Management is the process of coordinating and overseeing the

work performance of individuals working together in organizations,

so that they could efficiently accomplish their goals. Management Organizing involves:
covers the whole organization and is present in every area in the 1. Identification of activities.
organization. For management to be successful- coordination, 2. Classification of grouping of activities.
efficiency and effectiveness are required to carry it out. 3. Assignment of duties.
4. Delegation of authority and creation of responsibility.
The Manager 5. Coordinating authority and responsibility relationships.
Is responsible for the entire organization particularly in realizing its
goals and the attainment of its vision and mission. According to 3. STAFFING
Peter Drucker, the manager creates a team out of his people, As a managerial function it involves hiring the right employee for the
through decisions on pay, placement, promotion, and through job. It is the function of manning the organization structure and
his communications with the team.” Drucker refer to this as keeping it manned. The main purpose of staffing is to put the right
“integrating” function of the manager. person on right job.
There are three main levels of managers: Staffing involves:
1. Top Level Managers perform administrative functions. They are 1. Manpower Planning (estimating man power in terms of
the board of directors, president, vice-president, and CEO are all searching, choose the person and giving the right place).
examples of top-level managers. These managers are responsible 2. Recruitment, Selection & Placement.
for controlling and overseeing the entire organization. They develop 3. Training & Development.
goals, strategic plans, company policies, and make decisions on the 4. Remuneration.
direction of the business. 5. Performance Appraisal.
2. Middle level managers perform executory functions as dictated 6. Promotions & Transfer.
by top management. They are the general managers, branch
managers, and department managers. They facilitate the changes 4. DIRECTING
needed in the organization or company on orders of top As a managerial function it involves coordinating the entire
management and creating an effective working environment. They organization so it performs efficiently to achieve its goals. This takes
manage the day-to-day activity of the business, monitors up most of the time of an organizational leader.
performance and make sure everything is done in compliance Directing deals with influencing, guiding, supervising and
with organization's needs. motivating the entire organization in order that it performs and
3. Lower level managers referred to as the supervisory or the achieves according to its goals. It is to be noted that the other
operative level of managers. They are the line managers as they functions of management like planning, organizing, and staffing
oversee and direct the employees. Examples: head nurse, are only preparations for doing the work of the organization
superintendent, supervisor. which need to be directed and coordinated by the manager.
The 5 functions of a Manager : Direction has following elements:
Planning, Organizing, Staffing, Directing and Controlling. 1. Supervision
Theoretical these are 5 separate 2. Motivation
functions, yet they blend in 3. Leadership
together nicely. A wise manager 4. Communication
prioritizes these functions as Supervision- implies overseeing the work of subordinates by their
needed by the organization. superiors. It is the act of watching & directing work & workers.
Motivation- means inspiring, stimulating or encouraging the sub-
5 Functions of a Manager ordinates with zeal to work. Positive, negative, monetary, non-
1. PLANNING monetary incentives may be used for this purpose.
As a managerial function this involves identifying the goals of the Leadership- may be defined as a process by which manager guides
organization, and the best way(s) to accomplish these goals. and influences the work of subordinates in desired direction.
According to KOONTZ, “Planning is deciding in advance - what to do, Communications- is the process of passing information, experience,
when to do & how to do. It bridges the gap from where we are & opinion, etc from one person to another. It is a bridge of
where we want to be”. A plan is a future course of actions. It is understanding.
an exercise in problem solving & decision making. Planning is 5. CONTROLLING
determination of courses of action to achieve desired goals. Thus, This function involves with monitoring or checking the
planning is a systematic thinking about ways & means for performance of employees, comparing it with organizational
accomplishment of pre-determined goals. Planning is necessary to goals, and taking corrective actions when necessary.
ensure proper utilization of human & non-human resources. It is all The purpose of controlling is to ensure that organizational activities
pervasive, it is an intellectual activity and it also helps in avoiding conform within a set standard. An efficient system of control helps to
confusion, uncertainties, risks, wastages etc. predict deviations before they actually occur.
2. ORGANIZING According to Theo Haimann, “Controlling is the process of
checking whether or not proper progress is being made towards the
As a managerial function this involves assigning responsibilities
objectives and goals and acting if necessary, to correct any
to employees who have the competence and ability to complete the
deviation”.
task.
