Week 6-7: ULO a-c ● MIDDLE MANAGERS Largest group of managers in

Objectives organization who are primarily responsible for

a. Discuss the purpose of management implementing the policies and plans of top managers.
b. Explain the manager’s job They supervise and coordinate the activities of lower-
c. Discuss the different types of managers and their level managers.
roles ● FIRST-LINE MANAGERS Managers who supervise and
d. Analyze the ethical and social environment of coordinate the activities of operating employees
management, including individual ethics, the concept of
social responsibility, and how organizations can manage KIND OF MANAGERS BY AREA or DEPARTMENT
social responsibility. In a complex organization, there are departments which
e. Explain the importance and determinants of an org are led by different managers, and enumerate and
describe them one by one.
Metalanguage
1. Management – it a set of activities which includes a. Marketing Managers. Work in areas related to
planning and decision making, organizing, leading and getting consumers, customers and clients to buy the
controlling. It is also directed at an organization’s organization’s products or services.
resources (human, financial, physical and information) b. Financial Managers. Deal primarily with an
with the aim of achieving organization goals in an organization’s financial resources.
efficient and effective manner. c. Operations Managers. Concerned with creating and
2. Efficiency – using resources wisely and in a cost- managing the systems that create organization’s
effective way. products and services.
3. Effectively – making the right decisions and d. Human Resource Managers. Involved in human
successfully implementing them. resource planning, recruiting and selection, training and
4. Manager – someone whose primary responsibility is development, designing compensation and benefit
to carry out the management process systems, formulating performance appraisal systems.
e. Administrative Managers. Generalists who are
Essential Knowledge familiar with all functional areas of management and
Efficiency vs. Effectiveness who are not associated with any particular management
specialty.
Efficiency – Operating in such a way that resources
f. Other Kind of Managers. Specialized managerial
are not wasted.
positions directly related to the needs of the
Effectiveness – Doing the right things in the right organization.
way at the right times.
-This results to a Successful Management –

WHAT IS A MANAGER?
In an organization a manager is:
- Someone whose primary responsibility is to carry out
the management process.
- Someone who plans and makes decisions, organizes,
leads and controls human, financial, physical and
information resources.
Furthermore, managers can be classified into different
kinds as follows:
a. Top managers
b. Middle managers
c. First-line managers

Regardless of level or area, management involves the

four basic functions of planning and decision making,
organizing, leading, and controlling.

Planning and Decision Making - In its simplest form,

planning means setting an organization’s goals and
deciding how best to achieve them. Decision making, a
part of the planning process, involves selecting a course
of action from a set of alternatives. Planning and
decision-making help managers maintain their
effectiveness by serving as guides for their future
activities. In other words, the organization’s goals and
plans clearly help managers know how to allocate their
Areas of Management time and resources.
● TOP MANAGERS The rela vely small group of
executives who manage the organization’s overall goals, Organizing - Once a manager has set goals and
strategy, and operating policies. developed a workable plan, his or her next
management function is to organize people and the
other resources necessary to carry out the plan. - by studying its symptoms and then developing a
Determining how activities and resources are grouped. solution.

Leading - The third basic managerial function is leading. Communication Skills - Communication skills refer to
Some people consider leading to be both the most the manager’s abilities to both effectively convey ideas
important and the most challenging of all managerial and information to others and effectively receive ideas
activities. - The set of processes used to get and information from others. These skills enable a
organizational members to work together to advance manager to transmit ideas to subordinates so that they
the interest of the organization. know what is expected, to coordinate work with peers
and colleagues so that they work well together, and to
Controlling - The final phase of the management keep higher-level managers informed about what is
process is controlling, or monitoring the organization’s going on. In addition, communication skills help the
progress toward its goals. As the organization moves manager listen to what others say and understand the
toward its goals, managers must monitor progress to real meaning behind e-mails, letters, reports, and other
ensure that it is performing in such a way as to arrive at written communication.
its “destination” at the appointed time. - Monitoring
organizational progress towards goals. Decision-Making Skills - Effective managers also have
good decision-making skills. Decision-making skills refer
Skills and Manager to the manager’s ability to correctly recognize and
To carry out these management functions most define problems and opportunities and to then select
effectively, managers rely on a number of different an appropriate course of action to solve problems and
fundamental management skills, of which the most capitalize on opportunities. No manager makes the right
important are technical, interpersonal, conceptual, decision all the time. However, effective managers
diagnostic, communication, decision-making, and time make good decisions most of the time. And, when they
management skills. do make a bad decision, they usually recognize their
mistake quickly and then make good decisions to
Technical Skills - Technical skills are necessary to recover with as little cost or damage to their
accomplish or understand the specific kind of work organization as possible.
done in an organization. Technical skills are especially
important for first-line managers. These managers Time Management Skills - Effective managers usually
spend much of their time training their subordinates have good time management skills. Time management
and answering questions about work-related problems. skills refer to the manager’s ability to prioritize work, to
If they are to be effective managers, they must know work efficiently, and to delegate work appropriately. As
how to perform the tasks assigned to those they already noted, managers face many different pressures
supervise. While Reed Hastings now spends most of his and challenges. It is too easy for a manager to get
time dealing with strategic and management issues, he bogged down doing work that can easily be postponed
also keeps abreast of new and emerging technologies or delegated to others. When this happens,
and trends that may affect Netflix. unfortunately, more pressing and higher-priority work
may get neglected.
Interpersonal Skills - Managers spend considerable
time interacting with people both inside and outside the Management Skill Mixes at Different Organizational
organization. For obvious reasons, then, they also need Levels
interpersonal skills—the ability to communicate with, You might be wondering why CEOs, CFOs, COOs are
understand, and motivate both individuals and groups. receiving higher compensation when they do not do
As a manager climbs the organizational ladder, he or much of the technical side of the job. Here’s an
she must be able to get along with subordinates, peers, illustration that would explain suc h.
and those at higher levels of the organization. Because
of the multitude of roles that managers must fulfill, a
manager must also be able to work with suppliers,
customers, investors, and others outside the
organization.

