LEARNING ACTIVITY SHEET

Grade Level/ Grade 11 Organization and Management Date: Week 2

Subject:
Topic: Nature and Concept Duration: 4 hours
of Management
MELC: Explain the functions, roles and skills of a Score:
manager.
Specific Objectives: 1. Determine the levels, functions and roles of managers.
2. Discuss the key skills of managers.

I. Let’s Know

In the previous lesson, the functions of management and the types of management
theories were discussed. It was also explained that management is a process of coordinating and
overseeing the work performance of individuals working together in organizations, so that they
effectively accomplish their chosen aims/goals. Again, management is a process, then WHO will
perform the process? WHO will coordinate? WHO will oversee? It’s the MANAGER! Now to know
how this Manager performs all of this, it is important to understand first their functions, role, and
skills.

Motivation:

Demonstration: Ask the students to use colored clays to demonstrate how managers could
get involved with teams and teamwork as team leader/ supervisor, facilitator of a team
acting as a special task group, useful player in a group project, and external
coach/sponsor of a problem solving group. Correct positioning a manager and the team
members indicate the students’ perceptions of the manager’s involvement/role in
teamwork. Students will take picture of their output and send it to the teacher.

Teacher’s guide/ Illustration of a demonstration of how managers could get involved with
a team and teamwork.

A. Understanding the foundations for Managerial Success: Ask the students to agree or
disagree with the following statements by putting a check mark on their chosen answer.
Seven agree answers will show the students’ sufficient or average understanding of the
foundations for managerial success. Eight to nine agree answers will indicate superior
understanding of the said foundations for managerial success.
 Successful Managers are those who:
Agree Disagree

1. Look after their self-interests first

2. Inspire their subordinates to do their best in assigned tasks
3. Can craft messages that could be understood clearly by the subordinates
4. Heave self-discipline
5. Believe in using punishment to make subordinates follow
6. Work well with others
7. Do not believe in due process
8. Practice logical thinking before decision-making
9. Always consider the “general good”
10. Have the ability to listen what others seek to communicate
11. Respect everyone and has the ability to maintain career advancement
12. Generally, “goes the extra mile” for those around him or her

Teacher’s guide /Understanding the foundations for managerial success:

Agree Answer: 2, 3, 4, 6, 8, 9, 10, 11, 12
Disagree Answer: 1, 5, 7

NATURE AND CONCEPT OF MANAGEMENT

FUNCTIONS, ROLES, SKILLS OF A MANAGER

A person responsible in managerial activities is called a manager. Managers

administer, support, maintain, and accept accountability for the work of others in his or her
work group, team, department, or the organization, in general. Therefore, it is safe to
assume that organizational success depends upon managers who practice optimal
utilization of their human and material resources, and who encourage high levels of
performance, effectiveness, and efficiency of all people under their management.

Managerial Levels

Organizations typically have three levels of management with their

respective managers- top-level managers, middle-level managers, and frontline or
lower-level managers. (Helen Ma. F. Cabrera, Anthony DC. Altarejos, and Riaz
Benjamin, 2016):

Top-Level Managers are the overall or strategic managers who

concentrate on long-term organizational matters and emphasize the
organization’s stability, development, progress, and general performance
and effectiveness. They are also concerned with the organization’s inter-
relationships with their external environment. Chief executive officers
(CEOs), Chief operating officers (COOs), president, and vice presidents
are examples of top-level managers in big corporations; they have authority
overall their human resources of their organization. Traditionally, Top level
executives set the company’s general direction by designing strategies and
by controlling various resources. At present, however, they, too, must act
as organizational guides who must elaborate on the wider purpose of their
organizational existence, 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 who are
concerned of the organization’s middle levels or departments. They
formulate precise targets and activities primarily based totally at the
strategic or preferred goals and targets advanced with the aid of using top-
level managers. Their traditional role is to act as go-between higher and
lower levels of organization; they announce and interpret top management
priorities to human resources in the middle hierarchical level of the
company. It has been observed that the middle-level managers are more
aware of the company’s problems compared to managers in the higher
level because of their closer contacts with customers, frontline managers
and other subordinates. To be a really perfect middle-level manager, one
need to be innovative in order that they may offer sound thoughts
concerning operational skills in addition to problem-fixing talents in an effort
to assist hold the business enterprise afloat.

