12

Organization
and
Management

Prepared by: Noted by:

Mr. Erwin Llenaresas Mrs. Nida L. Ebora
(Subject Teacher) (School Principal II)
LESSON 3

THE MANAGER
OBJECTIVES
At the end of this lesson, the students will be able to
1. identify the main functions of managment,
2. determine the roles of managers,
3. discuss the key skills of managers, and
4. describe and compare the levels of management.

The conventional definition of management is getting work done through people, but real management
is developing people through work.

-Agha Hasan Abedi

Managers perform the main managerial functions in the organization and assume different
roles in the performance of their duties. This results in the assignment of diverse responsibilities to
managers which in turn create the different levels of organizational hierarchy. That is why they
should be equipped with the skills needed to manage the organization well.

Let’s Examine
Read the article and answer the questions that follow.

Different Types of Managers

How do you describe your future self as a manager? The following are the seven types of
managers based on personality and management style. Which among these types of managers will
you be?

What type of manager will you be?

 The Problem-solving Manager focuses on providing solution to every problem of the
company. This manager also concentrates on achieving the company’s goals. However, managers of
this type sometimes tend to overdo the task of solving every problem which affects his or her
overall performance.

The Pitchfork Manager threatens employees to work towards a goal. This manager employs
fear tactics and uses an “iron hand” to push employees for results to avoid consequences. He or she
is characterized as tough and rude.

The Pontificating Manager neither follows any strategy nor prepares for any situation or
task and usually ends up with inconsistent results. The strength of this manager is his or her ability
to make people feel at ease when he or she is around since listening to others is second nature to
him or her. However, this over-friendliness usually hinders his or her leadership decisions and
results in a less systematic approach to problems therefore affecting his or her overall performance.

The Presumptuous Manager thinks only of himself or herself. This type of manager is not a
team player and usually works to personal gain or interest. He or she breeds unhealthy competition
instead of cooperation and teamwork. This type of manager is characterized as being too proud and
overconfident and has the tendency to compete with the members of the team. More often than
not, members of the team resign or leave the company because of poor management.

The Perfect Manager is open to change and personal growth. However, he or she can be
very mechanical and may lack the interpersonal skills to interact more closely with his or her team
members. He or she just concentrates on facts and figures, for example, about the product or
service being offered.

The Passive Manager wants to please everyone and make the team members happy.
However, being a crowd pleaser becomes a hindrance because of his or her lack of drive and
assertiveness to manage the team. This type of manager is described as very timid in his or her
approach to avoid any confrontation with anyone especially from the members of his or her team.

The Proactive Manager possesses the good qualities of the other types of managers. He or
she has 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 traits
of an outstanding manager.

Source: Keith Rosem, “The Seven Types of Managers – Where do you stand?” www.allbusiness.com.

Fill out the checklist to determine which of the following management traits best applies to your
personal style.

Problem-solving Manager Presumptuous Manager

_____ focuses on providing solutions
_____ concentrates on achieving goals
_____ tends to overdo task
Pitchfork Manager
_____ uses threats and fear
_____ is tough and rude
Pontificating Manager
_____ makes people feel at ease
_____ tends to be overly friendly
_____ does not follow any strategy
_____ lacks preparation
Let’s Discuss
Main Management Functions
The key management functions are planning, organizing, leading, and controlling. They can
be summarized in the model below.
_____ is interested in personal gain
_____ is not a team player
_____ is overconfident, and proud
_____breeds unhealthy competition instead of
cooperation
Perfect Manager
_____ is open to change and growth
_____ tends to be mechanical
_____ lacks interpersonal skills
_____ concentrates on facts and figures
Passive Manager
_____ wants to please everyone
_____ tends to be timid and avoids confrontation
_____ lacks drive and assertiveness
PLANNING
(goals/strate
gies/plans)
 ORGANIZING ACHIEVE CONTROLLING
(coordinating (monitoring/co
/communica MISSION/VISIO rrecting/
ting/staffing) N errors)

LEADING
(motivating/d
irecting/decis
ion-making)

Figure 1. Main Functions of Management

Planning is the management function wherein managers identify and select the company’s
goals and determine the corresponding courses of action in order to achieve them. As planners, the
goal for managers is to improve the company’s overall performance by formulating strategies to be
implemented.

