Republic of the Philippines

Department of Education

Name Date
Strand Home Economics Subject Organization and
Management
Grade and Teacher
Section

Organization and Management

Quarter 1 – Activity 2:
Functions, roles and skills of a Manager

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Most Essential Learning Competency
1. Explain the functions, roles and skills of a manager.

Study the picture provided. The woman in the picture is a

manager. Based from the picture, what do you think are the
functions and roles of the manager?

MOTIVATION:

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PRESENTATION OF THE LESSON:

This set of activities will let you realize the functions, roles and skills of a manager.

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INTRODUCTION:
What I Need to Know

This ACTIVITY was designed and written with you in mind. It is here to help you
master the functions, roles and skills of a manager. The scope of this ACTIVITY permits it to
be used in many different learning situations. The language used are fitted for your level as
Grade 12 learners. . The lessons are arranged to follow the standard sequence of the course.

After going through this module, you are expected to:

1. identify the managerial levels;

2. explain the managerial roles according to Mintzberg; and
3. discus the varied managerial skills.

What Is New?

Manager is an individual involved in management activities. He / She supervise, sustain,

uphold and assume responsibility for the work of others in his or her work group ,team,
department or the organization.

DEVELOPMENT
What I Know
Read the questions below. Encircle the best answer. Try your best to answer them all. Do not
worry much if you do not know the answer for this is just a pre-test.

1. Which of the following is NOT a work of a manager?

A. Supervision B. Specialist C. Communicator D. Auditor
1. In what level of managers do supervisors, chief officer and president belong?
A. Top-level managers C. Lower-level manager
B. Middle-level managers D. All are correct
2. These managers mediates the top level managers and the workers and employees.
A. Top-level managers C. Lower-level manager
B. Middle-level managers D. All are correct
3. Lower level managers have these skills to for them to perform their task with proficiency.
A. Conceptual Skills C. Technical skills
B. Human Skills D. All skills
4. Which skills is/are NOT use by fast food chain store managers have to be able to run the
business?
A. Conceptual Skills C. Human skills
B. Human Skills D. None are not used
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For numbers 6- 10, refer to the choices below.

A. Conceptual skills B. Human Skills C. Technical skill

5. Lead the organizational chart.

6. Visionary in leading her subordinates.
7. Chef has this skills to be an example to other cooks.
8. Human resources managers should be rich in this skill.
9. Managers of sewing companies should have this skill.

( Note: Please check your answer, see the answer key at the last page)

What’s In
Have you enjoyed reading Activity 2. Have you learned the evolution of the theories of
management? Now we are going to have another lesson. Welcome to Module 2! It is all about the
functions, roles and skills of a manager.

In this lesson, you will discover that it is not easy to be a manager because you have
challenging functions, roles and skills. Are you now ready to learn?

Managerial Levels
Every organizations have three levels of management such as top-level managers, middle-
level managers and frontline or low level managers. Study the illustration below, Why do you
think top managers are occupying narrow space?

Top-level managers are the general or strategic managers because they focus on long-term
organizational concerns and takes care of the organization’s stability, development ,progress
and overall efficiency and effectiveness. They are also concerned with the organization’s inter-
relationships with their external environment. The following are examples of top-level managers:
Chief Executive Officer (CEO); Chief Operating Officer (COO); presidents, vice-presidents. The
top-level managers act as organizational guides who must elaborate on the wider purpose of
their organizational existences, so that their subordinates could identify and be committed to
its success in the three levels of management.

Middle-Level Managers are the tactical managers in charge of the organization’s middle levels
or departments. They formulate specific objectives and activities based on the strategic goal and
objectives developed by top- level managers. Their usual role is to act between the top -level
managers and the lao level. Based from facts, middle-level managers are more aware of the
company’s problems compared to managers in the higher level because of their close contacts
with the customers, frontline managers and other subordinates.

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Frontline or Lower-level Managers. These are also known as operational managers and are
responsible for supervising the organization’s day-to-day activities; they are bridges between
management and non management employees. These managers are controlled and instructed
by top-level managers and middle level managers to follow their orders in support of the
organization’s major strategy.