Frontline or Lower-Level Managers also are called operational

managers and are answerable for supervising the organization’s daily
activities; they're the bridges among management and non-management
employees. Traditionally, they are controlled and instructed by top-and
middle-level managers to follow their orders in support of the organization’s
major strategy. Lately, however, their role has been expanded in some
large companies, as they are now encouraged to be more creative an
intuitive in the exercise of their functions, so that they, too, may want to
make a contribution to their company’s development and the improvement
of innovative projects

Managerial Roles

The book of Henry Mintzberg, “Strange World of Organizations, 1979”,

identified managerial roles which categorized as follows:

Categories of Managerial Roles according to Mintzberg

• Leader
Interpersonal • Liaison
• Figurehead
• Spokesperson
Informational • Monitor
• Disseminator
• Disturbance handler
• Resource allocator
Decisional or Decision- • Negotiator
making • Entrepreneur
Interpersonal Roles

Leader

The leader role is at the heart of the manager-subordinate

relationship and managerial power. The leader is a pervasive
presence among subordinates, although the relationship between
the leader and the other members of the group tends to be indirect.

Liaison

As a 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 to information that is vital for the company.

Figurehead

As a figurehead, the manager performs social, inspirational,

legal and ceremonial duties. The manager is a figure and have to
be handy for all the people or organizations that most effective
address her or him due to popularity and authority.

Informational Roles

Spokesperson

As a spokesperson, the manager relays information to other

groups and entities outside of the company. Key affects and
stakeholders are saved knowledgeable of business enterprise
performance, plans, and policies. The manager is visible as a
professional wherein his or her company operates.

Monitor

As a monitor, the manager seeks and receives information

from various sources to evaluate the organization’s performance,
well-being, and situation. The manager plays essential
responsibilities consisting of tracking of internal operations, external
dealings, ideas, trends, analysis, and viable threats. The monitor
gathers facts to stumble on changes, problems, and possibilities
and to assemble decision-making scenarios.

Disseminator

As a disseminator, the manager communicates external

information to the organization and facilitates information exchange
between subordinates. The information being disseminated can
either be factual or value-based.
 Decisional of Decision-making Roles

Disturbance Handler

Disturbances may also get up from definite movements of

the staff, surprising modifications in resources, and external threats.
A disturbance may also arise when workers or managers make
mistakes or when an innovation creates in to deal with these
matters, evaluate the situation, reallocate resources, and provide
adequate support to the company.

Resource Allocator

As a resource allocator, the manager oversees and controls

resource allocation by evaluating major decisions involving
resources. Managers develop appropriate models and plans in
conducting their evaluation.

Negotiator

As a negotiator, the manager takes charge of

communicating and negotiating with other organizations, and even
among the members of the company.

Entrepreneur

As an entrepreneur, the manager designs and initiates new

opportunities for the company. An entrepreneur is a risk-taker and
is often involved in start-ups and new projects.

Other Types of Managers (Cynthia A. Zarate, 2016):

• The Problem-Solving Manager focuses on providing solution to

every problem of the company. This manager also concentrates on
achieving the company’s goals. However, managers of this kind
sometimes generally tend to overdo the task of fixing each problem
which influences his or her general performance.

• The Pitchfork Manager threatens employees to work towards a

goal. The Pitchfork Manager threatens personnel to paintings
toward a goal. This manager employs fear methods and makes use
of an “iron hand” to push personnel for effects to keep away from
consequences. He or she is characterized as tough and rude.

• The Pontificating Manager neither follows any strategy nor

prepares for any situation or task and usually ends up with
inconsistent results. The energy of this manager is his or her
capability to make people in the organization feel relaxed when he
or she is nearby because being attentive to others is second nature
 to him or her. However, this over-friendliness typically hinders his
or her management choices and effects in a much less systematic
method to problems consequently affecting his or her general
performance.

• The Presumptuous Manager thinks only of himself or herself. This

kind of manager isn't always an active team player and commonly
works for personal advantage or interest. He or she breeds
unhealthy competition instead of cooperation and teamwork. This
kind of manager is characterized as being too proud and
overconfident and has the tendency to compete with the
contributors of the group. More often than not, members of the team
resign or leave the company because of poor management.

• The Perfect Manager is open to change and personal growth.