Organizing 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 a manager who oversees the employees as they perform their assigned
tasks.

In leading, managers help the company achieve its objectives by influencing their
subordinates to perform the tasks assigned to them. Managers encourage the employees to live the
company’s vision in their job performance. They also ensure the employee commitment to the
organization.

Controlling 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.

Levels of Management

Levels of Management

TOP LEVEL
 President,
Chief Operating
Officer,
General Manager,
Managing
Director)

MIDDLE LEVEL
(Department Head, Division Manager)

LOW LEVEL
(Supervisor, First Line, Frontline)

Managers can be classified into different levels of management, i.e., lower-level managers,
middle-level managers, and top-level managers.

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, and Chairman of the Board, among others. 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.

Middle-level Management

Middle-level 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. Middle-level managers have titles like
Department Head, Plant Manager, and Division Manager, among others.

Lower-level Managers

Managers in lower-level management 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. These managers are often called
Supervisor, Coordinator, and Office Manager.

Management Roles
 In his book Strange World of Organizations, Henry Mintzberg identified ten managerial
roles, which he categorized as interpersonal, informational, and decisional 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 him or her because of status and authority.

2. Leader 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. Liaison 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

Roles Description

1. Monitor 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. 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 communicates 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

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

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
minimun risks.

2.Disturbance Disturbances may arise from certain actions of the staff, unexpected changes
Handler in resources, and external threats. A disturbance may also arise when
workers or managers make mistakes or when an innovation creates
unexpected consequences. 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.Resource As a resource allocator, the manager oversees and controls resource

Allocator 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 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 specialization of a manager
needed in a particular department, unit or area where he or she is assigned.

HIGHLIGHTS

 The main functions of management are planning, organizing, leading and controlling.
 The three major roles of managers are the interpersonal, informational, and decisional
 roles. Under the interpersonal role, managers act as figurehead, leader, and liaison. In the
informational role, managers monitor, disseminate, and obtain and deliver relevant
information for the organization. For the decisional role, managers act as entrepreneur,
disturbance handler, resource allocator, and negotiator of the company.
 Managers should possess key management skills to effectively perform their duties. These
skills are conceptual skills or the ability to analyze and solve different kinds of problems and
scenarios; human skills that include a proficiency in dealing and transacting with different
kinds of people; and technical skills, which refer to competitive skills required in their
respective jobs.
 Managers can be classified into three levels of management. The top-level management is
responsible for strategic decisions for the company. The middle-level management is
responsible for carrying out the decisions of the top-level management. The lower-level
management consists of managers or supervisors who report to middle managers and are
responsible for the employees or workers under them.

LEARNING TASKS

Business Vocabulary

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,
A. Human skill
inspirational, legal and ceremonial duties
____ 2. In this level of management, managers make strategic B. Organizing
and long-term decisions C. Conceptual Skill
____ 3. It is a managerial skill that includes the capacity
D. Supervisors
to motivate, lead, and control the behavior of his or her subordinates.
____ 4. It is a management function which involves the structuring E. Technical Skill
of the business organization so that jobs or tasks are grouped together F. Leader
and that employees work together to achieve company objectives.
G. Figurehead
____ 5. It is another term for lower-level managers.
____ 6. It is the role of a manager where he or she handles disturbances H. Decisional
among employees, allocates resources, and identifies and negotiates for I. Top Management
J. Middle Manager
possible opportunities for the company.
____ 7. It is a management function where managers help the company
achieve its objectives by influencing their subordinates to perform the tasks
assigned to them.
____ 8. It is the manager’s ability to analyze particular situation, identify new opportunities
and resources, and select the best strategies and courses of action.
____ 9. This management level carries out the decisions of 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.

Manager in Action

Answer briefly the following questions.

