ENTERPRISE RESOURCE PLANNING ASSIGNMENT

TOPIC: TOP, MIDDLE & LOWER LEVEL MANAGEMENT & THEIR

FUNCTIONS & THE ORGANIZATIONAL INFORMATION NEEDED
AT ALL LEVELS

Submitted on: 29/01/2022

Submitted to: Mrs.S.AnbuSelvi

Submitted by,

J.Jelciya (19BBAE024)

J.Jesuine (19BBAE026)

A.Nargis (19BBAE039)

S.Shejal (19BBAE054)
 CONTENT
 Introduction
 3 Levels of management and their functions &
Organizational information needed at all levels
 Conclusion
 Introduction

Levels of Management:

The term Levels of Management refers to the line of division that exists

between various managerial positions in an organization. As the size of the

company and workforce increases, the number of levels in management

increases along with it, and vice versa. The different Levels of

Management can determine the chain of command within an organization,

as well as the amount of authority and typically decision-making influence

accrued by all managerial positions. 

Levels of Management can be generally classified into three principal

categories, all of which direct managers to perform different functions. 

There are 3 levels in the ranking order of an establishment and they are:

1. Top-level management
2. Middle-level management
3. Lower-level management
 1. Top-level management

 They comprise of the senior-most executives of the company. They

are normally regarded as the Chairman, the Chief Executive
Officer (CEO), the Chief Operating Officer (COO), President and
Vice-president (VP). Top management is a team consisting of
managers from various operational levels, managing marketing,
finance, etc., For instance, Chief Finance Officer (CFO), Vice
President (marketing) whose primary task is to combine various
components and regulate the actions of different units according to
the overall objectives of the company.
 These top-level managers are accountable for the progress and
continuation of the establishment. They investigate the trading
atmosphere and its connections for the survival of the company.
They form the overall organizational aims and approaches for their
accomplishment. They are held responsible for all the pursuits of
the company and for its influence on the society. The job of the top
manager is difficult and stressful, necessitating long hours and
dedication to the company.
 Responsibilities of top management:

Top management is responsible for establishing policies, guidelines and

strategic objectives, as well as for providing leadership and direction for quality
management within the organization. It should also establish those responsible
and hold them accountable for a wide variety of management system processes.
Responsibilities are,

 Take accountability for the effectiveness of the quality management system;

 Ensure that the quality policy and quality objectives are established for the
quality management system and are compatible with the context and strategic
direction of the organization;
 Ensure the integration of the quality management system requirements into the
organization’s business processes; Promote the use of the process approach
and risk-based thinking;
 Ensure that the resources needed for the Quality Management System are
available;
 Communicate the importance of effective quality management and of
conforming to the quality management system requirements;
 Engage, direct and support persons to contribute to the effectiveness of the
quality management system; Support other relevant management roles to
demonstrate their leadership as it applies to their areas of responsibility;
 Demonstrate leadership and commitment with respect to customer focus;
 Ensure that the responsibilities and authorities for relevant roles are assigned,
communicated and understood within the organization. Perform management
review of the organization’s quality management system; Establish, implement
and maintain a quality policy;
 Ensure that the responsibilities and authorities for relevant roles are assigned,
communicated and understood within the organization.

Functions of the Top Management

The principal functions of the top management can be outlined as

follows:

1. Determination of Objectives

It is the top level management which determines the broad objectives

of the enterprise. Within the framework of the Memorandum of the
company, the Board must determine the goals of the enterprise. The
objectives may be either general or specific.

2. Formulation of Policies
For realizing the cherished goals of the company, the top
management must also formulate the policies. The objectives and
policies must guide the activities of the company, the selection of
policies also calls for the Board’s judgement.

3. Long Range Planning and Strategy

Since long range plans and strategies are major decisions, they are
also rested in the hands of the top level management. If the long
range planning proves faulty, the company shall find itself in
serious financial difficulties.
 4. Organizing for Action

Setting up of the administrative organization of large companies with thousands

of employees is a complex problem and calls for greater caution and skill.
Hence, this function also vests with the top management. Responsibilities
which are necessary to execute the policies must be assigned to different
employees and relationship among the jobs should also be clarified.