However, he or she may be very mechanical and can lack the
interpersonal skills to engage extra carefully together along with his
or her members. He or she just concentrates on facts and figures,
for example, about the product or service being offered.

• The Passive Manager wants to please everyone and make the

team members happy. However, being a crowd pleaser becomes a
hindrance because of his or her lack of drive and assertiveness to
manage the team.
• This kind of manager is defined as very timid in his or her method
to keep away from any confrontation with everyone specially from
the individuals of his or her team.

• The Proactive Manager possesses the good qualities of the other

types of managers. He or she has the drive of the problem-solving
manager to spearhead solutions, the persistence of the pitchfork
manager, the enthusiasm of the pontificating manager, the
confidence of the presumptuous manager, the desire of the perfect
manager for persisted growth, and the choice of the passive
manager to serve.

Managerial Skills

Conceptual, human, and technical are the different types of managerial

skills. (Helen Ma. F. Cabrera, Anthony DC. Altarejos, and Riaz Benjamin, 2016):

Conceptual Skills refer with managers’ capacity to investigate a selected

situation, discover new possibilities and resources, and determine the best
approaches and ways of action.

Human Skills encompass the manager’s potential to motivate, lead, and

manage the behavior of his or her subordinates. A manager must recognize the
way to efficaciously communicate, coordinate, and relate together along with his
or her employees.
 Technical Skills are the unique competencies that a manager must have
regarding the kind of task assigned to him or her. It is likewise associated with the
specialization of a manager required in a selected department, unit, or place
wherein she or he is assigned.

Definition of Terms:
Manager- an individual engaged in management activities such as
supervising, sustaining, upholding, and assuring responsibilities for the work of
others in his/her work group, team, department, on the organization in general
Managerial Roles- the various roles played by managers, such as
interpersonal, information or decision-making roles
Managerial Skills- the various roles that managers must possess, such as
conceptual, human and technical skills.

II. Let’s Perform & Practice

A. General Instruction: Answer the fast learning review questions given in a short bond
paper. After the time allotment, submit it to me via Gmail or if (online class) have it
answered immediately by the students.

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

respective functions of each type of manager.
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.
3. Enumerate the three classifications of managerial roles suggested by Mintzberg. Are they
equal in importance? Explain your answer.
4. Have the managerial functions remained the same through time? Why do you say so?

B. Case Study:

Instruction: Read the article below and answer the questions that follow in a short bond paper
and send it via Gmail.

Tony and Jollibee: Building a Local Fast-food Giant

While earning his degree in chemical engineering at the University of Santo

Tomas, Tony Tan Caktiong toured a Magnolia Ice Cream Plant and learned of a franchise
opportunity. Thus, together with his wife Grace, he opened two ice cream parlors shortly
after graduation in 1975.

The 1977 oil crisis affected the price of most products. He then noticed that
customers ordered more sandwiches than ice cream. Tony also saw the growing
popularity of hamburgers around the world. Thus he relaunched his ice cream parlor as
hamburger house. A year later later, Tony had five stores in Metro Manila and the family
incorporated it as Jollibee Foods Corporation.
 In 1981, Jollibee faced serious competition from McDonald’s when it entered the
Philippines. Being a global brand, McDonalds could easily snatch the market that Jollibee
occupied. Tony was advised to concentrate on holding on to at least a second-place
position in the market given the popularity of McDonald’s. Not to be discouraged with these
developments, Tony believed that Jollibee has captured the Filipino consumers’
preference for local hamburgers. Indeed, Jollibee captured the Filipino taste and this
catapulted Jollibee to the number one position in the fast-food chain industry.

While Tony believed that location is a key ingredient in a store’s success, another
critical ingredient in Jollibee’s success is excellent supervision. Quality supervision is vital
in ensuring quality service, increasing service crew productivity, and reducing waste. Store
managers are key to motivating and controlling crew members responsible for cleaning
the store, taking orders, and preparing food.

Tony believes in empowerment and motivation. He maintains a strong rewards

system and encourages arriving at a consensus in any decision. Tony also describes his
personal management style as people-centered. In-fact he disclosed that he has learned
to be kind to people, and he seldom scolds a person in the organization, even in private.
Tony believes that his employees become more productive when he motivates them, that
is why he pushes them to always give their best in whatever they do.