According to Koontz & O’Donell “Controlling is the measurement &
According to Henri Fayol, “To organize a business is to provide it with
correction of performance activities of subordinates in order to
everything useful or its functioning i.e. raw material, tools, capital
and personnel’s”.
make sure that the enterprise objectives and plans desired to Three roles are played, as monitor, disseminator, and
obtain them as being accomplished”. spokesman/spokesperson.
Therefore controlling has following steps: 1. Monitor. The Manager continuously scans the environment and
1. Establishment of standard performance. watches out for information of the macro and micro
2. Measurement of actual performance. environments for opportunities and threats to the organizations.
3. Comparison of actual performance with the standards and finding 2. Disseminator. The Manager provides relevant information to the
out deviation if any. organization
4. Corrective action. 3. Spokesman. The manager sends out information outside the
organization.
The 10 Roles of a Manager Decisional Roles.
What is a role? It is the manager that commits the entire organization to a new
It refers to behavior expected from a person in accordance with his business plan or a new strategic direction, like a new project or a
position or status. In a simple business organization, the manager new program. Being the center of information in the organization he
has the highest position in authority. possesses access to the database of information needed to make a
Thus, a manager is expected to lead the entire organization. This role timely decision for the organization. Four roles make up the
of leadership is but one of the many roles expected of a manager as a decision maker namely entrepreneur, disturbance
manager. In management, the formal positions occupied in the handler,
organization brings with it expected behaviors. resource allocator, and negotiator.
According to Mintzberg (1973) there are 10 managerial roles: 7. Entrepreneur. The manager as the entrepreneur brings the
figurehead, leader, liaison, monitor, disseminator, spokesman, organization to the forefront of the business community as a major
entrepreneur, disturbance handler, resource allocator and player. He uses all resources of the business to further its economic
negotiator. These 10 roles fall into three types or categories of position in the industry, scans the business environment, adapts
managerial roles: Interpersonal, Informational and Decisional roles. to changing business conditions, and takes advantage of
opportunities as they come.
8. Disturbance Handler. The manager must act to protect the
entire organization from internal or external pressures that would
compromise its integrity. As manager he strives to contain dissent
by promoting fair labor practices. In the wider business
community he leads the organization in joining other business
chambers for common protection. He meets crisis situation
facing the company and diffuses them
9. Resource Allocator. The manager is the central authority in
Ten (10) Manager’s Roles organizational decisions to allocate the scarce resources to the
various departments. He authorizes decisions within departments
Interpersonal Roles are the roles that the manager is expected prior to implementation.
to do as highest ranking member of the organization. It also involve 10. Negotiator. The manager leads the organization in the contracts
building harmonious relationship among members of the and agreements it makes in behalf of the organization.
organization. As the central figure of the organization, he 3 Skills of an Effective Manager
connects the organization to its employees and to the outside To successfully perform its roles, a manager must have
community as well. He assumes the roles of figurehead, leader and developed :
liaison. 1. Technical Skills. The manager must possesses technical
1. Figurehead. The manager performs ceremonial duties as head business skills in the various areas of management in his
of the organization like greeting VIPs that visit the organization, organization like financial management, production processes,
handing out awards to employees, cutting the ribbon of business supply chain, marketing and sales.
openings, and leading in the activities, projects and programs of Technical business skills allow Managers to understand how things
the organization. work in the various departments within the company. Such as
2. Leader. The manager provides the direction for the rest of understanding financial statements and its implications or
the investment analysis. Likewise he needs to understand the
organization. processes of how company products are made and how it is
3. Liaison. Acts as the main contact from the organization to the eventually bought and utilized by its consumers.
rest of the world. This allows the creation of opportunities for 2. Human Skills. The manager must also posses to the skills to
business interact with people both from within and outside the organization.
partnerships and collaborative projects and ventures. These people skills allow the manager to positively influence
Informational roles. Being at the the center of the flow of organizational members into pursuing his vision, mission and goals
information, it is the role of the manager to harness this for the organization.
information to relevant decision making. In the business Human skills allow managers to comfortably mingle with
community the manager has a role of developing contacts and employees and inspire them to work with effectively.
linkages to further 3. Conceptual Skills. The manager needs conceptual skills to plan,
the reach and influence of the business. strategize, and think way ahead into the future given constraints and
opportunities in the market.
Conceptual skills allow managers to think ahead into the future
to build companies that last and become top performers of the
industry.