1. What critical roles do middle managers play in an organization?

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2. Based on your judgement, which among the ten roles of management are the most and
least important role in a company? Justify your answer.
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3. Among the key management skills, which do you think is the most important skill that a
manager should posses? Why do you think so?
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Critical Thinking
Read the article below and answer the questions that follow.
 Tony and Jollibee: Building a Local Fast-food Giant

While earning his degree in chemical engineering at the University of Sto. Tomas, Tony Tan
Caktiong toured a Magnolia Ice cream Plant and learned of a franchise opportunity. Thus, together
with his wife Grace, he opened two ice cream parlors shortly after graduation in 1975.
The 1977 oil crisis affected the price of most products. He then noticed that customers
ordered more sandwiches than ice cream. Tony also saw the growing popularity of hamburgers
around the world. Thus, he relaunched his ice cream parlor as a hamburger house. A year later,
Tony had five stores in Metro Manila and the family incorporated it as Jollibee Foods Corporation.
In 1981, Jollibee faced serious competition from McDonald’s when it entered the
Philippines. Being global brand, McDonald’s could easily snatch the market that Jollibee occupied.
Tony was advised to concentrate on holding on to at least a second-place position in the market
given the popularity of McDonald’s. Not to be discouraged with these developments, Tony believed
that Jollibee has captured the Filipino consumers’ preference for local hamburgers. Indeed, Jollibee
captured the Filipino taste and this catapulted Jollibee to the number one position in the fast-food
chain industry.
While Tony believed that location is a key ingredient in a store’s success, another critical
ingredient in Jollibee’s success is excellent supervision. Quality supervision is vital in ensuring
quality service, increasing service crew productivity, and reducing waste. Store managers are key to
motivating and controlling crew members responsible for cleaning the store, taking orders, and
preparing food.
Tony believes in empowerment and motivation. He maintains a strong rewards system and
encourages arriving at a consensus in any decision. Tony also describes his personal management
style as people-centered. In fact he disclosed that he has learned to be kind to people, and he
seldom scolds a person in the organization, even in private. Tony believes that his employees
become more productive when he motivates them, that is why he pushes them to always give their
best in whatever they do.
Listening is also a primary characteristics of Tony’s management style. He has learned how
to value the suggestions of others especially his employees. He believes that each person, no
matter what his or her position in the company, has a valuable insight that can give the company an
advantage in the industry.

Discussion Questions

1. How will you describe Tony Tan Caktiong’s management style?

2. Do you believe that Tony’s management style is worth emulating? Justify your answer.
3. Should Tony’s approach in managing his employees continue as Jollibee expands? Why or
why not?

The Observer
Observe how your family members go about their tasks and activities for a week. Identify the
typical performed by each family member. Who among your family members perform
management roles in your household? Which management style is being implemented by these
family members?

Self-assessment
Think about your typical school week and analyze how you manage your various tasks during this
period. Apply the four management functions in analyzing how you manage your personal tasks.
Use the following questions as your guide.
1. How do you plan your activities? What things do you consider in planning your activities for
the week?
2. Which of your tasks take first priority? How does this affect your weekly schedule?
3. What steps do you take to ensure that your scheduled tasks are performed well?
4. What difficulties have you encountered in maintaning your weekly schedule? How did you
address these difficulties?

