ORGANIZATION and MANAGEMENT

MODULE 2
( WEEK 2 )

The MANAGER : Functions, Roles and Skills

A manager wears many hats. He/she should know and be able to handle
which hat to use ,or the appropriate role to fulfill, for any specific situation.

In this Module the LEARNER is able to :

a.Discuss the functions of a manager;

b.Determine the roles of a manager;
c.Explain the key skills of a manager; and
d.Describe and compare the levels of management.
 A MANAGER is the one who is mainly responsible and accountable for accomplishing the
specific goal or objectives of a particular group ( such a unit, division, or department ) or several groups.
A manager, therefore, is the leader of a group ( or groups) in the organization where he or she belongs.

A manager is expected to LEAD, DIRECT, SUPERVISE, MONITOR and EVALUATE and

CONTROL the performance and output of his her group.

TYPES of a MANAGER

1. The Problem-Solving Manager

Focuses on providing solution to every problem of the company. This manager also
concentrates on achieving the company’s goals. However, managers of this type sometimes tend to overdo
the task of solving every problem which affects his or her over all performance.

2.The Pitchfork manager

Threatens employees to work towards a goal. This manager employs fear tactics and
uses an “iron hand” to push employees for results to avoid consequences. He /she is characterize as rough
and rude.

3.The Pontificating Manager

Neither follows any strategy nor prepares for any situation or task and usually ends
up with inconsistent results. The strength of this manager is his or her ability to make people at ease
when he/she is around since listening to others is second nature to him/her. However, this over-
friendliness usually hinders his/her leadership decisions and results in a less systematic approach to
problems therefore affecting his/her overall performance.

4.The Presumptuous Manager

Thinks only of himself or herself. This type of manager is not a team player and
usually works for personal gain or interest He/she breeds unhealthy competition instead of cooperation
and teamwork. This type of manager is characterized as being too proud and overconfident and has the
tendency to compete with the members of the team. More often than not, members of the team resign or
leave the company because of poor management.

5.The Perfect Manager

Is open to change and personal growth. However, he or she can be very mechanical
and may lack the interpersonal skills to interact more closely with his/her team member.He/She just
concentrates on facts and figures, for example, about the product or service being offered.

6.The Passive Manager

 Wants to please everyone and make the team members happy. However, being a
crowd pleaser becomes a hindrance because of his/her lack of drive and assertiveness to manage the
team. This type of manager is described as very timid in his or her approach to avoid any confrontation
with anyone especially from the members of his/her team.

7.The Proactive Manager

Possesses the good qualities of the other types of managers. He/She has the drive of
the problem-solving manager to spearhead solutions, the persistence of the pitchfolk 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.

SKILLS OF A MANAGER

SKILL is the ability to perform a specific task to achieve the desired results. A manager has to have
three sets of SKILLS :

1.TECHNICAL SKILLS - This pertains to abilities or expertise to do the job required .For instance, a
marketing officer has to know how to analyze customers and to satisfy their needs.

2.HUMAN SKILLS - This pertains to interpersonal skills or the ability to work well with other people.
This skill is essential in handling and addressing individual differences and challenging tasks required among
members.

3.CONCEPTUAL SKILLS - This pertains to the ability to think critically and analytically. Conceptual
skills are characterized with the ability to see the big picture of things, understand their interrelationships,
and analyze the causes and implications of actions or situations.

ROLES of a MANAGER

Interpersonal Role A manager as figurehead, is a role model for the members of the
organization. As a leader, he/she provides direction to the
activities of his/her members with the other activities of other
groups within the organization

Informational Role A manager also serves the role of a monitor who is responsible for
gathering relevant information and tracking what is happening
inside and outside the organization. Alongside being a monitor, the
manager also acts as disseminator who shares with the members
relevant information that he/she gathers for the improvement of
the organization. He/she is also a spokesperson who acts as the
official communicator for the organization.
Decisional Role A manager is an entrepreneur who develops new opportunities
for the business. At the same time, he/she is also a disturbance
handler who resolves conflicts among members; a resource
allocator who allocates funds and distributes resources for
effective use; and a negotiator who makes effective agreements
with various parties.

PLANNING
(goals / strategies
/ plans )

ORGANIZING ACHIEVE CONTROLLING

(coordinating / (monitoring /
communicating MISSION correcting
/ staffing / VISION errors)

LEADING
(motivating/
directing/decisio
n-making)

Main Functions of Management

Planning Managers identify and select the company’s goals and determine the
corresponding course of action in order to achieve them. As planners, the
goal for managers is to improve the company’s overall performance by
formulating strategies to be implemented.

Organizing Structuring the business organization in such a way that employees are
grouped together to perform jobs or tasks. The organization ensures that
the employees are able to perform efficiently and coordinate effectively to
achieve the company’s goals. Each group of employees is assigned a
 manager who oversees the employees as they perform their assigned
tasks.
Leading Managers help the company achieve its objectives by influencing their
subordinates to perform the tasks assigned to them. Managers encourage
the employees to live the company’s vision in their job performance. They
also ensure the employee commitment to the organization.

Controlling Requires managers to identify any deviation s from the strategies and
methods used in attaining the company’s objectives. The manager then
implements corrective actions to maintain or improve performance.

TOP LEVEL
LEVELS OF (Director,
Vice
MANAGEMENT Pres.Chief
Operating
Offi cer,
Chief
Executive
officer,
General
manager,
MIDDLE LEVEL
M anaging
(Department Head, Division Manager)
Director)

LOW LEVEL
(Supervisor, First Line ,Frontline )

TOP LEVEL MANAGEMENT

This level is also called “Senior Management” or “Upper Management”. The managers
in this level must have extensive knowledge in management and must be multi skilled and analytical. They
must also be aware of the business environment where their organization operates, especially its target
market. Senior managers are responsible for determining and implementing strategic, long term decisions
for the company.

MIDDLE LEVEL MANAGEMENT

Middle level managers are assigned to supervise specific units or departments within
the company, and are highly-specialized in managing the tasks and operations of their assigned units. They
are also responsible for carrying out the decisions made by the top level management and applying them to
their units. They also coordinate with lower-level managers in implementing strategies and meeting the
goals of the company.

LOWER LEVEL MANAGERS

Managers here are also called “frontline managers” or “supervisors”. These managers
usually directly oversee employees or workers and are tasked with carrying out the decisions
communicated by middle managers. They also oversee the daily operations of their respective areas and
handle routine administrative tasks.