Module 1: Manager as a Member of the Management Team

This module introduces what management is and what managers do. It then explains the internal and external environments that a manager works in. At the end of the module, we hope that you would be able to explain and analyze how organizational culture influences employee behavior.

Organization

A deliberate arrangement of people brought together to accomplish a specific purpose

1. goals
2. people
3. structure

What are the three characteristics of an organization?

Nonmanagerial Employees

These are workers who work directly on tasks and are not responsible for overseeing other people’s work.

Managers

These are workers who direct and oversee the activities of others and may have work duties not related to overseeing others.

1. Intelligence
2. Social Maturity and Breadth
3. Inner Motivation and Achievement Drive
4. Human Relation Attitude

What are the four character traits of effective managers?

1. Interpersonal Roles
2. Informational Roles
3. Decisional Roles

The manager performs various roles in order to assert formal authority and status. What are three role categories that can be assumed by a manager?

Interpersonal Roles

This set of roles is concerned on the establishment of relationships within and beyond the organization.

Figurehead

This role expects that the manager perform ceremonial or symbolic duties

Leader

This role expects that the manager motivate and encourage employees.

Liaison

This role expects that the manager develop and maintain an external network that can support the thrusts set by the organization.

Informational Roles

This set of roles is concerned on the collection, reception, and dissemination of information.

Monitor

This role expects that the manager gather information from employees for upper management or involved external parties.

Disseminator

This role expects that the manager share and distribute relevant information to personnel for them to be able to perform their duties and responsibilities.

Spokesperson

This role expects that the manager speak on behalf of upper management to their control units.

Decisional Roles

This set of roles is concerned on the strategic decision-making process from collected information.

Entrepreneur

This role expects that the manager lead and manage organizational change.

Disturbance Handler

This role expects that the manager respond to conflict originating from within or beyond the organization.

Resource Allocator

This role expects that the manager determine appropriate organizational resources to assigned units.

Negotiator

This role expects that the manager take part in negotiations with groups that represent the interest of personnel or parties outside the organization.

Interpersonal Roles

What managerial role category is expected of managers regardless of organizational scale?

Informational Roles

What role category is primarily expected of managers within small organizations?

Decisional Roles

What role category is primarily expected of managers within large organizations?

Spokesperson

What managerial role is of highest importance within small organizations?

Disseminator

What managerial role is of lowest importance within small organizations?

Resource Allocator

What managerial role is of highest importance within large organizations?

Entrepreneur

What managerial role is of lowest importance within large organizations?

1. Conceptual Skills
2. Human Skills
3. Technical Skills

What are the three basic leadership skill categories each manager should possess, according to Robert Katz?

Conceptual Skills

These pertain to the ability to think analytically and achieve integrative problem solving.

Human Skills

These pertain to the ability to work well in cooperation with other persons.

Technical Skills

These pertain to the ability to apply expertise and perform specialized tasks proficiently.

Human Skills

These are considered the most vital leadership skills needed throughout the organizational structure.

Conceptual Skills

These skills become more important as you move up the organizational structure.

Technical Skills

These skills become more important as you move down the organizational structure.

Motivational Styles

This is a managerial style concerned on the use of either positive, through economic rewards, or negative approaches, through penalties and punishment.

Autocratic or Authoritarian Power Style

This is a managerial style concerned on the centralization of decision-making power to the manager themselves.

Participative Power Style

This is a managerial style concerned on the decentralization of managerial authority through consultation with personnel.

Free-Rein Power Style

This is a managerial style concerned on the abdication of managerial power and high dependence on the organization to function on its own.

1. To establish goals, for themselves and for the unit
2. To work out problems as they arise

What are the two chief responsibilities managers possess?

Employee-Oriented Leadership or Supervisory Style

This is a managerial style concerned on the consideration and recognition of employees’ needs as respect to their dignity.

Task-Oriented Leadership or Supervisory Style

This is a managerial style concerned on the development of better methods to increase productivity, often at the expense of employee well-being.

1. Team Leaders
2. First-Line Managers
3. Middle Managers
4. Top Managers

What is the hierarchy of management levels, from lowest to highest?

Team Leaders

These are managers who manage the activities of a work team.

First-Line Managers

These are managers who direct nonmanagerial employees.

Middle Managers

These are managers who manage other managers.

Top Managers

These are managers who make decisions about the direction of an organization.

Management

The process of getting things done effectively and efficiently, with and through people.

Joseph Massie

He defined management as the process by which a cooperative group directs actions toward common goals.

Stoner et al.

They defined management as the art of getting things done through people.

George R. Terry

He defined management as a distinct process of four functions performed to determine and accomplish objectives by the use of people and resources.

1. Men
2. Materials
3. Machines
4. Methods
5. Money
6. Markets

What are the six resources (6Ms) used within an organization, according to George R. Terry?

Harold D. Koontz

He defined management as a function of getting things done through and with people in formally organized groups.

Management as an Economic Resource

This views management as a factor of production as it is a determinant of organizational productivity and profitability.

Productivity and Profitability

What are the two chief economic metric of organizational success?

Management as a System of Authority

This views management as a derivative of authoritarian philosophy where top individuals must determine all actions of the rank-and-file.