5. Developing of Major Resources

This function includes the finding out of the various ways and means for
procuring the resources required to put the plans into action. Resources also
include physical resources such as machinery, tools, furniture, equipment,
building, etc.

6. Selecting Key Personnel

The managerial personnel not only dominate the success or failure of the
existing policies but they are key figures in formulating future plans. Right type
of men must be selected and placed at the right places. Hence, this function also
vests with the top management.

7. Co-ordination and Controlling

Although the top management is primarily concerned with the future, it must
maintain guiding influence on the current activities. It must guide in the
execution of plans through the organization with the resources assembled. This
calls for co-coordinating and controlling the operation.

ROLES AND RESPONSIBILITIES OF TOP LEVEL MANAGERS

Top level management consists of the Chief Executive Officer (CEO), Chief
Operating Officer (COO), Chief Information Officer (CIO), the Managing
Director and the Senior Executive as we already discuss in our previus . In a
typical commercial company top level managers rule the enterprise. They
decide on the direction of an organisation and set major milestones, which
departments and teams need to achieve.

 ROLES OF TOP LEVEL MANAGERS

Generally, the top level management in an organisation is formed by
three individuals – the CEO, COO and CIO. Here’s more information
about these roles.

CHIEF EXECUTIVE OFFICER (CEO)

This is the highest ranking person in an organisation. The CEO

reports only to the board of directors. This manager is responsible for
the company’s success. CEOs typically need to provide broad
leadership and vision rather than deal with the details of operations
and performance.

CHIEF OPERATING OFFICER (COO)

The COO is the second-in-command in a company. The duties of this

manager include reporting to the CEO, monitoring departments’
results as well as measuring performance and efficiency. In many
cases COOs ascend to the role of CEOs.

CHIEF INFORMATION OFFICER (CIO)

This professional manages the technical needs or an organisation.

CIOs determine how hardware and software is implemented, analyse
data security and computing needs of a company.

Top level management makes the key decisions in an organisation.

These managers shape the goals, strategies, objectives and projects in
a company. They take decisions which affect every person working in
the organisation and are ultimately responsible for the failure or
success of the enterprise.

2.Middle-level management

Most organizations have three management levels: first-level, middle-

level, and top-level managers.

These managers are classified according to a hierarchy of authority and

perform different tasks.

In many organizations, the number of managers in each level gives the

organization a pyramid structure.

Middle management is the intermediate leadership level of a hierarchical

organization, being subordinate to the senior management but above the

lowest levels of operational staff. For example, operational supervisors

may be considered middle management; they may also be categorized as

non-management staff, depending upon the policy of the particular

organization.

ROLES OF THE MIDDLE MANAGEMENT

 Middle-level managers can include general managers, branch

managers, and department managers. They are accountable to the
top-level management for their department’s function, and they
 devote more time to organizational and directional functions than
upper management. A middle manager’s role may emphasize:

 Executing organizational plans in conformance with the

company’s policies and the objectives of the top management;

 Defining and discussing information and policies from top

management to lower management;

 Most importantly, inspiring and providing guidance to lower-level

managers to assist them in performance improvement and
accomplishment of business objectives.

 Middle managers may also communicate upward by offering

suggestions and feedback to top managers. Because middle
managers are more involved in the day-to-day workings of a
company, they can provide valuable information to top managers
that will help them improve the organization’s performance using a
broader, more strategic view.
Functions of the Middle Management

Middle managers’ roles may include several tasks depending on their

department. Some of their functions are as follows:

1.Definingle level management interprets the policies of the

company.

2.It is the responsibility of the Middle Management to prepare

organizational set up in their department.

3. They issue orders to the subordinates and others in their

department

4. Middle level management motivate the personnel for higher

productivity.
5. Collecting reports and other information about the work turned
out in their respective departments.

