THE MANAGER - WEEK 2 DAY 1 LESSON 4 .pdf
- 1. THE MANAGER
- 2. LEARNING OBJECTIVES Identify the main functions of management Determine the roles of managers Discuss the key skills of managers; and Describe and compare the levels of management
- 3. The conventional definition of management is getting work done through people, but real management is developing people through work. -Agha Hasan Abedi
- 4. MANAGER Managers perform the main managerial functions in the organization and assume different roles in management of their duties. This resultsin the assignments of diverse responsibilities to managers which in turn create the different levels of organizatinal hierarchy.
- 5. DIFFERENT TYPES OF MANAGERS PROBLEM-SOLVING MANAGER This manager focuses on addressing company problems and achieving goals, but may overdo it, negatively impacting their overall performance.
- 6. PITCHFORK MANAGER A manager uses fear tactics and an "iron hand" to motivate employees towards a goal, often characterized as tough or rude. DIFFERENT TYPES OF MANAGERS
- 7. PONTIFICATING MANAGER A manager's strength lies in their ability to make people feel at ease, but this over-friendliness can hinder their leadership decisions and result in less systematic problem-solving, negatively impacting their overall performance. DIFFERENT TYPES OF MANAGERS
- 8. PRESUMPTUOUS MANAGER A presumptuous manager prioritizes personal gain and is often overconfident, leading to unhealthy competition and team disengagement. This type of manager often causes team members to resign or leave the company due to poor management. DIFFERENT TYPES OF MANAGERS
- 9. PERFECT MANAGER This manager is open to change and personal growth but may lack interpersonal skills and focus on facts and figures, limiting team interaction. DIFFERENT TYPES OF MANAGERS
- 10. PASSIVE MANAGER These types of managers aim to keep everyone happy and be their friend. This can be frustrating for employees because they tend not to provide constructive criticism. DIFFERENT TYPES OF MANAGERS
- 11. PROACTIVE MANAGER A proactive manager will anticipate problems before they arise and take steps to stop them from happening. This management style is often most successful in the long term, as it can help you avoid potential problems. Proactive management styles are also more effective for long- term planning. DIFFERENT TYPES OF MANAGERS
- 12. PLANNING - In the planning stage, managers establish organizational goals, make strategic decisions, brainstorm alternatives, and analyze the organization's current state, vision, mission, and available resources to determine the best course of action. MAIN MANAGEMENT FUNCTIONS
- 13. ORGANIZING - Organizing involves distributing resources and delegating tasks to achieve planning goals, often collaborating with finance and HR departments. Managers aim to create a productive work environment, considering employees' motivation and aptitude. MAIN MANAGEMENT FUNCTIONS
- 14. LEADING - Leading involves motivating employees and influencing behavior to achieve organizational objectives. Successful leaders use interpersonal skills to connect with team members, encouraging them to perform to their best abilities. MAIN MANAGEMENT FUNCTIONS
- 15. CONTROLLING - Controlling involves evaluating plan execution and making adjustments to achieve organizational goals. Managers manage tasks like employee training, deadlines, performance appraisals, feedback, and pay raises, ensuring the quality of work and achieving organizational goals. MAIN MANAGEMENT FUNCTIONS
- 17. MANAGEMENT ROLES ACCORDING TO MINTZBERG
- 18. MANAGEMENT SKILLS CONCEPTUAL SKILLS - 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. 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 employees. 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 specialization of a manager needed in a particular department, unit, or area where he or she is assigned.