Management as a Class and Status System

This views management as a demand force of and for meritocracy, in skills and education, to be ascertained.

Effectiveness

This pertains to the quality of doing the right things in order to achieve a predetermined goal or objective.

Efficiency

This pertains to the quality of doing things right through optimization of processes which reduces cost and resources used on tactics employed.

Efficiency

This management quality governs the means of production.

Effectiveness

This management quality governs the ends of production

Planning

This management function is concerned on the creation of the overall strategic direction of the enterprise.

Organizing

This management function is concerned on the allocation of resources and the distribution and structure of personnel.

Leading

This management function is concerned on the motivation of personnel to achieve set goals and objectives.

Controlling

This management function is concerned on the accomplishment of set goals through thorough monitoring and evaluation mechanisms.

Top Managers

This level of management is more concerned on the function of organizing.

First-Level Managers

This level of management is more concerned on the function of leading.

Administrative Management

This area of management is concerned on the overall coordination and direction of human and material resources to achieve desired ends.

Personnel Management

This area of management is concerned on the procurement, by recruitment and selection, training and development, and effective utilization of manpower resources.

Production Management

This area of management is concerned on the creation and improvement of form utility to enhance the usefulness of raw materials.

Form Utility

This pertains to the incorporation of customer needs and wants into the features and benefits of the products and services offered by the organization.

Financial Management

This area of management is concerned on the monetary affairs of an organization through raising and expending of money.

Marketing Management

This area of management is concerned on the decisions and policies related to marketing activities.

1. Bring flow of goods and services to the organization
2. Satisfy customer needs and wants

What are the two functions of effective marketing efforts?

Office Management

This area of management is concerned on the direction and supervision of office work.

1. Early Management Approaches
2. Classical Management Approaches
3. Behavioral Management Approaches
4. Quantitative Management Approaches
5. Contemporary Management Approaches

What are the eras of management history, chronologically?

1. To plan what was to be done
2. To organize people and materials for what was to be done
3. To ensure workers get the work done
4. To impose controls to ensure everything was done as planned

What was the four early management expectations of the managerial role, as presented within the context of Egyptian Pyramid Construction?

1400s Venice

This is the earliest recorded origin of the concept of assembly lines, warehouse and inventory systems, human resource management functions, and accounting systems.

Wealth of Nations by Adam Smith

This 1776 book presented the concept of division of labor or job specialization, wherein jobs where divided into narrow and repetitive tasks.

Industrial Revolution

This late eighteenth century event in Great Britain marked the birth of machine power, mass production, efficient transportation, and the idea of corporations, which in turn marked the necessitation of management for enterprise success.

Classical Management Approaches

This marked the evolution of management as a unified body of knowledge.

Theory of Scientific Management by Frederick W. Taylor

This is the 1911 management theory produced during the Classical Management Era in which the determination of “one best way“ for a job is done through the use of scientific methods.

General Administrative Theory by Henri Fayol and Max Weber

This is a management theory produced during the Classical Management Era in which managers were put at the forefront by focusing on their role and what constitutes good management.

Division of Work

This management principle is a derivative from Adam Smith’s work in which specialization is favored as it increases output by maximizing efficiency.

Authority

This management principle speaks about the ability and the right to give orders confined by responsibility.

Discipline

This management principle is the judicious use of penalties for infractions and the result of effective leadership and clear understanding between management and the workforce.

Unity of Command

This management principle pertains to the one-to-many relationship of a manager to employees under them.

Unity of Direction

This management principle pertains to the use of one plan crafted by one manager consistent with set objectives tailored to a group of organizational activities.

Subordination of Individual Interests to the General Interest

This management principle is the precedence of the interests of the organization as a whole over the interests of any employee or group of employees.

Remuneration

This management principle speaks about the right of workers for fair wages as for services they provided.

Centralization

This management principle is the degree to which subordinates are involved in the decision-making process.

Decentralization

This pertains to the process in which decision making is left as an exercise for the subordinates to accomplish.

Scalar Chain

This management principle is the line of authority from top management to the subordinating employees in which communication and command flows and follows.

Order

This management principle pertains to the proper allocation, use, and logistics of personnel and material resources.

Equity

This management principle is the right of workers to proper and just occupational and workplace conditions, especially with communication with superiors.

Stability of Tenure of Personnel

This management principle is the provision of organized personnel planning, especially in situations arising from vacancies, and paints high employee turnover as a marker of inefficiency.

Initiative

This management principle pertains to the relationship between power and effort in which employees given the power to originate and carry out plans display a high level of effort.

Directly Proportional

What is the relationship between power and effort in an ideally-managed organization?

Espirit de Corps

This management principle is the prioritization of organizational harmony and unity through promotion of team spirit.

Robert Owen

He proposed the concept of an ideal workplace.

Hugo Munsterberg

He is a pioneer of industrial psychology who suggested the use of employee selection through psychological testing, employee training through learning theory, and employee motivation through human behavior studies.

Mary Parker Follett

She was the first to recognize that organizations could be viewed from both individual and group behavior and proposed that group ethic take precedence over individualism.