Task 2. Read the provided situations below and identify what is being described by the given
situations. Identify the level of managers described.

_______________1. Manager A together with the other managers set the direction of the
company.

_______________2. Manager B sees to it that everything is running smoothly in the dining area
of a restaurant.

_______________3. Manager C is in-charge of hiring new applicants in the company.

_______________4. The COO and CEO of a company.

_______________5. Managers in this area see to it that every departments is giving an A1 service.

What Is It

Categories of Managerial Roles

Managers play a very challenging roles more

over these roles. According to Henry Mintzberg, the
roles of managers can be classified into three types:
interpersonal, informational, decisional or decision
makers.

Interpersonal managers are leaders, liaison

and figurehead.

Leader is the one whom possesses good leadership qualities like good moral character, strong
professional will that builds enduring greatness and commands loyalty and respect
among subordinates.

Liaison can maintain unity of action in the organization.

Figurehead is a person with nominal leadership but without real power as this power is
possessed only by the company’s President.

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Informational managers are spokesperson, monitor and disseminator.
Spokesperson is the one whom speaks in the name and behalf of the company. He/ She is
sharing information outside the organization.

Monitor scans the environment for new information to collect.

Disseminator: Passing on privileged information directly to subordinates

Decisional or Decision making are entrepreneur, disturbance handler, resource

allocator and negotiator.

Entrepreneur seeks to improve the unit by initiating projects.

Disturbance Handler: Responds involuntarily to pressures too severe to be ignored. Examples:

workers joined strike, a major customer gone bankrupt, or a supplier reneging on a
contract.

Resource Allocator decides who gets what.

Negotiator is committing organizational resources in “real-time” with the broad information

available from their informational roles.

Task 3. Identify the described categories of manager as Interpersonal, Decisional or

Informational.

_______________1. Manager A is responsible for allocating salary for the employees.

___________________2.Manager B task a supervisor to perform all the task on behalf of the owner.
___________________3. Manager X is promoting the products and services of a company to the
buyers.
___________________4. In a advertising company, this Manager Z is gathering information of the
competitor.
___________________5. These managers serve as the front liner who solves problems or
complaints about the company .

ENGAGEMENT

What’s More
Managerial Skills
It may be classified as conceptual, human and technical.

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Conceptual skills enable managers to think of possible solutions to complex problems.
Managers who have their skills to visualize abstract situation, they have holistic view of the
organization and its relation to the wider external environment surrounding it. Top-level
managers must have these conceptual skills I order to be successful in their work.

Human skills enable managers in all levels to relate well with people. Communicating, leading,
inspiring and motivating them become easy with the help of human skills. Dealing with
people, both in the organization’s internal and external environment is certain.

Technical skills are also important for managers for them to perform their tasks with
proficiency with use of their expertise. Lower-level managers find these skills very important
because they are the ones who manage nonmanagement workers who employ varied
techniques and tools to be able to give good quality products and services for their company.

Task 4 . Read the situations and identify the managerial skills described.

____________________1. Managers must have skills in explaining the offerings of their company.
____________________2. Managers must have a know- how on how to inspire and motivate their
employees.
____________________3. Food chain managers see to it that the employees are working hard and
that they are doing their task efficiently.
____________________4. Managers need to have this skills for the company to have a direction.
____________________5. Managers of restaurants usually have TESDA certificates for them to
enhance their skills.

What I Can Do?

Read and answer the questions.

1. How do organizations classify managers according to their functions? Describe the

respective functions of each type of managers.

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 2. Among the different types of managers discussed in this lesson, which type of
managers are more aware of their organization’s problems? Explain your answer.
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3. Recall the Managerial Roles as suggested by Mintzberg. Are they equal in importance?
Explain your answer?
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4 Have the managerial functions remained the same through time? Why do you say so?

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What Else I Can Do?

I have researched one of the Top CEO’s in the Philippines. Describe his work as top-level
manager of his respective corporation. Relate your description with the functions, roles and
skills of a manager discussed in this lesson. (See the attached readings on page 9 for this part
9) Write your answer in a separate Bond Paper/ writing paper.

