportunities for the
company. G. Figurehead
_____7. It is a management function where managers help H. Decisional
the company achieve its objectives by influencing their
subordinates to perform the tasks assigned to them.
I. Top
_____8. It is the manager's ability to analyze a particular Management
situation, identify new opportunities and resources, and
select the best strategies and courses of action. J. Middle
_____9. This management level carries out the decisions of Manager
top-level management.
_____10. It refers to the specific competencies that a
manager should have in relation to the type of task
assigned to him or her.
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Activity 2:
Read the scenario and answer the questions below.
Essay Criteria Points/ Question
Content 2
Original Thinking 2
Structure 1
TOTAL 5
Mary Roberts had been with the company three years when she was promoted to
manager of the tax department which was part of the controller’s division.
Roberts started with the company when she graduated from college as an
accounting major. She entered the organization as a management trainee, and
during the one-year program she demonstrated considerable leadership ability as
an informal leader her peers. Mary also impressed many senior managers in the
company with her sense of responsibility and her willingness to work hard. All of
her training assignments were completed on time with considerable skill for an
inexperienced person. Since she was very interested in tax accounting, Roberts
was assigned to the tax department to be developed further as staff accountant.
Within four months she became a supervisor of ten staff as a staff accountant to fill
a vacancy created by an unexpected early retirement. Her superior believed her to
be the most qualified individual to fill the position even though others in the
department had more experience in tax accounting. None, however, demonstrated
leadership ability or the commitment to work that Mary possessed.
The tax department manager was promoted to fill a vacancy in the financial
planning department eight months later, and he recommended to the controller
that Mary Roberts be promoted to fill the position he was leaving. He mentioned
that her work was excellent and that she was a very effective supervisor.
The tax department had 45 employees including 3 supervisors, 10 clerical
employees, and 3 typists. Several people in the department were senior personnel
with 10 to 30 years of experience in tax work. Some of these were more technically
knowledgeable in taxation than Mary.
There was some resentment in this group that so young a person was made a
department head, and three of these people were particularly upset because they
desired the promotion and felt they deserved it. What made them even more upset
was the fact that the tax manager did not discuss the promotion with them.
Questions:
1. What can Mary Roberts do about the resentful senior employees?
___________________________________________________________________________
___________________________________________________________________________
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___________________________________________________________________________
___________________________
2. Can higher management do anything to help Roberts make the
transitions to greater responsibility?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________
3. Will her lack of technical knowledge hinder Mary’s managerial
effectiveness?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________
4. Should Mary’s superior have discussed the promotion with the senior
employees before announcing it?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________
5. Could some of the resentment be based on the fact that Mary Roberts
was a young woman?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________
6. Should she have turned down the promotion to gain more technical
experience?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________
Reference:
Cynthia A. Zarate., Ogranization and Management, pp28
Kate Mbir., https://www.academia.edu/33791445/MANAGEMENT_CASE_STUDY_PRATICE
Learning Materials are for nonprofit educational purposes which are exclusively used for
Schools Division of Digos City only. Copies are not for sale.
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Austra Rose C. Reyes
Senior High School in Digos
City
Learning Materials are for nonprofit educational purposes which are exclusively used for
Schools Division of Digos City only. Copies are not for sale.
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Answer Key
Activity 1
1. G
2. I
3. A
4. B
5. D
6. H
7. F
8. C
9. J
10.E
