Management

Levels
Management

Management is a process by which

managers create, direct, maintain and
operate purposive organization through
systematic, coordinated and
cooperative human efforts."
Management Levels

► An organization can have many different managers, across many

different titles, authority levels, and levels of the management
hierarchy.
Most organizations have three management levels:

► Low-level managers;

► Middle-level managers; and

► Top-level managers.
► These managers are classified in a hierarchy of authority, and
perform different tasks. In many organizations, the number of
managers in every level resembles a pyramid.
Top-Level Management

The board of directors, president, vice-president, and CEO are all

examples of top-level managers.

These managers are responsible for controlling and overseeing the

entire organization.

They develop goals, strategic plans, company policies, and make

decisions on the direction of the business.
Middle-Level Management

Middle-level managers are the general managers, branch

managers, and department managers.
They are accountable to the top management for their
department's function.
 Middle-level managers devote more time to organizational
and directional functions than top-level managers. Their roles
can be emphasized as:

► 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;

► and most importantly inspiring and providing guidance to

low-level managers towards better performance.
Low-Level Management

► Supervisors, section leads, and foremen are examples of low-level management

titles. These managers focus on controlling and directing.

Low-level managers usually have the responsibility of:

► Assigning employees tasks;

► Guiding and supervising employees on day-to-day activities;
► Ensuring the quality and quantity of production;
► Making recommendations and suggestions; and
► Up channeling employee problems.
Communications can
occur to any number
of levels up or down
the organization, but
the most frequent
communication is
usually limited to two
levels
Communications
radiate back and forth.
All these interactions
need to be managed,
not only those that
occur between
manager and a
subordinate.
Managers zigzag
through the
organizations, very
rarely does one more
vertically upward
taking over one’s
manager job.
• Material consideration
favors larger sizes,
which can results in
economies of scale
within manufacture.
Even then efficiency
will begin to decline if
the organization is too
large and so difficult to
manage.

• People considerations
favor much smaller
units, critical mass
being reached much
sooner. Thereafter
efficiency falls off as
size increases.
✔ In large teams there can be many communication
problems and time wasted in ensuring that
communication occurs smoothly.

✔ Staff working on large projects are less able to see

the contribution that their individual efforts make
towards the organizational goals.

✔ The larger the team the greater the amount of

overheads it needs, such as supervision and
coordination.
Management
styles
Management Styles

► The style used is often determined by

the personality of the manager
concerned.
► characteristic ways of making
decisions and relating to
subordinates.
Management Styles

Seven Styles
► Administrators
► Time Servers
► Climbers
► Generals
► Supporters
► Nice Guys
► Bosses
Administrators
► Very formal in their approach
► Looks to company rules and regulations for solving
problems
► Often limited to one level upwards and
downwards
► They are not good at resolving conflict
► In spite of their rather mechanistic approach they
are generally respected by their staff, and by
peers for their organizational loyalty and
knowledge.
Time Servers

► These are generally older managers who have

lost interest in their job and environment
► They take all the necessary actions to avoid
stress, and maintain a low profile within the
company
► If motivated, they can become a very valuable
asset to the organization. They can build an
effective team if they try
Climbers

► Driven by extreme personal ambition and will

sacrifice everything, including self and family to
get to the top
► Pursue personal advancement by fair means or
foul
► However, they become demodulated if this
does not show quick results and this can
eventually lead to stress
Generals

► Generals work extremely hard, driving

themselves and those under them
► Usually a younger person who likes to rule and
manipulate power but is achievement oriented
► Usually they are optimistic about the future
Supporters

► Usually experienced managers who are

knowledgeable in management techniques and
apply them where they can
► They delegate responsibilities
► The people working under them are highly motivated
► They get support from specialist within their
department
► Supporters tend to be loners and do not mixed well
their peers
Nice Guys

► These managers are usually weak-willed and are

more interested in being liked, by peers and
subordinates, than achieving targets
► The productivity of the group is low and conflicts
waiting to burst out
► Ready to yield to pressure from almost any
source
Bosses
► These managers are bullies. Using power is like a drug
► They drive the people under them but not themselves
► They expect recognition from peers, but not often do not
get it
► Extremely inflexible, only strong talkers and hide behind
abusive language
► They can show result for a short-term only
► The advance by pointing out the mistakes of others and
not by their own achievements
The Comparison

Compartmentalization of
management styles
Management
Responsibilities and
Constraints
► Those who buy the
company’s products, and
are one’s usually thought
when the term ‘customer’ is
used.
► Those who depend on
manager and his or her
department to provide
product or service to which
they can add value before it
reaches the external
customer.
Management Tasks
The Interaction of Management Tasks
PLANNING
► The function of management that involves
setting objectives and determining a course of
action for achieving those objectives.
► Therefore, with good planning,
• purposeful action is more readily achieved;
• crises are anticipated and delays avoided;
• delegation is made-easier, with less need for direction.
• soundand competent planning gets the best out of
people.
Steps in the Planning Process
► Defining the major objective
► Breaking down into minor objectives
► Allocating priorities for minor objectives
► Working out detailed plans for minor
objectives
► Allowing for flexibility
ORGANIZING
► The function of management that involves developing an
organizational structure and allocating human resources to ensure
the accomplishment of objectives.
Components of Organizational Structure
► 1. Grouping
• How individuals, jobs, functions or activities are
differentiated and aggregated
► 2. Linking
• Enables leadership to provide guidance and direction
across the organization
Effective organization design
INTEGRATING
► The plan of action is carried out to achieve the company's
objectives.
► Involves the social and informal sources of influence that
you use to inspire action taken by others

Ways to be effective in Integrating

• must first understand their subordinates’
personalities, values, attitudes, and emotions
• can effectively and persuasively communicate
MEASURING/CONTROLLING
► Ensuring that performance does not deviate
from standards and taking action to maintain or
improve performance.

3 Steps in Controlling
1. Establishing performance standards
2. Comparing actual performance against standards
3. Taking corrective action when necessary