What I Have Learned?

Draw a graphic organizer explaining

what have you learned. A sample is
provided for you.

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What I Can Achieve?
Read the questions below. Try your best to answer them all. Write your answer before the
number.

1. Which of the following is NOT a work of a top- level manager?

A. Chief Operation Officer C. Chief Executive Officer
B. President D. Frontline managers
2. In what level of managers do line leaders and operation managers belong?
A. Top-level managers C. Lower-level manager
B. Middle-level managers D. All are correct
3. These managers mediates the top level managers and the workers and employees.
A. Top-level managers C. Lower-level manager
B. Middle-level managers D. All are correct
4. Top-level managers have these skills to for them to perform their task with
proficiency.
A. Conceptual Skills C. Human skills
B. Human Skills D. All skills
5. Which skills is/are NOT use by fast food chain store managers have to be able to
run the business?
A. Conceptual Skills C. Human skills
B. Human Skills D. None are not used

For numbers 6- 10, refer to the choices below.

B. Conceptual skills B. Human Skills C. Technical skill

6. Lead one department.

7. Managers of the car serving industry.
8. Company presidents should have these skills.
9. Human resources managers should be very in communicating with other personnel.
10. Managers should know how to make the organizational chart effective.

Answers to Pre-Test

1. D 2. A 3. B 4. C 5. D
6. A 7. A 8. C 9. B 10. C

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Jaime Augusto Zobel de Ayala, Chairman and CEO of Ayala Corporation, discusses his
mission, strategies and long-term vision when he assumed leadership of his family’s
business in 1994. He also traces the history of Ayala Corporation’s development from its
founding in the 1830s as a trading house specializing in agricultural products, to the
present. Today, Ayala Corporation is a publically listed trading company for the highly-
diversified Ayala Group, with interests in real estate, public infrastructure, insurance, and
banking.

In the interview, Mr. Ayala describes how, when he

became chairman in 1994, he entered at a moment of
change both within Ayala Corporation and in the
Philippines more broadly. The company had recently
undergone major restructuring—Ayala Corporation,
previously a real estate company with other scattered
investments,

became a holding company. Mr. Ayala thus began his

tenure as chairman tasked with “formulating a whole new
sense of being” for his company. “It was an exciting time,” he recalls, “to be at the helm of
the institution.”

Mr. Ayala was building his new vision for the company just as the Philippines were
undergoing a period of political and economic change. President Fidel Ramos (in office
1992-8) had initiated wide-spread privatization efforts, and Mr. Ayala explains how this
new climate of economic optimism and governmental openness contributed to his desire
“to have an Ayala that was relevant to the national development agenda… [and that would]
at the same time put capital to work and [give] good return on investment.” As a result,
Ayala Corporation became involved with the privatization of water and the development
of the telecommunications industry. In the interview, Mr. Ayala describes some of the
major challenges the company faced in both endeavors, including the harnessing of local
knowledge and networks, building investment frameworks, finding base-of-the-pyramid
marketing strategies.

In the interview, Mr. Ayala reflects on his country’s turbulent political history and how his
family business navigated both political uncertainty and periods of unrest in the 1970s and
‘80s. Under his own leadership, Ayala Corporation has also survived two more recent
periods of economic crisis. Mr. Ayala describes some of the strategies he used to navigate
the 1997 Asian Financial Crisis, and explains how the lessons learned in 1997 helped
Ayala Corporation “ride out the 2008 crisis relatively well.”

Mr. Ayala concludes the interview by discussing his views on family and professional
management and describes some of the structural changes he has made to the company
towards greater de-centralization. He also discusses Ayala Corporation’s past and future
strategy for regional expansion in Southeast Asia.

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REFLECTION: Fill in the blank provided
I understand that
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I realize that
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(Parent Signature over Printed Name)

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(Subject Teacher Signature Over Printed Name)
School: SHS in San Nicholas III, Bacoor City
Address: Garnet St. Green Valley, San Nicolas III, City of Bacoor, Cavite
Telephone No: (046) 236 5729
Email: [email protected]