ORGANIZATION AND MANAGEMENT

1ST QUARTER
Lesson 2: Nature and Concepts of Management (continuation of Lesson 1)

I. INTRODUCTION

In this Chapter, you will discover that all organizations – public or private, large, medium-size, or
small, profit or nonprofit - need good managers in order to accomplish their goals; that organizational
management is, definitely, not an easy task; and that coordination, efficiency, and effectiveness are required
to carry it out.

At the end of this lesson, the learners shall be able to understand and explain:
1. The functions, roles and skills of a manager.; and
2. Apply management theories and concepts in solving business cases.

The following e-learning platforms will be used as per teacher advice:

1. Edmodo;
2. Zoom;
3. Google meet; and
4. Messenger/messenger chat room.

IV. ABSTRACTION

An individual engaged in management activities is called a manager. A manager supervises, sustain,

uphold, and assume responsibility for the work of others in his or her work group, team, department, or the
organization, in general. It is therefore, safe to assume that organizational success is dependent on managers
who practice optimal utilization of their human and material resources, and who encourage high levels of
performance, effectiveness, and efficiency among the individuals under their care.

To further continue with the lesson, kindly look for the following videos below:

1. Role of a manager: https://www.youtube.com/watch?v=6pVMERgxj84&t=52s

2. Skills of a manager: https://www.youtube.com/watch?v=EV4oVDkMpFM

Types of Manager

1. Problem-solving Manager focuses on providing solution to every problem of the company. This manager
also concentrates on achieving the company’s goals.
2. Pitchfork Manager threatens employees to work towards a goal. This manager employs fear tactics and
uses “iron hand” to push employees for results to avoid consequences.
3. Pontificating Manager neither follows any strategy nor prepares for any solution or task and usually ends
up with inconsistent results.
4. Presumptuous Manager thinks only of himself or herself. This type of manager is not a team player and
usually works for personal gain or interest.
5. Perfect Manager is open to change and personal growth.
6. Passive Manager wants to please everyone and make the team member happy.
7. Proactive Manager possesses the good qualities of the other types of managers. He or she has the drive
of a positive type of manager.

Roles of a Manager

1. Interpersonal Roles. These are the roles manager plays when he interacts with others like:
 a. Figurehead. He acts as the symbolic head of the organization and expected to perform a number
of duties of a legal or social nature.

Ex. When a manager cuts ceremonial ribbon of a new store branch.

b. Leader. He is responsible for the motivation and activation of subordinates and also for staffing,
training and other associated duties.

c. Liaison. The manager is an information and communication center. A liaison builds and maintains
relationships with other companies. It is essential, therefore, that the manager possesses networking
skills to maintain internal and external contacts for information exchange. Liaisons use these
contacts to gain access information that is vital for the company, such as facts, requirements, and
probabilities.

Ex. Acknowledgement of mail and external board work.

2. Informational Roles. A very important aspect of the manager’s job is to receive and communicate
information. On receiving and sharing information, the manager assumes three specific roles:

a. Monitor. The manager is expected to collect information that will be useful in performing his jobs, he
handles all mails and contacts.

b. Disseminator. When manager receive information from outsiders or from subordinates, he transmits them
to the concerned members

c. Spokesperson. There are occasions when outsiders seek information about the organization and the
manager, as spokesperson accordingly. He also serves as expert on organization’s industry.

3. Decisional Roles. The major part of the manager’s job is to make decisions. As such, he must use the
information he processes to make decisions that solve problems.

a. Entrepreneur. In acting this role, the manager searches the organization and its environment for
opportunities and initiates projects to bring about positive change.

b. Disturbance Handler. Sometimes, organizations face important but unexpected disturbances such
as striking employees, as manager he is expected to respond to such unwelcome pressures by
formulating strategies and reviewing such disturbances.

c. Resource Allocator. The manager is responsible for the allocation of organizational resources of
all kinds like personnel, funds, machineries, buildings and facilities to individual units.

d. Negotiator. The manager takes charge of communicating and negotiating with other organizations,
and even among the members of the company

Skills of a Manager

1. Technical Skills refer to the abilities to use special proficiencies or expertise in performing specific tasks.
Ex. Accountant preparing FS, architect working on a site, professor writing a book.

2. Human Skills refer to the abilities to work well in cooperation with other persons; whether they are
subordinates, peers or superiors.

3. Conceptual Skills refer to the ability of the manager to see the organization as a whole and to solve
problems in a way that will benefit the whole system.
VI. REFERENCES

Organization and Management by Cabrera, Altarejos and Riaz published by Vibal

Organization and Management for Senior High School by Cynthia A. Zarate published by C & E Publishing,
Inc.
Business Organization and management by Medina 2015 published by REX Book Store
Organization and Management 2016 by Payos, Espinoza, Zorilla published by REX Book Store