1.

Corporate level (top management)

 Are responsible for setting goals, creating plans and supervise the entire
organization.
 The board of directors, president, vice-president, and CEO are all examples of
top-level managers.
 These managers are responsible for controlling and overseeing the entire
organization. They develop goals, strategic plans, company policies, and make
decisions on the direction of the business.

Strategic of Decision-Making
At the top of the corporate tree, the C-suite (chief executive officer, chief
operating officer, chief financial officer, presidents) are responsible for strategic
planning. This involves making long-term, big-picture decisions and establishing
policies that will impact the organization for at least the next five years. Examples
include:
 Launching new products.
 Becoming a market leader.
 Gaining market share.
 Diversifying revenue streams.
 Going international.
 Improving customer satisfaction.
 Reducing financial waste.
 Developing the company's reputation as an ethical business.

Strategic decisions give direction to the growth and development of a business

and are thus critical to its success or failure. There's a level of risk associated with
these decisions, and senior leaders will do a lot of financial modelling and situational
analysis to assess the risk based on predictions about future trading conditions.

Roles

 The top level management determines the objectives, policies and plans of the
organization.
 They mobilizes (assemble and bring together) available resources.
 The top level management does mostly the work of thinking, planning and
deciding. Therefore, they are also called as the Administrators and the Brain of
the organization.
 They spend more time in planning and organizing.
 They prepare long-term plans of the organization which are generally made for 5
to 20 years.
 The top level management has maximum authority and responsibility. They are
the top or final authority in the organization. They are directly responsible to the
Shareholders, Government and the General Public. The success or failure of the
organization largely depends on their efficiency and decision making.
 They require more conceptual skills and less technical Skills.
 Responsibilities
The primary role of the executive team, or the top-level managers, is to look at the
organization as a whole and derive broad strategic plans. Company policies, substantial
financial investments, strategic alliances, discussions with the board, stakeholder
management, and other top-level managerial tasks are often high-risk high return
decision-making initiatives in nature. Top-level management roles are therefore often
high stress and high influence roles within the organization.

2. Strategic Business Unit (Middle Management)

 Are engaged in diverting organizational activities to attain the goals set by top
management.
 General Managers, branch managers, and department managers are all examples
of middle-level managers. They are accountable to the top management for their
department’s function.

Strategic of Decision-Making
Middle managers are largely responsible for tactical decision making. Their job
is to translate the company's strategic goals into action plans  – for example, by
specifying work processes, cash levels, price points, inventory levels and manpower
requirements. The focus is on using resources and creating performance standards to
achieve the objectives set out in the strategic plan.

Tactical decisions cover a much shorter time frame than strategic decisions –
somewhere in the region of 12 to 36 months is normal – and are associated with less
uncertainty and risk. Examples of managerial-level decision making at the tactical level
include:

 Allocating budgets and resources.

 Manpower planning.
 Designing jobs and work processes, including the automation of tasks.
 Specifying technology to improve production efficiency.
 Pricing decisions.
 "Make or buy" decisions.
 Developing preventive maintenance plans to ensure that production runs
smoothly.
Roles
 The main role lies in the implementation of policies and plans as per the directives
of the top management.
 Preparing plans for the sub units of their respective departments.
 Actively contribute in guidance and employment of supervisory level of
management.
 Their duty is to understand and elucidate the policies of the top management to
the lower management.
  Bringing together the activities within the department is another role at this level
of management.
 Assessment of performance of junior managers.
 Timely and important reports or data to be sent to the top management.
 Motivation of supervisory managers is a vital role of this level of management.

Responsibilities

 Health and safety of the workforce;

 Development of a superior workforce;
 Meeting the goals of the department;
 Maintain employee work schedules;
 Delegate responsibilities to employees; and
 Provide oversight and direction.

3. Functional Level (Under management)

 Are running every work unit in the organization and carrying out the essential
tasks. They are the foot soldiers of the company
Strategic of Decision-Making
The bottom layers of management are responsible for making operational
decisions. These decisions are routine in nature and involve the day-to-day
operations of the business, such as: Who should do this job? What machines or
resources should we use? How many items of stock shall we reorder?

On any given day, a business may make hundreds or even thousands of

operational decisions without even realizing it. These decisions tend to be
administrative in nature and much smaller in scope and scale than tactical or strategic
decisions. They can usually be spelled out quantitatively in terms of time and targets.
For example, a line manager might decide how many units of production are needed to
satisfy a work order or how many labor hours to allocate to a job.

While generally seen as low risk, operational decisions are the decisions that
employees experience on the ground. If decisions are regarded as oppressive or
unethical, or if too many constraints are placed on decisions made at this level, then
employees are likely to feel frustrated. Suppose, for example, an engineer spots a fault
and knows exactly how to make it right. If she has to wait several days for authorization
from a higher up in order to fix the problem, then she may feel restricted in her job,
underused, undervalued and distrustful of the decisions made by management.

Roles
 Handing over jobs or responsibilities to a variety of workers.
 Guidance towards day to day activities of the organization.
 These managers are directly responsible for quality and amount of production.
  They act as mediators in communicating the problems of workers and also
undertake recommending solutions to higher level of organization.
 They take stock of the machines and material required for the work to be done.
 They are the role models for the workers as they are directly and constantly in
touch them.
 It is their duty to uphold discipline and decorum in the organization.

Responsibilities

 Assigning employees tasks;

 Guiding and supervising employees on day-to-day activities;
 Ensuring the quality and quantity of production;
 Making recommendations and suggestions; and
 Up channeling employee problems.