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c1 - Functions, Roles and Skill of A Manager

The document discusses the functions, roles, and skills of a manager. It describes the key functions of management as planning, organizing, staffing, directing, and controlling. Managers fulfill roles in interpersonal, informational, and decision-making areas. Effective management skills include technical skills, human skills like communication and motivation, and conceptual skills like problem-solving and understanding how different parts of an organization relate.

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Johnson James Angellano
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65 views

c1 - Functions, Roles and Skill of A Manager

The document discusses the functions, roles, and skills of a manager. It describes the key functions of management as planning, organizing, staffing, directing, and controlling. Managers fulfill roles in interpersonal, informational, and decision-making areas. Effective management skills include technical skills, human skills like communication and motivation, and conceptual skills like problem-solving and understanding how different parts of an organization relate.

Uploaded by

Johnson James Angellano
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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FUNCTIONS, ROLES,

AND SKILLS OF A
MANAGER
Assess your leader. What are his/her roles before, during and after
the group activity.
If you will become a manager of a business firm, how will you
improve your skills?
Do you think being a manager needs good academic standing?
Why or why not?
THE MANAGER MUST LEAD

• To insure effective implementation of the plan, there should be open communication in


the organization between management and subordinate rank-and-file.
• It is evident that it is the job of the manager to manage, he should spend sufficient time
managing to get the necessary work done, that is, through the cooperation of those under
him. A manager who tries to do all the job is a classical example of a very poor manager.
He is a super egoist who thinks no one can do a better job than him.
DIRECTING THE ATTAINMENT OF OBJECTIVES

• Creative leadership by top management is the key to the attainment of the basic goals and
objectives of an organization. It represents the prime ingredient in the alchemy of success.
PLAN

• Top management must look toward the future through planning. Over and above, it must
plan creative thinking. Creative thinking ensures an imaginative approach. Perhaps the
best way to clarify the objectives of an organization is to visualize where the business will
be five, ten, or twenty years.
• Clear thinking is not only essential in planning and decision-making. Thinking is the
broadest kind of work.
Sir Joshua Reynolds once said, Men will go to any great length to avoid the painful
necessity of thinking. The man who knows “how” will always be his boss. The manager
must know “why” and to know “why” he must be able to think.
ORGANIZE

• A corporation’s objectives can only be attained through the concerted efforts of its people.
• To develop leaders at all levels is a never ending process, hence, of recruitment. Quality
of talent-rather than quantity- is the chief force that drives the company along the road
toward its objectives.
COMMUNICATE

• Communication is a continuous process of bridging the gap between management and


rank-and-file employees.
• If the objectives are to be attained, all employees must know and understand what
management is thinking-why it is doing and what it is doing. Conversely, management
should always know what employees are thinking. Such situation will contribute to
harmonious relationships between the two partners of industrial progress.
MOTIVATE

• The manager must be able to enkindle the rank-and-file employees with a burning desire
or enthusiasm to feel happy with the prevailing conditions in the organization. Such
situation is responsible for the development of high morale. Misunderstandings, labor
conflict and antagonism will not be able to find any room in the organization.
FUNCTIONS OF
MANAGEMENT
PLANNING

• Planning is thinking ahead. In the business world, planning is focused on profits, costs,
efficiency, and customer satisfaction. However, progressive organizations also plan their
social responsibility to the community. Planning is the first function of management. In
fact, all other functions of management require planning.
ORGANIZING

• The function which involves the allocation of the productive resources, and the setting up
of the structure of the organization.
STAFFING

• Concerned with thye evaluation, selection, and development of employees to fit the needs
of the organizational structure.
• It is placing the right man in the right job.
DIRECTING

• Motivating people to do their job towards the attainment of the goals of the organization.
• Requires manager to posses good leadership in terms of skills in human relations and
communications.
CONTROLLING

• Process of measuring and correcting actual performance against standards established by


the organization. The purpose of controlling is not only to prevent failures, but also to
improve performance. The process of controlling involves:
a. Setting up standards for measuring progress;
b. Comparing actual performance against standards; and
c. Correcting deviations from established standards.
MANAGER’S ROLES
ROLES ARE PATTERNS OF THE BEHAVIOR THAT ARE EXPECTED
OF AN INDIVIDUAL IN DOING HIS FUNCTIONS. THERE ARE TEN
BASIC ROLES DISPLAYED BY MANAGERS. THESE ARE:

-Leadership role
-Entrepreneurship role
-Figurehead role
-Liaison role
-Monitor role
-Spokesperson role
-Disseminator role
-Resource allocator role
-Disturbance handler role
-Negotiator role
ROLES CAN BE GROUP INTO 3 MAIN FUNCTIONS

1. Interpersonal roles
2. Informational roles
3. Decision-making roles
MANAGEMENT
SKILLS
1. TECHNICAL SKILLS

• Refers to the knowledge and ability to use the processes, practices, procedures,
techniques, and tools of a specialized field. He should know and be able to apply the
technical aspects of his job. This makes him more effective as a manager than one who
has no technical skill.
2. HUMAN SKILL

• Refers to human relations. It is the ability to work effectively with people. As a manager,
he should know how to interact well with his subordinates. With such skills, a manager
can easily motivate his people to move towards the direction of the goals of the
organization.
3. CONCEPTUAL SKILL

• The ability to understand the interrelationship and interdependence of the various parts of
the whole organization. Likewise, conceptual skill includes the ability to solve problems
by identifying the problem, developing alternative solutions, selecting the best alternative
solution, and implementing th selected solution.

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