WHO ARE MANAGERS AND WHERE DO Nonmanagerial Employees vs.

Managers
THEY WORK? A. Nonmanagerial employees
Managers ● People who work directly
➔ Works in an organization. on a job or task and have
➔ Someone who works with and no responsibility for
through other people by overseeing the work of
coordinating their work activities others.
in order to accomplish ● Associates, team members,
organizational goals. contributors, employee
partners.
Different titles of managers:
B. Managers
1. Top managers - include managers
● Individuals in an
at or near the top of the
organization who direct
organization who are responsible
and oversee the work of
for making organization-wide
other people in the
decisions and establishing plans
organization.
and goals that affect the entire
● Regional sales managers
organization.
❖ Organizations - a social group that
Ex.: Vice president, president,
has well coordinated processes and
chancellor, managing director,
activities for the purpose of
chief executive officer, chief
achieving its objectives and is
operating officer, chairperson of
connected to the environment
the board.
where it exists.
2. Middle managers - include all
Three Characteristics that all
levels of management between the
Organizations share:
first-line managers and the top
1. Purpose
level of the organization.
- Expressed in terms of a goal
Ex.: Agency head, project leader, or sets of goals.
unit chief, district manager, -
division manager, store manager. 2. People
- Make decisions and engage
3. First-line managers - (often called in work activities to make
supervisors) are located on the the goal(s) a reality.
lowest level of the management. 3. Structure
- Must define and limit the
Ex.: Supervisors, team leaders,
behavior of its members.
coaches, shift managers, unit
coordinators.
 - Rules and regulations may
guide what people can or
cannot do.
What is management?
➔ The process of coordinating work
activities so that they are
completed efficiently and
effectively with and through other
people
Elements of definition:
1. Process - represents ongoing
functions or primary activities
engaged in by managers.
2. Efficiency
- getting the most output
from the least amount of
inputs.
- doing things right
- Concerned with means.
3. Effectiveness
- completing activities so
that organizational goals
are attained.
- Doing the right thing
- Concerned with ends.
Conclusion: Poor management is most
often due to both inefficiency
ineffectiveness or to effectiveness achieved
without regard for efficiency. Good
management is concerned with both
attaining goals (effectiveness) and doing so
as efficiently as possible.
★ Managers in this era must confront
challenges their counterparts of
even a few years ago could hardly
imagine. The ever-growing wave of
technology, the impact of artificial
intelligence, the evolving nature of
globalization, and the push-pull
tug of war between the firm’s
stakeholder and shareholder
interests are chief among the
demands today’s managers will
face.
Scientific management
➔ It uses scientific methods to
analyze the most efficient
production process in order to
increase productivity.
➔ “One best way” for a job to be done
(Frederick Winslow Taylor).
What do managers do?
1. Planning - defining goals,
establishing strategies for
achieving those goals, and
developing plans to integrate and
coordinate activities.
2. Organizing - determining what
tasks are to be done, who is to do
them, how the tasks are to be
grouped, who reports to whom,
and where decisions are to be
made.
and 3. Leading - motivating subordinates
and influencing individuals or
teams.
4. Controlling - monitoring actual
performance against goals.
Management roles
➔ Specific categories of managerial
behavior.
 a. Interpersonal roles d. Political skills
● Involve people and duties ➔ Building a power base and
that are ceremonial and establishing the right
symbolic in nature connections.
Competencies managers need in order to
b. Informational roles
contribute to an organizational success:
● Involve receiving, collect-
1. Traditional function
ing, and disseminating
● Decision making, short-
information.
term planning, goal setting,
c. Decisional roles monitoring, team building.
● Revolve around making 2. Task orientation
choices. ● Urgency, decisiveness, ini-
tiative.
What skills and competencies do 3. Personal orientation
managers need? ● Compassion, assertiveness,
a. Conceptual skills politeness, customer focus.
➔ Ability to think and to 4. Dependability
conceptualize about ● Personal responsi- bility,
abstract and complex trustworthiness, loyalty,
situations professionalism.
5. Open-mindedness
◆ See the organization
● Tolerance, adaptability, and
as a whole.
creative thinking.
◆ Understand the 6. Emotional control
relationships among ● Resilience and stress
subunits. management.
7. Communication
◆ Visualize how the ● Listening, oral communi-
organization fits into cation and public present-
its broader environ- ation.
ment. 8. Developing self and others
b. Interpersonal skills ● Performance assessment,
➔ Ability to work well with self-development, providing
others both individually and developmental feedback.
as a group. 9. Occupational acumen and con-
c. Technical skills cerns
➔ Knowledge of and ● Technical proficiency,
proficiency in a certain concerned with quality and
specialized field. quantity, financial concern.