Conceptual Skills - Conceptual skills depend on the

manager’s ability to think in the abstract. Managers
need the mental capacity to understand the overall
workings of the organization and its environment, to ● The Science of Management
grasp how all the parts of the organization fit together, - Assumes that problems can be approached using
and to view the organization in a holistic manner. This rational, logical, objective and systematic ways.
ability allows them to think strategically, to see the “big - Requires technical, diagnostic, and decision-making
picture,” and to make broad-based decisions that serve skills and techniques to solve problems related to the
the overall organization. organization.
● The Art of Management
Diagnostic Skills - Successful managers also possess - Decisions are made and problems are solved using a
diagnostic skills—skills that enable them to visualize the blend of intuition, experience, instinct, and personal
most appropriate response to a situation. A physician insights.
diagnoses a patient’s illness by analyzing symptoms and - Requires conceptual, communication, interpersonal,
determining their probable cause. Similarly, a manager and time management skills to accomplish the tasks
can diagnose and analyze a problem in the organization associated with managerial activities.
 Organizational behavior takes a holistic view of behavior
and addresses individual, group, and organization
processes. These processes are major elements in
contemporary management theory. Important topics in
this field include job satisfaction, stress, motivation,
leadership, group dynamics, organizational politics,
interpersonal conflict, and the structure and design of
organizations. Our discussions of organizing and leading
are heavily influenced by organizational behavior. And,
finally, managers need a solid understanding of human
The Human Relations Movement behavior as they address diversityrelated issues such as
The human relations movement, which grew from the ethnicity and religion in the workplace. Indeed, all these
Hawthorne studies and was a popular approach to topics are useful to help managers better deal with the
management for many years, proposed that workers consequences of layoffs and job cuts and to motivate
respond primarily to the social context of the today’s workers. The primary contributions of
workplace, including social conditioning, group norms, behavioral management approach relate to how it has
and interpersonal dynamics. A basic assumption of the changed managerial thinking. Managers are now more
human relations movement was that the manager’s likely to recognize the importance of behavioral
concern for workers would lead to increased processes and to view employees as valuable resources
satisfaction, which would in turn result in improved instead of mere tools. However, organizational behavior
performance. Two writers who helped advance the is still relatively imprecise in its ability to predict
human relations movement were Abraham Maslow behavior, especially the behavior of a specific individual.
(1908–1970) and Douglas McGregor (1906–1964). In It is not always accepted or understood by practicing
1943, Maslow advanced a theory suggesting that people managers. Hence the contributions of the behavioral
are motivated by a hierarchy of needs, including school are just beginning to be fully realized.
monetary incentives and social acceptance. Meanwhile,
Douglas McGregor’s Theory X and Theory Y model best
represents the essence of the human relations
movement. According to McGregor, Theory X and
Theory Y reflect two extreme belief sets that different
managers have about their workers. Theory X is a
relatively pessimistic and negative view of workers and
is consistent with the views of scientific management.
Theory Y is more positive and represents the
assumptions made by human relations advocates. In
McGregor’s view, Theory Y was a more appropriate
philosophy for managers to adhere to. Both Maslow
and McGregor notably influenced the thinking of many
practicing managers.

THEORY X and Y
Munsterberg, Mayo, Maslow, McGregor, and others
have made valuable contributions to management.
Contemporary theorists, however, have noted that
many of the human relationists’ assertions were
simplistic and provided inadequate descriptions of work
behavior. Current behavioral perspectives on
management, known as organizational behavior,
acknowledge that human behavior in organizations is
much more complex than the human relationists
realized. The field of organizational behavior draws
from a broad, interdisciplinary base of psychology,
sociology, anthropology, economics, and medicine.