6. Providing information and assisting the top management in revising

the plans to secure better performance.

7. Designing and implementing effective group work and information

systems

8. Defining and monitoring group-level performance indicators.

9. Diagnosing and resolving problems within and among work

groups.

10. Designing and implementing reward systems.

11. Supporting cooperative behavior.

12. Reporting performance statistics up the chain of command and,
when applicable, recommending strategic changes.

Because middle managers work with both top-level managers and

first-level managers, middle managers tend to have excellent
interpersonal skills relating to communication, motivation, and
mentoring. Leadership skills are also important in delegating tasks to
first-level managers.

Middle management may be reduced in organizations as a result of

reorganization. Such changes include downsizing, ‘delayering’
(reducing the number of management levels), and outsourcing. The
changes may occur in an effort to reduce costs (as middle
management is commonly paid more than junior staff) or to make the
organization flatter, which empowers employees, leaving the
organization more innovative and flexible.

ROLES OF MIDDLE LEVEL MANAGER:

A middle manager is a link between the senior management and the

lower (junior) levels of the organization. Due to involvement into day-
to-day running of a business, middle managers have the opportunity to
report valuable information and suggestions from the inside of an
organization.

Moreover, the middle manager is a channel of communication within the

organization, as they pass on major decisions of executives and the main
goals of an organization to lower levels of employees. This contributes
to better coordination between workers and makes a company more
united.

Primary responsibility of a middle manager is to implement a strategy,

created by the executive level, in the most efficient way possible. In
order to reach the target goals, a manager may adjust and interpret the
initial plan.

Other functions can be divided into three main categories:

● Technical
Middle managers are in charge of facilitating any changes needed in an
organization and creating an effective working environment. They
administer day-to-day routines, monitors performance and make sure
everything is done in compliance with organization’s needs.

● Human resources

One of the most important functions of a middle manager is motivating,

leading and inspiring their subordinates. This also includes building a
team and supporting any team member when necessary.

● Strategic

Strategic functions involve analyzing a subordinate group in terms of

productivity and financial effectiveness, creating a strategy of improving
the current situation and reporting to the executive management in the
form of attending a boardroom meeting or a discussion.

Competencies

 Leadership. The most important competency that consists of many

skills. As an inherent leader, middle managers have to possess
sense-making and persuading skills. They must be able to
motivate, influence and guide their subordinates, become a role
model for them, demonstrate the quality and the level of work
contribution necessary for the organization and engage in
continuous self-development and learning.

 Decision-making. Ability to quickly solve the problems, make

decisions under pressure and take responsibility for the outcome.

 Creativity & Visioning. Managers should have a clear vision of the

strategy implementation and be creative in overcoming the
possible difficulties.

 Performance management. Involves managing the performance of

subordinates and, specifically, the line managers, effectively, by
 setting clear and measurable objectives for them and provide
coaching. Middle managers must be also skilled in presenting,
persuading and influencing people.

3.Lower-level management

The lower level of Management is also referred to as the supervisory

or the operative level of managers. They oversee and direct the
operative employees. They spend most of their time addressing the
functions of the firm, as instructed by the managers above them.

The lower-level managers are the first line of managers as they

feature at the base of operations, so they are essential personnel that
communicates the fundamental problems of the firm to the higher
levels. This management level is made up of the foreman, the line
boss, the shift boss, the section chief, the head nurse, superintendents,
and sergeants.
They are the intermediary, they solve issues amidst the workers and
are responsible for the maintenance of appropriate relationships
within the organization. They are also responsible for training,
supervising, and directing the operative employees.

The lower level managers represent the management to the operative

workers as they ensure discipline and efficiency in the organization.
The duty of inspiration and encouragement falls to them, as they
strengthened the workforce. They also organize the essential
machines, tools, and other materials required by the employees to get
their job done.

