Org. and Mgt.

ORGANIZATION AND
MANAGEMENT
THE FUNCTIONS, ROLES,

AND SKILLS OF A MANAGER
Prepared by:
Joshua Bersabal
Grade 11-Leo
OBJECTIVES:
• Determine the functions of a
manager.
• Elaborate the roles of a manager in a
company.
• Identify the skills that is needed by a
manager.
THE
FUNCTIONS
OF A
MANAGER.
A manager does not just sit in one corner and let
his employees perform the entire task. He does
not just watch his employees fail but rather help
them out. He puts on his many hats, at times a
consultant, negotiator, liaison officer, an analyst
and even an entrepreneur. Manager is described
as a person who fulfills the fundamental
managerial functions such as planning,
organizing, manning, directing and controlling.
Functions of managers are viewed depending on
what basis is used. The most often model is based
on the position of manager in the organization’s
structure, where he can greatly exercise his
function.
• TOP MANAGEMENT
• MIDDLE MANAGEMENT
•FIRST–LINE MANAGEMENT
TOP MANAGEMENT
Executive managers occupy the
highest position in the organization.
They are responsible in strategic
planning and decision making.
Example: CEO, President
MIDDLE MANAGEMENT
They are managers of departments,
division heads and other functional
departments. They are responsible in the
operation and tactical planning, then pass
them to the first-line management for
implementation.
FIRST-LINE MANAGEMENT
This includes supervisors of production
divisions (that is, foreman and
brigadiers) responsible for the
implementation of decision and who have
direct control of tasks realization’s
process.
In another criterion, a manager is viewed in
terms of his job description. When this is taken
into consideration, then we could mark
managers as: managers – responsible for one kind
A.) Functional
of activity in a given business organization (e.g.
production, marketing, selling or finance).
B.) Overall managers – supervising complicated unit
like enterprise, branch establishment or separate
department and responsible for whole economic
activity unit (i.e. production, marketing, selling or
THE ROLES OF
A MANAGER
INTERPERSONAL
• Interpersonal – The manager has the social, ceremonial and legal
responsibilities. The manager is expected to be a source of
inspiration. People look up to the manager as a person with
authority
• Leader – The manager provides leadership for the team, for the
department or perhaps for the entire organization; and it’s where
he/she manages the performance and responsibilities of everyone
in the group.
• Liaison – managers must communicate with internal and external
contacts. They need to be able to network effectively on behalf of
INFORMATIONAL
• Monitor – The manager regularly seeks out information related to the
organization and industry, looking for relevant changes in the
environment. He/she also monitors the team, in terms of both their
well being.
• Disseminator – This is where the manager communicates potentially
useful information to his/her colleagues and team.
• Spokesperson – Managers represent and speak for their organization.
In this role, they are responsible for transmitting information about
the organization and it’s goals to the people outside it.
DECISIONAL
• Entrepreneur – Manager creates 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 is the manager who must take charge. They
also need to help mediate disputes within it.
• Negotiator – They may be needed to take part in, and direct,
important negotiations within their team, department, or organization.
• Resource allocator – A manager also needs to determine where
organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational resources.
THE SKILLS
OF A
MANAGER
• Management & Leadership skills – These skills refer
to setting priorities, delegating, motivating and
developing the people under him/her; coach them to
become top performers and communicates objectives
and goals.
• Communication skills – A skill across the point, it
creates a compelling presentation to support company
goals and get buy-in for ideas, inspires others to
achieve better results and demonstrate emotional
intelligence.
• Collaboration skills – Can value and celebrate
• Critical Thinking Skills – Skill needed to approach problem
solving logically, research options, avoid biases and focuses
on meaningful data to draw the right conclusions – even
under pressure.
• Finance Skills – Skill in weighing financial or budgetary
implications of his/her decisions – including the ability to
build a sound budget and formulate reasonable forecasts.
• Project Management Skills – Skill to grasp the scope and
objectives of projects, recognize the roles and responsibilities
of others, use Project Management tools to stay on track and
become an effective member of a cross-functional team

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ORGANIZATION AND

THE FUNCTIONS, ROLES,

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