12

ORGANIZATION AND
MANAGEMENT
QUARTER 1, WEEK 2
WEEKLY LEARNING ACTIVITY SHEETS

Functions, Roles and Skills

of a Manager

Government Property
NOT FOR SALE
Organization and Management Grade 11
Weekly Learning Activity Sheet
Quarter 1-Week 2: Functions, Roles and Skills of a Manager
First Edition, 2021

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 Republic of the Philippines
Department of Education
Caraga Administrative Region
DIVISION OF AGUSAN DEL NORTE

WEEKLY LEARNING ACTIVITY SHEETS

Name of Learner: _________________________________________ Section: _______________

School: ___________________________________________________ Date: _________________

I. Learning Competency
Explain the functions, roles and skills of a manager.

Objectives:
After going through this learning activity sheet, you are expected to:

1.1 understand the functions, roles and skills of a manager; and

1.2 explain the levels of management

II. Key Concepts

An individual engaged in management activities is called a manager.

Managers supervise, sustain, uphold, and assume responsibility for the work of
others in his or her work group, team, department, or the organization, in general.

Responsibilities of Managers

A manager wears many hats. He is not only team leader but also a planner,
organizer, cheerleader, coach, problem solver, and decision maker — all rolled into
one. In addition, schedules of managers are usually jam ‐packed. Whether they are
busy with employee meetings, unexpected problems, or strategy sessions,
managers often find little spare time on their calendars.

Below are their common responsibilities:

1. Hire great people. When employees are of great talent, the rest is easy.
Sometimes, managers instruct the Human Resource employees in the sourcing,
screening and selecting of potential workers.

2. Exhibit performance management. Performance management covers the people-

management aspect of a manager’s job. It includes clarifying and setting
expectations and goals, coaching, measuring, and monitoring employees’ work,
addressing performance problems, providing feedback and recognition, coaching,
developing, training, and doing performance reviews.
3. Promote team development. In addition to individual employee management and
development, a manager is responsible for the development of a high performing
team. An interdependent team is usually more productive than a group of
individuals working independently.

4. Set overall directions. A manager sets the long and short term direction of the
team or organization. This includes the vision, mission, goals, objectives and
strategy. Strategic managers spend a lot of time thinking about mission and
direction whcih make them always on the look-out for the need to change or
reinvent priorities. This involves others, including their team members but they
take ultimate responsibilities for final decisions.

5. Support team members. This is explained by Patrick Lencioini, a famous author

of a management book entitled, The Five Dysfunctions of a Team when he quoted,
“We all know that if there is any daylight between executive team members, it
ultimately results in unwinnable battles that those lower in the organization are
left to fight.”

6. Produce unique quality outputs. This pertains on the fact that CEOs have to do
things that just cannot be delegated and entrusted. The accomplishment of these
tasks lie on the wings of the manager alone though assistance from other
employees and officials may be sought.

7. Manage resources. Managers have to make sure that the team has the resources
they need to do they work while at the same time making sure that a team does not
overspend or waste resources.

8. Improve processes and quality. While individual should take responsibility for
the quality of their own work, managers are usually in the best position to see the
overall workflow and make adjustments and improvements.

9. Encourage self-development. Managers are not just responsible for the

development of their employees and teams but also with their own development
achieved through management training, mentor seeking, feedback consolidating,
and advanced education pursuance.

10. Communicate and disseminate information. Managers make sure information

is flowing from above, sideways, and upwards. They are never the bottleneck in the
information highway.

In case you are wondering where “leadership” fits into the role of a manager, it
is accurate to say that is woven throughout these ten essentials roles for each of
them require leadership in order to be truly effective. Leadership is not a separate
“do” but a way of being!
 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?

Different Types of Managers

1. Problem-solving manager
 Focuses on providing solution to every problem of the company
 Concentrates on achieving the company’s goals
 Sometimes tend to overdo the task of solving every problem which
affects his or her overall performance.
2. Pitchfork Manager
 Threatens employees to work towards a goal
 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
3. Pontificating Manager
 Neither follows any strategy nor prepares for any situation or task and
usually ends up with inconsistent results
 His/her strength is his/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
 His/her overfriendliness usually hinders his or her leadership decisions
and results in a less systematic approach to problems therefore
affecting his or her overall performance.
4. Presumptuous Manager
 Thinks only of himself or herself
 Not a team player and usually works for personal gain or interest
 Breeds unhealthy competition instead of cooperation and teamwork
 Characterized as being too proud and overconfident and has the
tendency to compete with the members of the team resulting to poor
management
5. Perfect Manager
 Open to change and personal growth
 Can be very mechanical and may lack the interpersonal skills to
interact more closely with his or her team members
 Concentrates on facts and figures, for example, about the product or
service being offered
6. Passive Manager
 Wants to please everyone and make the team members happy
 Being a crowd pleaser becomes a hindrance due to his or her lack of
drive and assertiveness to manage the team
 Described as very timid in his or her approach to avoid any
confrontation with anyone from his or her team.
7. Proactive Manager
 Possesses the good qualities of the other types of managers.
 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.

Levels of Management

TOP
LEVEL
(Director,
Vice
President,
Chief

Operatin
g Officer,
Chief
Executiv
e Officer,
MIDDLE LEVEL
General
(Department Head, Division Manager)
Manager,
Managing
LOWDirector)
LEVEL
(Supervisor, First Line, Frontline)

TOP-LEVEL
 Also called as “senior management” or “upper management”
 These managers must have extensive knowledge in management and must be
multi skilled and analytical.
 Must be aware of the business environment where their organizations operate,
especially its target market.
 Responsible for determining and implementing strategic, long-term decisions
for the company.

