Organization and Management

- Effectiveness and Efficiency

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Efficiency refers to how well something is done / doing things right

Effectiveness means something is successful in producing a desired result / doing right things

EFFICIENT

- Performing activities with the minimum wastage of resources.

- Performing the best results in the least about of time and/or effort.
- Doing things faster, using fewer resources, in fewer steps.
- The ability to accomplish something with the least amount of wasted time, money, and effort or
competency in performance.

EFFECTIVENESS

- Aligning improvements to the way you work to high-level corporate goals.

- Ability to attain the goal by doing the right things
- Producing a result that is wanted

LEVELS OF MANAGER

TOP LEVEL/ADMINISTRATIVE

- Long term goals like products, markets, and business organizing. Top managers are ultimately
responsible for the long-term success of the organization. 
- Set objectives, Scan environment and plan and make decisions.
- They will make the decisions that affect the whole company such as financial investments,
mergers and acquisitions, partnerships and strategic alliances, and changes to the brand or
product line of the organization.
- Titles like (CEO)Chief Operations Officer , (CFO) Chief Financial Officer, (COO) Chief
Compliance Officer,(CTO) Chief Technology Office), (CMO) Chief Marketing Officer

MIDDLE/EXECUTORY

- They encourage, support, and foster talented employees within the organization.
- Middle managers receive broad strategic plans from top managers and turn them into
operational blueprints with specific objectives and programs for first-line managers. 
- Titles like Regional/Plant Manager Department Head, Director, and Chief Supervisor.
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FIRST LINE/LOW

- Implements plans and Supervise employees

- First-line managers are the entry level of management, the individuals “on the line” and in the
closest contact with the workers.
- They are directly responsible for making sure that organizational objectives and plans are
implemented effectively.
- Titles like Team Leader, Assistant Manager, Foreman, Shift Manager, Section shifts, Offiice
Manager
- First-line managers are nearly entirely focused on internal organizational concerns and are the
first to notice operational issues, such as undertrained workers, subpar materials, broken
machinery, or new processes that slow down production.
TEAM LEADER

- A team leader is a special kind of manager who may be appointed to manage a particular task or
activity. They report to first line or middle manager.
- Responsibilities of the team leader include developing timelines, making specific work
assignments, providing needed training to team members, communicating clear instructions, and
generally ensuring that the team is operating at peak efficiency.

MANAGEMENT SKILLS

 Interpersonal skills.
- Respect for team members can be gained by setting aside time to get to know them personally
and professionally through social events or team-building exercises while yet preserving
professional boundaries.
 Communication and motivation.
- To ensure that lines of communication remain open, you'll need to make yourself readily
available and accessible to your employees to discuss any issues or concerns that arise.
 Organization and delegation.
- You'll need to manage your own workload, oversee the work of other employees, attend meetings
and training sessions, carry out appraisals and review company policies.
 Forward planning and strategic thinking.
- This means setting priorities in line with company goals, reviewing systems and policies, and
attending training and managing the CPD activities of your team.
 Problem solving and decision-making.
- You'll be tasked with spotting and solving problems on a daily basis in a managerial position.
 Commercial awareness.
- This skill is in huge demand among business employers. In fact, according to recruiters,
commercial awareness is something that the majority of graduates lack.

 Mentoring.
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- This involves training and advising staff and building their confidence and skills. In a
management position, you'll be the driving force behind the progression of team members .

MANAGERIAL ROLES

Figurehead.

Leader.

Liaison.

Monitor.

Disseminator.

Spokesperson.

Entrepreneur.

Disturbance Handler.

Resource Allocator.

Negotiator.

INTERPERSONAL ROLES

The managerial roles in this category involve providing information and ideas.

Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're expected to
be a source of inspiration. People look up to you as a person with authority, and as a figurehead.
Leader – This is where you provide leadership for your team, your department or perhaps your entire
organization; and it's where you manage the performance and responsibilities of everyone in the group .
Liaison – Managers must communicate with internal and external contacts. You need to be able to
network effectively on behalf of your organization.

Informational Management Roles

The managerial roles in this category involve processing information. Those in which you gather and
then pass on information.
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Monitor – In this role, you regularly seek out information related to your organization and industry,
looking for relevant changes in the environment. You also monitor your team, in terms of both their
productivity, and their well-being.
Disseminator – This is where you communicate potentially useful information to your colleagues and
your team.
Spokesperson – Managers represent and speak for their organization. In this role, you're responsible for
transmitting information about your organization and its goals to the people outside it.

Decisional Management Roles

The managerial roles in this category involve using information. Where managers are

responsible for making calculated and timely decisions for the company's welfare.

Entrepreneur – As a manager, you create and control change within the organization. This means
solving problems, generating new ideas, and implementing them.
Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager
who must take charge. You also need to help mediate disputes within it.
Resource Allocator – You'll also need to determine where organizational resources are best applied.
This involves allocating funding, as well as assigning staff and other organizational resources.
Negotiator – You may be needed to take part in, and direct, important negotiations within your team,
department, or organization.