SHS

Organization
an d
1

Management
Module 2:

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 FUNCTIONS, ROLES, AND SKlllS
-------.,,;.O..F..A.:M._AN AGER1

This axplain.s the varrous functtons or a manager which ofte,ntimes

sef3m to be un-c l,e;u and in particuIar it give,s descriptton about tne rotes and
skilll!Sof ,a ma:n:agier_

• ide,ntify the difference ot function from a rol,e o'f a manager: and

..........,.,.....,,.
• examine the drfferent skills a. manager must pos.se,ss_

1l«_ ffl)
-_.,., ,.
W'O!">-ds
Phrctses
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. .. . . .
7 , ,. , .r.,.,.,. ,,.;
Manager - is ,a per.son who fulfills tne fundamental manage,r[al funct ot"l!s such
as planning, organizin•g, sm:ffing, d[recting and contromn,g,_,

Figurehead - is the he.ad or chief of an or,gani!Za'tion or entity, a person with

authority.

Uals,on - Is a person who helps or,gi,a11 tto11s or-gr-oups to work together and
provlde inrmmatton to ea,ch other_

Entrep,reneur ... is a per,son who is il"!inavati'\le1 Q'Bner.ate,s n.ew ideas, solve•s

prob!em,s and a risk-take·r..

Res,ource allocator - is a person who altocate,s f1.mds, personnel a.nd other

resources in the organization who are ini gr,eat need_

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Let's see how lstyou know by simp1'J·,answering ;the questions below.

Drrectlon·: Re.ad csr,efully .and encircle lhe·llett-er you

chooso from the,given option_

1_ A person who f·ulffUs the fundamental mar,a,gerial functions (planning, organ[zin.g.

staffing. diree1ing and controlling} in lhe or,g,anization..
·A. Manager B. Entreprenieur C. lleader o_ Neg:otiator
2EThey are responsible,for planning and do strategic dectslons_
A. Supei'Vlsory Managemen! C. Functional Manager
B. Top,Management D_ Middle Management

3.. The manager who regu,arly .seeks out iin'formation and ,ervaluates his team both
their producti'vity and well-berng.
A_ Dissemlnator B. Manager C..11.eader D_ Mm,itor

4. A certain ,o,le of a manage,r where peopl e l,ook up to th_e, manager a.s a person
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with authori --
A.. Manager B_ NegoUalor C. Figurehead ID. Leader

5_ The manager 1akes cna.rge when .an orga.nnzation or te,am hits an unexpected
r,oadblock.
A :Resource Allocatm C. D·issemlnator
B. Dis1:urbar,ce-Handler D. Spo ke·sperson1

6- A manager's skiIlls that can value and celebrate diMer,ences build rappo form
alliances, and negot ate a.ffeotivel•y
.A. Collaboration Skills
B_Communl.catlon Skills
c_ Managem.enl & Leadership Skills
D. Finariee Skills

7. This,skill sets prlorlttes, delegates., mollv.a:te ,and develops peop!e coaches ttlem
to become produotive and top performers in the mganiza11,on.1.
A CoUaboratTon Skills C. Management:& Leadership Skil s
B Communication S,kills [),_Finance Skills,

How did yo.u find tho test? Don't 1mrry If you got a low score. This means that t

_you c·an learn Imm this .module. S,o,

tak,e It easy. Learning Is run...now w,n
to the next page ...

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 Functions of man.agers are vie.wed de!pending on what criterion is used. The
most ofl.,;s,nnrferred crlterton Is based on t e position ar manager in the org,anlzaUon's
structure. whe·re ha can ,gr,eaUy,ex,er,cise his 1un.ctlon.

TOP MANAGEMENT Manag1er-soccupy tne highest position In

'lhe org.anl:z,atlon. They are responsIble rn
- ---- - -
stmteglc pl:1nnlng ,and decision making.
Exampl,es: CEO, President

They am managers of departments,

division heads and other functional
MIDDLE MANAGEMENT
departments. They ,are r-esponslble In the
- -
operation and tactical plannlng, then µass
1he.m tt1 the tlrst-lin,e management ftJr
i'm,pl,emenlaHon.

