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Understanding Management Roles and Functions

This document discusses key concepts about organizations and management. It defines management as the process of coordinating and overseeing the work of other people so that organizational goals can be accomplished. The document outlines the main elements of organizations including objectives, resources, relationships, authority/accountability, decision making, and technology. It also defines different types of managers based on their level in the organization or range of activities. Managers fulfill roles such as figurehead, leader, liaison, monitor, and resource allocator. Technical, human, and conceptual skills are important for managers at different levels.

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AgustinVillareal
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5 views16 pages

Understanding Management Roles and Functions

This document discusses key concepts about organizations and management. It defines management as the process of coordinating and overseeing the work of other people so that organizational goals can be accomplished. The document outlines the main elements of organizations including objectives, resources, relationships, authority/accountability, decision making, and technology. It also defines different types of managers based on their level in the organization or range of activities. Managers fulfill roles such as figurehead, leader, liaison, monitor, and resource allocator. Technical, human, and conceptual skills are important for managers at different levels.

Uploaded by

AgustinVillareal
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

MODULE 1

Managers and
the Management of Organizations
ORGANIZATION

 a group of people coming together to


achieve a common purpose or objective
through the utilization of resources
ELEMENTS of an organization

1. Objectives
 reasons for being
 individual vs group/organizational
objectives
2. Resources
2 types: human/non-human
the 8 M’s
3. Relationships
2 types: scalar/functional
4. Authority & accountability

5. Decision making
6. Technology
 2 types: hardware/software

7. Work satisfaction
 Makes possible the efficient use of limited resources
for unlimited human wants
 Facilitates productive relationships among people
and the resources of the organizations
 Basic underlying principle in all organized activities
 Facilitates accomplishment of group objectives
 Enhances the production of values and/or utilities
thus bringing about benefits on which the society is
actually dependent on its existence
Clarifying Terms:

ADMINISTRATOR
SUPERVISOR
MANAGER
LEADER
 Types of Managers

a. By their level in the organization:


 First line/level (supervisors)
 Middle
 Top

b. By the range of activities for which they are


responsible for:
 Functional (one activity)
 General (complex unit)
 MANAGERIAL ROLES
Interpersonal roles
 Figurehead (ceremonial)
 Leadership (lead/coordination)
 Liaison (external)

Informational roles
 Monitor
 Disseminator
 Spokesperson
Decisional roles
 Entrepreneur (initiate/promote
projects)
 Problem-solver-disturbance handler
(responds to problems)
 Resource allocator (estimates
priorities among competing project)
 Negotiator (dealings w/in/outside)

Administrative roles
 Processing paperwork
 Preparing/administering budgets
 Monitoring policies/procedures
 MANAGERIAL SKILLS

 Technical (ability to use tools,


techniques, procedures)
 Human (ability to work with,
understand, motivate people)
 Conceptual (mental ability to
coordinate/integrate ideas,
activities, interest)
 Skills according to the level of management

1st line : technical/human/conceptual

Middle : ?

Top : conceptual/human/technical
 What Managers Do
 Managers work with and through people; they act as
channels of communication within the organization.

 Managers are responsible and accountable (not only for


their work but also for the work of others).

 Managers balance competing goals and set priorities.

 Managers must think analytically and conceptually (break


down problems into its components, analyze those
components and then come up with feasible solutions).

 Managers are mediators; they settle disputes that may


adversely affect productivity.
 Managers are politicians (develop networks of mutual
obligations with other managers in the organization, build or
join alliances and coalitions, draw upon these relationships
to win support for proposals or decisions or gain
cooperation in carrying out various activities).

 Managers are diplomats. (They serve as official


representatives of their work units in the organization, or
representing the entire organization in external dealings.)

 Managers are symbols (including those for which they have


little or no control).

 Managers make difficult decisions.


 Essential Elements of Managing

 Influence/authority (power)

 Motivation (behavior)

 Communication (relating)
 MANAGERS and LEADERS

“Leaders do the right things;


managers do things right.”

“The politics of management and


the management of politics.”
 Define
MANAGEMENT

 Management:
ART or SCIENCE?

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