Listening is also a primary characteristic of Tony’s management style. He has

learned how to value the suggestions of others especially his employees. He believes that
each person, no matter what his or her position in the company, has a valuable insight
that can give the company an advantage in the industry.
Sources: Solee, T. 2009. “Tony Tan Caktiong and Jollibee success story”. Millionaireacts.com, January 30.
https://www.millionaireacts.com/735/tony-tan-caktiong-and-jollibee-success-story-html

Discuss Questions:

1. How will you describe Tony Tan Caktiong’s management style?

2. Do you believe that Tony’s management style is worth emulating? Justify your answer.
3. Should Tony’s approach in managing his employees continue as Jollibee expands?
Why or why not?

III. Let’s Connect / Let’s Analyze

Observe how your family members go about their tasks and activities for a week.
• Identify the typical tasks performed by each family member.
• Who among your family members perform management roles in your household?
• Which management style is being implemented by these family members?

In connection to real life applications, it would be nice to bring this to discussion. At the end
of the discussion, write in two or three sentences to complete the following:

I realized that:
 I resolved that:

IV. Let’s Answer

Formative Assessment: Multiple Choice

Instruction: Choose the letter of the correct answer and submit it to me via Gmail.

1. What managerial level are considered tactical managers that are in charge of the
organization’s middle levels or departments. They formulate specific objectives and
activities based on the strategic or general goals and objectives developed by top-level
managers?
A. Top-level Managers C. Lower-level Managers
B. Middle-level Managers D. Frontline Managers

2. What role of manager seeks and receives information from various sources to evaluate
the organization’s performance, well-being, and situation?
A. Figurehead B. Liaison C. Monitor D. Leader

3. What role of manager serves as an information and communication center??

A. Figurehead B. Liaison C. Monitor D. Leader

4. What managerial skill includes the ability to analyze a particular situation, identify new
opportunities and resources, and decide on the best strategies and courses of action?
A. Human skills B. Communication skills C. Technical skills D. Conceptual skills

5. What managerial skill includes the competencies that a manager should have in relation
to the type of task assigned to him or her?
A. Human skills B. Communication skills C. Technical skills D. Conceptual skills

V. Let’s Explore / Let’s Create

Assessment 1:

Instruction: Get hold of a current magazine or any kind of printed media material or try to search
on the internet, five Chief Executive Officers (CEOs) or Presidents of known corporations whose
accomplishments are discussed. Describe their work as top level managers of their respective
corporations. Relate your description of their work with the functions, roles, and skills of managers
discussed in this lesson. Write it in a short bond paper.

You will be graded according to the rubric given below:

Criteria Performance Level of Performance Score

a. Beliefs or accomplishments of five
CEOs/Presidents related to the Demonstrate all criteria Excellent 10
 functions, roles, and skills of
managers.
b. Beliefs or accomplishments of five
CEOs/Presidents related to the
functions, roles, and skills of
managers.
c. Beliefs or accomplishments of five
CEOs/Presidents related to the
functions, roles, and skills of
managers.
d. Beliefs or accomplishments of five
CEOs/Presidents related to the
functions, roles, and skills of
managers.
e. Beliefs or accomplishments of five
CEOs/Presidents related to the
functions, roles, and skills of
managers.
Only four CEOs/Presidents
with their beliefs or Very good 8
accomplishments related to
functions, roles, skills of
managers.
Only three CEOs/
Presidents with their beliefs Good 6
or accomplishments
related to functions, roles,
skills of managers.
Only two CEOs/Presidents
with their beliefs or Fair 4
accomplishments related to
functions, roles, skills of
managers.
Only one CEOs/Presidents
with their beliefs or Poor 2
accomplishments related to
functions, roles, skills of
managers.

References:

1. Cabrera, H., Altajeros, A., & Benjamin, R. (2016). “Organization and Management.”
Philippine Copyright ISBN 978-971-07-3860-1 Vibal Group Inc.
2. Zarate, C. (2016). “Organization and Management.” Philippines: C&E Publishing Inc.
3. Iñigo, C. (2005). “Management for Filipinos (Revised Edition).” Philippine Copyright 1986

Prepared by:

JHON ACE M. QUIBUYEN

Teacher III- Pablo Lorenzo National High School

Answer Key:

1. B
2. C
3. B
4. D
5. C