UNIT TEST

I. Multiple Choice
Encircle the letter of your answer.
1. Management involves the following functions to achieve the goals of the organization, except
a. Planning c. Organizing
b. Leading d. Conniving
2. An efficient management is characterized by the following except
a. Maximizing the amount of resulting product
b. Maximizing the amount of input
c. Minimizing the time needed for production
d. Minimizing the time needed for services provided
3. Which of the following is not a category of managerial roles?
a. Decisional c. Interpersonal
b. Informational d. Motivational
4. This phenomenon is defined as the transfer of an organizational function to a third party.
a. Importing c. Ordering
b. Outsourcing d. Resourcing
5. Who were the first to practice the four basic of management functions?
a. Chinese c. Romans
b. Greeks d. Venetians
 6. What is the technique wherein a job is divided into component parts and the time
consumed in performing each task is measured?
a. Time and motion study c. Task division study
b. Time and task study d. Time component study
7. Which study on the importance of employee welfare, motivation, and communication did
Elton Mayo conduct in 1972?
a. Buford studies c. Hawthorne studies
b. Human Relation studies d. Stanfoed studies
8. Which level of organization requires the greatest degree of conceptual skills?
a. Top-level management c. Low-level management
b. Middle-level management d. Frontline managers
9. Which of the following roles falls under the interpersonal category?
a. Leader c. Spokesperson
b. Disturbance Handler d.Negotiator
10. Which management skills include the manager’s capacity to motivate, lead, and control the
behavior of his or her subordinates?
a. Conceptual skills c. Technical skills
b. Human skills d. Linguistic skills

II. Modified True or False

Write T if the statement is true. If it is false, change the underlined word to make the statement
true. Write your answer in the blank before each number.
___________ 1. Management is the process of planning, organizing, leading, and controlling the
activities of the organization effectively and efficiently to achieve organizational goals.
___________ 2. Sustainability in business means companies ensure that their operations have
minimal negative income on the environment or its local community.
___________ 3. In the 19th century, manufacturing became the core business for many US
companies.
___________ 4. Henri Fayol was called the “Father of Scientific Management” because of his
contributions to management.
___________ 5. In 1970, Abraham Maslow revised his original 1954 hierarchy of needs and added
emotional needs and financial needs.
___________ 6. Quantitative management allows for developing quantitative approaches such as
statistics and computer simulations to arrive at a management decision.
___________ 7. Organizing is the structuring of the organization such that employees are grouped
according to jobs or tasks to ensure that employees cooperate to achieve the company’s goals.
___________ 8. Front line managers or supervisors are usually directly responsible to employees or
workers and carry out the decisions communicated by the top-level management.
___________ 9. The manager with a disseminator role seeks and receives information from many
sources to evaluate the organization’s performance, well-being, and situation.
___________ 10. The specific competencies that a manager should have in relation to the type of
task assigned to him or her are called technical skills.

III. Application
Read and analyze each scenario. Then, encircle the letter that corresponds to the management
principle illustrated in each item. Brieftly explain your answer.
1. A smartphone manufacturer gets an order for manufacturing 1,000 units. He has 50 workers who
can do the job. There are two ways to complete this order. The first method is that 200 units will be
assigned for every 10 workers. The second method is to distribute the different parts of the
smartphone unit to all the 50 workers in a manner that only one group of workers does the same
job for all the 1,000 units.
a. Unity of command c. Equity
b. Remuneration d. Division of work

Explanation
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2. In one company, a punishment is imposed on employees who work short of their full capacity on
purpose. Such actions are characterized as a violation since they expressly agreed in their job
contract that they will perform their duties to the best of their abilities.
a. Stability c. Unity of direction
b. Discipline d. Scalar chain

Explanation
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3. A team meeting was held in an organization. The team leader gave some suggestions regarding
improvements to the current project plan. These suggestions, however, require an employee to
lead a team on a challenging task. One eager team member volunteered himself for the task and
promised to do his best to accomplish it.

a. Authority and responsibility c. Esprit de corps

b. Centralization d. Initiative

Explanation
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4. It is a tradition for the company management to organize team-building trips twice a year. Being
a big corporation, their employees number to almost a thousand for the main branch alone. Thus,
the management does its best to include everyone in these trips since they consider every
employee, from the lowest rank to the highest, a part of one big team.
a. Centralization c. Equity
b. Unity of direction d. Esprit de corps

Explanation
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5. A textile-manufacturing company gives great consideration to their rank-and-file employees who
do the most work. Recognizing their need for a better compensation, the management
implemented a biannual performance evaluation system wherein if an employee passed a certain
performance criteria, he or she will be entitled to an increase.
a. Remuneration c. Authority
b. Stability and tenure of personnel d. Order

Explanation
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