Functions, Roles,

and Skills of a
Manager
 Learning Objectives:
⊷ At the end of this module,
the learners should be able
to be aware of the critical
role of a manager and
his/her duties and
responsibilities.

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“ What worries you,
masters you.
John Locke
 Define MANAGER in your own
words, based on what you
understand about it thus far.
Make a mind map of your
ideas.

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 FAMILY MEMBERS ROLES RESPONSIBILITIES
Foundation of the family To provide for the family
Provider Protecting the entire family
Protector
Mother Manager of the family Planning
Comforter and adviser Financial Controller
Being a teacher to her
children
Eldest Child Give influence Ta take care of her younger
siblings
Middle Child Helping hand Special relationship with each
siblings
Youngest Happy Pill TO GIVE HAPPINESS TO THE
FAMILY
To help her/his sublings

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 This is OF
ROLES AND RESPONSIBILITIES a slide title
A MANAGER

a. Staffing
b. Communication
c. Training
d. Administrative Investigation and Discipline
e. Employee Relations
f. Business Growth and Sustainability

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 THE RIGHT PERSON FOR THE RIGHT JOB

Try to visualize a personal computer.

It might be the most modern and best brand you can find in
the market. It is the hardware you are looking into. You switch it on
and the operating system is now working. But without the software
application, your PC is inert, useless.
By the same token, an organization (the hardware), without the
right people (the software) is next to nothing.

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 DIFFERENCES BETWEEN HARD SKILLS AND SOFT SKILLS
Hard Skills
▪It usually takes smarts or IQ (also
known as your left brain – the
logical center)
(E.g.: math, physics, accounting, programming,
biology, statistics, chemistry)
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Soft Skills
▪Usually takes Emotional
Intelligence or EQ (also known as
your right brain – the emotional
center)
(E.g.: Self-management skills, stress
management, and people skills like
communication or networking skills,
persistence and perseverance, patience)
 Hard Skills
▪Are rules where rule stays the
same regardless of which
company, circumstance or people
you work with
(E.g.: Programming)
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Soft Skills
▪Skills where the rules change
depending on the company
culture and people you work
with
(E.g.: Communication skills)
 Hard Skills Soft Skills

▪Can be learned in schools and ▪Most soft skills are not taught in
from books school and have to be learned
on the job by trial and error.
(E.g.: Accounting)

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 All jobholders need to have hard skills and
soft skills in order to succeed.
There are some jobs, however, that
don’t need soft skills like a researcher.
He/she can do a research in the
laboratory alone without interacting with
others.

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 CORE COMPETENCIES

Core competencies provide the best chance for a

company’s continued growth and survival, as these
factors are what differentiate the company from
competitors
Core competencies become the constant and pervasive
characteristic and source of competitive advantage of
the enterprise which are sustainable over time.

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 CORE COMPETENCIES

The core competencies of the company’s human

resources must be identified, cultivated and
exploited to make the company grow and survive.
These core competencies must be aligned to the core
performance of the company. Putting it in another
way, it is human performance that is at the core of
the company’s business performance.

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 JOB COMPETENCY

The ability of an individual to do a job properly

The capacity to follow a set of defined behaviors
A structured guide enabling the identification, evaluation,
and development of the behaviors of individual
employees
A combination of observable knowledge, skills, abilities,
and personal attributes that contribute to enhanced
employee performance and ultimately result in
organizational success
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 COMMON CORE COMPETENCIES

✔ Adaptability ✔ Emotional stability

✔ Commitment ✔ Analytical reasoning
✔ Creativity ✔ Communication skills
✔ Motivation ✔ Customer focus
✔ Foresight ✔ Teamwork and Cooperation
✔ Leadership ✔ Results orientation
✔ Independence

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 LEADERSHIP COMPETENCIES REQUIRED FOR
MANAGERS AND EXECUTIVES

✔Talent Management
✔Change management
✔Team Leadership
✔Conflict Management
✔Project Management
✔Negotiation and
✔Influence
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 THE ICEBERG THEORY

– originated from the writing style

of the famous, Nobel-awarded
novelist, Ernest Hemingway

– also known as “Theory of

Omission”

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 THE ICEBERG THEORY

Like an iceberg, what can be seen among the

employees is the surface - “hard skills.” The “soft
skills” are not visible; they lie beneath the surface
like an iceberg. What you see on the surface is not the
whole thing; there could be a mountain-sized iceberg
below the visible iceberg on the surface.

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 THE ICEBERG THEORY

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 SAMPLE PROFICIENCY LEVELS

Minimal
Working
Basic
Proficient
Expert
Mastery of competency
Excellence in competency

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 PERSONAL VALUES

The word “values” is taken from the root word “valor” which
means strength.
Values are sources of strength because they give
people the power of action. Our values are deep-seated
standards that influence almost every aspect of our lives:
our moral judgments, our responses to others, our
commitments to personal and societal goals.
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 FIVE CORE VALUES

Excellence
Customer Focus
Integrity
Teamwork
Creativity and Innovation

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 FILIPINO VALUES

Filipino values are centered at maintaining social

harmony, motivated primarily by the desire to be accepted
within a group.

The main sanction against diverging from these values are

the concepts of "Hiya", roughly translated as “a sense of
shame”, and "Amor propio" or “self-esteem”. 

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 FILIPINO VALUES

Social approval, acceptance by a group, and belonging

to a group are major concerns.

Caring about what others will think, say or do, are

strong influences on social behavior among Filipinos.

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 TWO MODELS OF FILIPINO
VALUE SYSTEM
Exogenous (Foreign) Model Indigenous (Traditional)
Model
described to be a "legal
and formal" model described as a "traditional
inherited by Filipinos from and non-formal" model
the western culture deeply embedded in the
particularly from the subconscious of the Filipinos
Americans

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 Making Ethical Decision
What do you tell the team?
First-line managers assist in the decisions made by their department
heads. The department heads retain full responsibility for the
decisions-if a plan succeeds, it’s their success; if a plan fails, and it’s
their failure. Now imagine this: As a first-line manager, you have new
information that your department head hasn’t seen yet. The findings in
this report indicate that your manager’s recent plans are sure to fail. If
the plans do fail, the manager will probably be demoted, and you’re
the most likely candidate to fill the vacancy. Will you give your
department head the report? What is the ethical thing to do? What
might be the consequences of your decision?
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 Purpose: To construct a simple organization chart.
Exercise: An organization chart maps the relationships among people working in an
organization and illustrates who reports to whom. Create an organization chart for a
company with the following employees:
1. CEO who is in charge of the entire company
2. Marketing director, production director, and chief financial officer (CFO) who
work directly to the CEO.
3. The marketing director oversees four marketing managers, the production
manager directs three first-line managers, and the (CFO) directs three supervisors.
4. Each manager/supervisor oversees multiple workers. For simplicity, include only
three workers under each manager/supervisor on your chart.

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