FUNCTIONS OF LOWER LEVEL MANAGEMENT

● To communicate the goals and objective of the firm laid down

by the higher level. managers to the employees and also the
suggestions, recommendations, appeals, and information
concerning employee problems to the higher-level managers.
● To give instruction and guided direction to workers on their day
to day jobs.
 ● To give periodic reports of the workers to the higher-level
managers.

THE ROLES AND RESPONSIBILITES OF LOWER LEVEL

MANAGEMENT:

● Assigning jobs and tasks to various workers.

● Guiding and instructing workers in day-to-day activities.

● Overseeing both the quality and quantity of production.

● Maintaining good relations within lower levels of the

organization.

● Acting as mediators by communicating the problems,

suggestions, and recommendatory appeals, etc. of workers to the
 higher level of management, and in turn elucidating higher-
level goals and objectives to workers.

● Helping to address and resolve the grievances of workers.

● Supervising and guiding their subordinates.

● Taking part in the hiring and training processes of their

workers.

● Arranging the necessary materials, machines, tools, and

resources, etc. necessary for accomplishing organizational tasks.

● Preparing periodical reports regarding the performance of the

workers.
 ● Upholding discipline, decorum, and harmony within the
workplace.

● Improving the enterprise’s image as a whole, due to their

contact with the workers.

Organizational information needed at all levels:

The organizational information security program gives overarching

operational direction for data system-level security administration.
This direction incorporates arrangements, strategies,
and guidelines that framework proprietors and common control
providers should take after and the definition and usage of organization-
wide administration, operational, and specialized controls. 
Numerous of the exercises performed at the organizational data security
program-level stem from FISMA necessities indicating obligations for
each government office.

Information, as required at different levels of management

can be classified as operational, tactical and strategic.
1} Operational
Operational information refers to the day-to-day operations of
the organization and is therefore useful in exercising control over
operations that are repetitive in nature. Since these activities are
controlled at lower levels of management, operational information is
needed by lower management.

For example, information about the daily cash position is monitored

and controlled at lower levels of management. Similarly, in the marketing
function, daily and weekly sales information is used by the lower level
manager to track the progress of the sales force. It can be noted that
operational information relates to activities that can be easily measured
according to specific standards. Operational information primarily relates
to current and historical performance and is primarily based on internal
data sources .The predictive element in operational information is so low
and If at all it is there , it has a short term horizon

2}Tactic

Tactical information helps mid-level managers allocate resources and

establish controls to implement the organization's higher-level plans. For
example, information on alternative sources of funds and their short-
term uses, opportunities to use excess funds in short-term securities, etc.
may be requested at intermediate management levels.
 Tactical information is generally predictive and focuses on short-
term trends. It can be partly current and partly historical and can come
from internal or external sources.

The main objectives of tactic information is an immediate short-term

desired result of a given activity, task, or mission

3} Strategic

The strategic information helps in distinctive and evaluating these

options so a manager makes enlightened choices that are completely
different from the competitors and therefore the limitations of what the
rivals do or attending to do. Such choices are created by leaders only.
Strategic information is employed by managers to outline goals and
priorities, initiate new programmes and develop policies for acquisition
and use of company resources.

For example, information relating to the long-term wants of

funds for on-going and future comes of the corporate is also employed by
high level managers in taking call relating to going public or approaching
monetary establishments for term loan Strategic information is prognostic
in nature, depends heavily on external sources of data, encompasses a semi
permanent perspective, and is usually in outline form. it should typically
embody ‘what if’ scenarios. However, the strategic data isn't solely external
information. For long, it had been believed that strategic information are
primarily information regarding the external environment. However, it's
currently well recognized that the inner factors are equally answerable for
success or failures of methods and thus, internal data is additionally
needed for strategic call making.
Each type of information is needed with varying degree by the
managers at all levels. Thus, a part of operational information
may be used even by the chief executive officer of a company .

 Conclusion

In conclusion, management skills and functions are an

important attribute of an organization that can make or break it.
The argument regarding which theory sums the whole job more
completely is less important than deriving strategies that can help
managers tackle various practical functions at workplace.