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Management

The document discusses management and the roles and skills of managers. It describes the five essential functions of managers as planning, organizing, staffing, directing, and controlling. It also outlines various interpersonal, informational, and decisional roles of managers as well as the importance of interpersonal, technical, and conceptual skills for managers.

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Axel Ngan
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38 views11 pages

Management

The document discusses management and the roles and skills of managers. It describes the five essential functions of managers as planning, organizing, staffing, directing, and controlling. It also outlines various interpersonal, informational, and decisional roles of managers as well as the importance of interpersonal, technical, and conceptual skills for managers.

Uploaded by

Axel Ngan
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
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MANAGEMENT

TO DESIGN AND MAINTAIN THE INTERNAL


ENVIRONMENT IN WHICH PEOPLE
WORKING TOGETHER IN GROUPS CAN
PERFORM EFFECTIVELY AND
EFFICIENTLY TOWARDS THE ATTAINMENT
OF GROUP GOALS
What do managers do?

Refers to the person who are responsible for directing the activities of the people in an
organization

a person responsible for controlling or administering all or part of a company or


similar organization.

a person who controls the activities, business dealings, and other aspects of the career
of an entertainer, athlete, group of musicians, etc.
MANAGERS perform the following five essential function:

 PLANNING
 ORGANIZING
 STAFFING
 DIRECTING
 CONTROLLING
Essential function of the managers
 PLANNINGInvolves the choice of the objectives to be pursued , the means to
achieved them, and allocating the resources of the organization
 ORGANIZING This involves identifying ,subdividing , groupings and
coordinating the various activities required to achieved the objectives of the
institution
 STAFFING Involves the recruitment selection ,assignment and development of
the various kinds of human resources required by the organization
 DIRECTING This is the process of communicating with and influencing
subordinates towards the achievement of the organizational goals
 CONTROLLING This is the function of monitoring performance and
undertaking corrective action to ensure the attainment of predetermined goals and
objectives of the organization
Roles of a Manager

 INTERPERSONAL ROLES Includes figurehead, leader, and liason. Informational roles


include: mentor, disseminator, and spokesman. Decisional roles include: entrepreneur, disturbance
handler, resource allocator, and negotiator. It is important to recognize that no single manager can
be all things to all people at once.
 Figurehead: symbolic head; performs a number of routine duties of a legal or social nature.
 Leadership : motivates and activates subordinates; performs staffing, training, and associated
duties.
 Liaison: maintains a self-developed network of outside contacts and informers who provide favors
and information.
Roles of a Manager

 Informational Roles is divided into the following a sub types :


 Mentor: seeks and receives a wide variety of special information (much of it
current) to develop a thorough understanding of the organization and
environment; emerges as the nerve center of internal and external information for
the organization.
 Disseminator: transmits information received from outsiders or from other
subordinates to members of the organization. Some information is factual; some
involves interpretation and integration of diverse value positions of organizational
influences. Disseminating what is of value, and how, is a critical informational
role.
 Spokesman: transmits information (plans, policies, results, etc.) within and
outside of the organization; serves as an expert on the organization’s industry.
Roles of a Manager
 Decisional
 Entrepreneur: searches the organization and its environment and initiates improvement projects to
bring about change; supervises design of certain projects as well.
 Disturbance Handler: takes corrective action when the organization faces important, unexpected
disturbances.
 Resource Allocator: allocates the organization’s resources; makes or approves of all significant
organizational decisions.
 Negotiator: represents the organization at major negotiations.
The skills of a Manager
 Why is interpersonal skills important for managers?
 Having good interpersonal skills promotes approachability, likability and
comfort. Managers who possess strong interpersonal skills motivate their staff to
challenge themselves and do a better job. Most importantly, they make workers
feel as if they can go to their bosses with any problems or concerns
The skills of a Manager
 Technical skills
 are the knowledge and capabilities to perform field-specific, specialized tasks. These
skills enable a manager to coordinate work, solve problems, communicate effectively, and
also understand the big picture in light of the front-line work that must be performed.
The skills of a Manager

 CONCEPTUAL SKILL
 Conceptual skills include the ability to view the organization as a whole, understand how
the various parts are interdependent, and assess how the organization relates to its external
environment.
 These skills allow managers to evaluate situations and develop alternative courses of action.
THANK YOU

IMISS MY HOONEYBUN
CH
ROY TEODORO
VA LENCIA MBA

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