6 MANAGEMENT

6.1 The manager 226

6.2 The manager within the organization 226

6.2.1 The manager's tasks 229

6.2.2 Top managers 231

6.2.3 Middle management 232

6.2.4 Managers in government 234

6.3 The manager as a director of others 235

6.3.1 Managers and power 235

6.3.2 Leadership 239

6.3.3 Leadership styles 239

6.3.4 The international manager 259

Sir: Donald Michael G. Remoto

By: Dona Reyna A. Villa De Vera

 ORGANIZATION AND MANAGEMENT REPORT

6. MANAGEMENT
Management is the process by which corporations organize and direct workflow, operations, and workers to achieve
company goals. The basic purpose of management is to foster an environment that allows workers to perform efficiently and
productively. A strong organizational structure acts as a guide for employees, establishing the tone and focus of their work.

6.1 THE MANAGER

A manager is a professional who takes a leadership role in an organization and manages a team of employees. Often,
managers are responsible for managing a specific department in their company. (There are many types of managers, but they
usually have duties like conducting performance reviews and making decisions.)

6.2 THE MANAGER WITHIN THE ORGANIZATION

Managers are accountable for achieving an organization's targets and goals by managing its resources (human,
financial, and operational). Managerial duties include, but are not limited to leading the team, setting objectives, analyzing
performance, making decisions, and reviewing.

6.2.1 The manager’s task

Planning: Setting goals, defining strategies, and creating action plans to achieve objectives.

Organizing: Structuring resources, assigning roles and responsibilities, and establishing workflows to facilitate efficient
operations.

Leading: Motivating, guiding, and supervising employees to ensure they perform effectively and meet expectations.

Decision-making: Analyzing information, evaluating alternatives, and making informed decisions to address challenges and
capitalize on opportunities.

Communicating: Providing clear instructions, conveying expectations, and fostering open communication channels to facilitate
collaboration and alignment.

Problem-solving: Identifying issues, analyzing root causes, and implementing solutions to overcome obstacles and improve
processes.

Monitoring: Tracking progress, assessing performance, and adjusting plans as needed to stay on course and achieve desired
outcomes.

Delegating: Assigning tasks and empowering team members to take on responsibilities, develop skills, and contribute to the
overall success of the organization.

6.2.2 Top Managers

Top managers, often referred to as senior executives or C-suite executives, are the highest-ranking individuals within an
organization responsible for making strategic decisions and overseeing overall operations. They typically include positions such
as Chief Executive Officer (CEO), Chief Operating Officer (COO), Chief Financial Officer (CFO), Chief Technology Officer (CTO),
and Chief Marketing Officer (CMO), among others. These individuals play a crucial role in setting the company's direction,
ensuring its success, and representing its interests to stakeholders. Top-level managers have the following essential
responsibilities:

• Developing the organization's strategic plan.

• Establishing short and long-term organizational objectives.
• Communicating company goals and strategic strategies with middle management.
• Communicate with external partners and stockholders.
6.2.3 Middle Management

Middle management is the level of management behind top executives but above frontline supervisors. These
managers are in charge of implementing upper management's strategies and monitoring the day-to-day operations of their
departments or teams. They serve as an interface between high management and lower-level personnel, converting strategic
objectives into actionable strategies and overseeing their implementation. Middle managers are typically referred to as
department heads, branch managers, or team leaders, and they play an important role in sustaining organizational
communication and coordination. Smaller firms may have only one level of middle management, but larger enterprises may
have several. Their responsibilities include:

 Overseeing work delegated to lower-level management or a department.

 Top-level managers communicate responsibilities and duties to lower-level managers.
 Developing department-specific goals that are consistent with company goals.
 Controlling departmental performance instead of individual performance.
 Achieving set goals.

Low Managers

A lower-level manager, also known as a front-line manager is often in charge of managing the day-to-day operations of
a certain team or department within a company. Their primary supervisory responsibilities include:

 Supervision of employees' day-to-day responsibilities.

 Motivating and providing feedback to individual employees.
 Reporting directly to intermediate managers who are one level above in the hierarchy.
 These managers are known in the workplace as shift managers, supervisors, assistant managers, and team leaders.

6.2.4 Managers in Government

Government managers oversee multiple agencies, initiatives, and projects to ensure that public services are delivered
efficiently and effectively. They manage budgets, people, policy implementation, and strategic planning in accordance with
government regulations and policies. Their tasks vary greatly depending on the level of government and the specific department
or agency for which they work.

6.3 THE MANAGER AS A DIRECTOR OF OTHERS

A manager who acts as a director of others usually has a senior position within an organization, supervising a team or
department. Their responsibilities include defining objectives, offering leadership, and guaranteeing the team's productivity
and success.

6.3.1 Managers and Power

Managers' power is derived from their position and role inside the organization. Managers have the authority to make
decisions, establish goals and objectives, and oversee personnel and resources. A manager's level of influence varies according
to their position in the management structure.

Top managers, such as Secretaries or Directors-General, have significant decision-making authority over major problems and
policies.

Middle managers have the authority to oversee day-to-day operations and address issues within their unit or department.

However, managers' authority is not entirely independent of them. They also have a responsibility to use their power in a fair
and effective manner, for the benefit of the organization and the individuals beneath them.

6.3.2 Leadership

Leadership is defined as managers' ability to successfully lead and influence their teams in order to achieve
organizational goals. Communication, decision-making, delegating, motivation, and problem-solving are some of the talents and
attributes it incorporates. To drive success, effective management leaders inspire and empower employees, provide direction,
develop a great work culture, and adapt to changing circumstances. Managers with great leadership qualities can successfully
manage problems, motivate their staff, and create long-term results within their enterprises.
6.3.3 Leadership styles

Autocratic Leadership: In this style, the leader makes decisions without consulting with others and demands rigorous following
to their orders.

Democratic Leadership: Also known as participative leadership, this style emphasizes soliciting feedback and collaboration from
team members before making choices.

Laissez-Faire Leadership: This hands-off style entails giving team members a high level of autonomy to make decisions and
execute tasks independently.

Transformational leadership: inspires and motivates teams by communicating a compelling vision, inspiring innovation, and
promoting personal growth and development.

Transactional leadership: focuses on setting clear expectations, rewarding success, and acting only when challenges develop.

Servant Leadership: Servant leaders put their team members' needs first, trying to serve and support them in attaining their
objectives.

Charismatic leadership: charismatic leaders have strong personalities and can inspire and influence people with their vision,
enthusiasm, and compelling communication abilities.

6.3.4 The international managers

The international manager is in charge for operations, strategies, and teams in numerous nations or regions. Their
tasks frequently include organizing worldwide projects, managing various teams, overcoming cultural differences, and assuring
compliance with international legislation. To be effective in this capacity, they must have good leadership, communication, and
cross-cultural abilities.