MIDDLE-LEVEL
 Assigned to supervise specific units or departments within the company, and
are highly-specialized in managing the tasks and operations of their assigned
units.
 Formulate specific objectives and activities based on the strategic or general
goals and objectives developed by top-level managers.
 Serve as go-betweens between higher and lower levels of the organizations.
 To be an ideal middle-level manager, one must be creative
LOWER-LEVEL
 Also called as “frontline managers” or “supervisors”
 Directly oversee employees or workers and are tasked with carrying out the
decisions communicated by middle managers.
 Also oversee daily operations of their respective areas and handle routine
administrative tasks.

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 The manager performs social, inspirational, legal, and
ceremonial duties. The managers 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 the other members of the group
tends to be indirect.
3. Liaison The manager is an information and communication center. A
liaison builds and maintains relationships with other
companies. He/she possesses networking skills to maintain
internal and external contacts for information exchange.
They 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 The manager seeks and receives information from various
sources to evaluate the organization’s performance, well-
being, and situation. 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.
2. Disseminator The manager communicates external information to the
organization and facilitates information exchange between
subordinates.
3. Spokesperso The manager relays information to other groups and
n entities outside of the company. Key influencers and
 stakeholders are kept informed of company performance,
plans, and policies. He/she also uses his/her reputation
and profile to influence outsiders and stakeholders to
maintain the stature of the company.

Decisional Management Roles

Roles Description
1. Entrepreneur The manager design 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
minimum risks.
2. Disturbance The manager is involved in stepping in to deal with
Handler disturbances arising from certain actions of the staff,
unexpected changes in resources, and external threats,
when workers or managers make mistakes or when an
innovation creates unexpected consequences, they will
evaluate the situation, reallocate resources, and provide
adequate support to the company.
3. Resource The manager oversees and controls resource allocation by
Allocator evaluating major decisions involving resources. Managers
develop appropriate models and plans in conducting their
evaluation.
4. 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

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
 These 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
 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.
III. Activities
Activity 1. Match Me!

Directions: Match column A with column B. Write the corresponding letter of your
answer in your activity notebook.

Column A Column B

1. In this interpersonal role, the manager assumes A. Human Skill

social, inspirational, legal, and ceremonial duties.

2. In this level of management, managers Formulate B. Organizing

specific objectives and activities based on the strategic
or general goals.

3. It is a managerial skill that includes the capacity to C. Conceptual

motivate, lead, and control the behavior of his or her Skills
subordinates.

4. It is a management function which involves the D. Supervisors

structuring of the business organization so that jobs
or tasks are grouped together and that employees
work together to achieve company objectives.

5. It is another term for lower-level managers E. Technical Skill

6. It is the role of a manager where he or she handles F. Leading

disturbances among employees, allocates resources,
and identifies and negotiates for possible
opportunities for the company.

7. It is a management function where managers help the G. Figurehead

company achieve its objectives by influencing their
subordinates to perform the tasks assigned to them.

8. It is the manager’s ability to analyze a particular H. Decisional

situation, identify new opportunities and resources,
and select the best strategies and courses of action.

9. This management level carries out the decisions of I. Top

top-level management. Management
 10.It refers to the specific competencies that a manager J. Middle Level
should have in relation to the type of task assigned to Management
him or her.

Activity 2. The Observer

Directions: Observe how your family members go about their tasks and activities for
a week. Identify the typical tasks performed by each family member and answer the
questions below. Write you answers in your activity notebook.

1. Who among your family members perform management roles in your

household?
2. Which management style is being implemented by these members?

See rubrics below for your reference.

https://www.uen.org/rubric/previewRubric.html?id=20123

IV. Application

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

Problem-solving Manager Presumptuous Manager

________ focuses on providing solutions ________is interested in personal gain

________ concentrates on achieving goals
________ tends to overdo the task
Pitchfork Manager
________is not a team player
________is overconfident, and proud
________breeds unhealthy competition
instead of cooperation
Perfect Manager
________ uses threats and fear ________ is open to change and growth
________ is tough and rude ________ tends to be mechanical
________ lacks interpersonal skills
________ concentrates on facts and
figures

Pontificating Manager Passive Manager

________ makes people feel at ease ________ wants to please everyone

________ tends to be overly friendly ________ tends to be timid and avoids
________ does not follow any strategy confrontation
________ lacks preparation ________ lacks drive and assertiveness

V. Assessment:

Directions: Read the article below and answer the questions that follow. Write your
answers on your activity notebook.

While earning his degree in chemical engineering at the University of Santo

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. Tonly also saw the growing
popularity of hamburgers around the world. Thus, he re-launched 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 a 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 believes that the 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 reward
system and encourages arriving at a consensus in any decisions. 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 of her position in the company, has a valuable
insight that can give the company an advantage in the industry.

Question:
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?

VI. Answer Key

III. Activities IV. Application

Activity 1. Answers may vary.

1. G
2. J
3. A
4. B
5. D V. Assessment
6. H Answers may vary
7. F
8. C
9. I
10. E

Activity 2.
Answers may vary.

VII. References

Books
Cabrera, Helena Ma. F., Analou DC Altarejos, Riaz Benjamin. Organization
and Management: Textbooks for Senior High School. Quezon City: Vibal Group
Inc, 2016.

Cynthia A. Zarate. Organization and Management for Senior High School

Online Sources

Sugandh Bahl | HRKatha. Will managers lose ‘relevance’ in the new normal?
Accessed on August 25, 2021. Retrieved from:
https://www.hrkatha.com/culture/will-managers-lose-relevance-in-the-new-
normal/