This IncIudas supal'Yl:sors or rproductlon

FIRST- LINE MANAGEMENT divisions (lhal Is,, ioramen and b ,gadlers_)
responsible for 1ha lmplementa1lon of
deC'lslons .and wha hav,e direct CQnlrol of
tasks realization's p,ooess.

In. an.other criterion,, a manager is viewed in1Te,rms of liis j,ob des,c:riptton.

When this crH:eriornis ta en into oonside•re:tton, then we rou td mark mana.g:ers a·s:

a_J function.al m.anagers - re,s.pon.slbre for one ktnd of activtty In a given bLJstness
organization (-e_g_production. marketing, se·II ng or finance).

b.) overall man.agers -- supervkSing oomplicat,ed unit Ilka eniterprise, bran ch

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• e stabll;snment or separ.a.te depanment and r•esponisrble for whole•,e•oonomlc

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activity uni:t (i.e. produ,ction1 marke ting1 selil:ing or finance)

1

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FiJurehead • Monitor
I· Le-ad
r
l!E -- - '11 • .Dl!fl!mlnator
.. uarsan • Spolte;s.pEHiSD
n,

'*' Entr preneur

• Dlst,u,rbance--Hand.lt!!r
'"' Negotiator
• lilemuirceAlloc,ator
Mrnuberfs
M.anagemel'!lt Rrales

Figurehead,
The manager has 'lhe :social cerem011lal and legal.
responsibilities. The mana.ger Is e,rpeeted to be a SOlm:::e of
i115:piration. Peopra look up to th:e manager as a person with
INiTERPERSONAL aut;hority.
(In lhis. caiegory, lhe
immger pmvides Leader.
,rrormali:in and i:leas to !he The manag,er 1pruvldes leadership ror llhe team, for the
ermplorees) depanmant or perhaps ror the entire crganlzatlon; and it's
wh,ere ne/she manages Lhe p,erformanr.:e and respansIbiIitie.s of
everyone In the11roup.

Llai.son.
Managera must c,ommunicate ·with internal and exlemal
contacts. Tirle:Y"need ta be able ·to network etrectllvely on behalf
d the organl.z.atl,on.

Monitor.
The m.arwger regularly seeks Dlilt in.forrn:a.tfon related to the
orgranlzallon and !industry,. looking for relevant changes in the
ern1lronmenl'. HeJshe also morYtcrs the team, in terms of both
lNFCRMATIONAL their producttvlly, .andltheir well-be·ing..
{Tie iMnageri:al roles hi th:11
category Involve prnceuing 1--C-ls_se_·_m_ln_at_o_r_----------------1
nrormalion) This Is where the manaQ!IH commi.nicates potentially
u·seJul Intcrmat Ion t.a Ms/her mlleag1ues and reami_
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spokesperson.
Managera repr esent and' speak for l:hei,r organization. In 1hIs
ro·le, tneyar,e responsible,for transmiltiing infmmatlon about 1he
organlzatlon and .goals to the people outside it_

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 Entrepreneur.
Manager creates and c::,ontrol change wltlhln the orgenl'iat:ion_
This means, s,awing problems., generating new Ideas, and
Im l,emenli •· them_
Dlsturbance-Handl,er.
DEaSIONAL When an organilzaticm m te•am tits an u11l8xpected roadblock,. It
{Tlv! managerial roles in t!hl:s Is t:he manager wh0i must take charge. They al:so need to herp
mte:gory Involve using mediate ells l:Jles. within it
ilformalion) t,...ia-to_r.. . --------------------------------------------------i
1.--gN.a-.,o..,_.

They may be ne,eded to take pal1 In, and dir,eo1, important

ne . tlatiorlS wirlhiin their fe•am " artment. or or anl.za.tlo n,
Resource A.llocator.
A manager alsu needs ta dete1m1ne where organlz.al.ional:
riesouroes are·bes,t ap,pHed. This involves allocating fundln,g, as
wall as ass,i . ,i 1 s,taff and othew or - lzat1lonal resources.

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Management & Leader.a.hip Skins. These skiHs refer to setliing1priorfties.

delegating, motivating and developing the people under him/her: coach them 'to
become 10p performers and ,eommunicates,obfecmives.and goals.

