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    Aisyah Nabihah Mohd Zaki
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    This document provides an overview of managerial performance, functions, and responsibilities. It discusses the key roles and levels of management within an organization. The three levels of management are top, middle, and lower levels. Top managers are responsible for overall management while lower level managers directly oversee employees. The document also outlines the managerial functions of defining goals, deciding actions, monitoring performance, and directing others. Finally, it identifies the roles managers play in maintaining interpersonal relationships, sharing information both within and outside the organization, and making important decisions for the organization.

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    This document provides an overview of managerial performance, functions, and responsibilities. It discusses the key roles and levels of management within an organization. The three levels of management are top, middle, and lower levels. Top managers are responsible for overall management while lower level managers directly oversee employees. The document also outlines the managerial functions of defining goals, deciding actions, monitoring performance, and directing others. Finally, it identifies the roles managers play in maintaining interpersonal relationships, sharing information both within and outside the organization, and making important decisions for the organization.

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    © All Rights Reserved
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    12 views1 page

    Chapter 1

    Uploaded by

    Aisyah Nabihah Mohd Zaki
    This document provides an overview of managerial performance, functions, and responsibilities. It discusses the key roles and levels of management within an organization. The three levels of management are top, middle, and lower levels. Top managers are responsible for overall management while lower level managers directly oversee employees. The document also outlines the managerial functions of defining goals, deciding actions, monitoring performance, and directing others. Finally, it identifies the roles managers play in maintaining interpersonal relationships, sharing information both within and outside the organization, and making important decisions for the organization.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    of 1

    MANAGERIAL PERFORMANCE MANAGEMENT FUNCTIONS

    Wednesday, November 4, 2020 11:26 AM

    EFFECTIVENESS EFFICIENCY
    DEFINITION Defining goals by establishing Decide what need to be
    "DOING THE RIGHT THINGS" "DOING THINGS RIGHT" strategies and make action done, how will it be done
    Organization:- Choosing the best strategies to Maximizing the numbers of output plans to coordinate activities. and who will do it
    It is a company/institution that contain
    complete their goals by using a few input
    1/more people that have a particular
    purpose P O
    Management:-
    Each one of a member has a task and

    Chapter 1 C L
    responsibilities

    C H A P T E R 1 Monitoring activities to Directing and motivating all


    Manager:-
    A member who is planning and
    INTRODUCTION TO MANAGEMENT ensure they achieved as
    planned
    parties involved, also
    sorting out conflicts.
    leading to achieve the goals

    SCOPE OF RESPONSIBILITIES
    LEVELS OF MANAGEMENT MANAGERIAL SKILLS
    FUNCTIONAL MANAGERS
    Responsible for the overall
    management, establishing TOP In charge of major function, and manages a work unit TOP LEVEL
    policies and guiding the LEVEL that is groups based on specific tasks. Conceptual skills; ability to analyse and identify to determine its causes and
    organization effects. Have a mental capabilities to break problems into smaller part.
    Ex: Chief Executive Officer
    (CEO), President. Direct the activities of lower
    level managers, setting GENERAL MANAGERS
    objectives. Communication MIDDLE LEVEL
    skills, as they connect between
    MIDDLE Responsible for managing several different departments
    the top and the lower
    LEVEL
    Ex: Senior Executive Officer, that has different tasks. Human skills; ability to develop the technical kills of their co-workers is more
    Marketing Manager than their own technical capability.
    First-line managers
    are responsible for
    non-management LOWER LEVEL
    employees, also
    making a daily
    operation. LOWER Technical skills; ability to make use of procedures, job-specific knowledge and
    Ex: Supervisor, Head of LEVEL techniques to perform a task.
    Department

    ROLES OF MANAGERS
    INTERPERSONAL ROLES INFORMATIONAL ROLES DECISIONAL ROLES
     Responsible for managing relationship with organizational  Gathering and spread information to stakeholders of an  The managers have unique access to processing information and
    members and the society. It is to ensure information is provided. organization. make conclusions.

    THE FIGUREHEAD: The manager represent his organization THE MONITOR: The managers receive and collects information THE ENTREPRENEUR: The manager initiates changes and improvement.
    all formal matters. THE DISSEMINATOR: The managers bring special information THE DISTURBANCE HANDLER: Dealing with threats to the organization.
    THE LIAISON: The manager interacts with peers and people within the organization. THE RESOURCE ALLOCATOR: Selects where the organization will extend
    outside of the organization. THE SPOKESPERSON: Pass on information to outsiders via reports, their efforts.
    THE LEADER: Defines the relationship between the manager speeches. THE NEGOTIATOR: The manager negotiates on behalf of the organization
    and employees. for union contracts.

    Chapter 1 Page 1

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