Commu,nlcatlon Skllls. A skHI ,across ihe point, it creates a. oompeilllng

preserua1 on 1.0 suppmt company goals and get buy-ii ro:r ideas, inspires others to
achieve better results and demonstrate ,emotional intelligence.

COHaboratlon Skllls. Can value and celebrate differences, bull'd rapport.

rorm allianoos and negotiate effectively.

Crlllcal Thln:klng Skllls. Skill needed 10 approach problem solvi,n,g log1tcally.

reseall'ch optilo:ns, avotd bias,e•s and rocuses on meaning!ut dam. to draw the right.
conclusions - eve1n under pressur,e_

Finance·Skllls. Skill, ii"!wefg1hing financial OIi'' budgeta.ry implications of his/he,r

decisions - including1the•abmty to build ,a s.ound budget and formulate·reasonable
f'orecasms.

Pro.Ject !Management Skills. Skill to grasp lhe scope and objectives of

pmjec1s,,recognize the rol•e:Sand responsibilities ,orothers, use Project Ma11agemen1
tools l.o stay on ua.cl< and be,oome a,neiffective member of a oross-fu nctional team_

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 ,J u·,,._,,_- ,.,...... ]
. Practlc11 Task 1

ldEH'l;tiJy wha.t tnei state•ments a.re rererrin.g to an,dchoose your

answe•r fr,om111'1e gb'/EH, opttons by matohin·g oolumn A wIth
column B.

Co,lumn A Co,lumn B
1. They are responsIble for plannIng and
s'trategic decrslons.
2. A per.son woo fulfIIls the mar-.agerial;
funcilons.

3_ The manag,er as a per.son with authority

arx:I l,egal responsibilities,.
4_ The manager communicates useful
information Lo his/her team_

5_ The person determines wll,ere

,a rganlzatio nal resources,are best ap,pHed
suc;h as,tund allocation-
6. 0 ne who c-an valu,e and oe lebrate
differences, build rnpport and alliances.
7. Thl's s k.111r,efers ·10 del,ega-1n.1g,
moti:viatlr,g
and developing people lo ooc:ame lop
• p,erfarmers.

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 A Coll.abomtlon Sklll:s

a Resource Allocator
c_ To:p Management
D. M.anagemenl and Leadership
Sldlls

E_ Manag,er

F. Figurehead

H. Communloation .Sldll:s,

Pr.acUce T,ask 2
From the, pictures below, lden·ttfy the dl!Herent r,ole·s and ski,lls of ,a manage,r.
Write your a.nswa·r Ir, the, space,pr,ovi.ded for.

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 2. .
; :::.=========-
D1_S_M

4. _
3. ----

_ONI_T_R E_ ..JR'-PR_N R

6.

CO_M_N_C_T_,QN S:LL_
P:_O_E_T M_NA_E'_ENJ SKI_L

7_.
e. _

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 MA....AGE...E_T . .ND
A
L_A_ER_H_P S_IL S

11

9- 10.

IJ-l.J,l &•.,,,l You are now about. o romp'lele lhe module by ,answering

Directlon: Enclrcla the 11:i'tter rrom the given op.flons that identify the sratement gIven
in each number.

1_Asa ma 11ag,er1 he/she s,olve.s,problems1 irmovat,es1 and '{l:EMU!raires new ideas_

A_ Leader B. Entrepreneur C. N,e-gotlator D. Moniuu

2_ Responsible for one kind ·of aciirvlty in gfven bu,siness orgarii2a,tion (Etg_
piroduction, ma.rketing, selling. or finance.)
A Funcrtonal Man.ager c.Over-all Manager
8_ First-line Manager D. Top Mana.ger

J. A role o·f a man,a..gier where he takes char,ge when leam hits unexpected
roadblock.
A. Monltor C. Ne•g!Otiator
:B. D!sseminalor D_ Dr.sturbance-Handler

4. The Manager who reg1ularly checks and monitors his/heir team's, pmch.1ctlvity eind
pertom,a noo.
A Monitor C_Negotiator
:e_D:i:sseminator 0. Diis:turba.nce-Handler

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5. A persori wt,o rulril:ls the fundamer,tal manag1erial functtons (plarinin,g, organizlr,g,
staffing, directtng and oontrolling) in the orga.nizail'on.
A En'trepreneur B- Manag·er C. L•e.ader □.Negotiator

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