Management Levels

Management

Management is a process by which managers create,

direct, maintain and
operate purposive organization through systematic,
coordinated and
cooperative human efforts."
Management Levels

► An organization can have many different managers, across many different titles,
authority levels, and levels of the management hierarchy.
Most organizations have three management levels:

► Low-level managers;

► Middle-level managers; and

► Top-level managers.
► These managers are classified in a hierarchy of authority, and perform different
tasks. In many organizations, the number of managers in every level resembles a
pyramid.
Top-Level Management

⮚ The board of directors, president, vice-president, and CEO are all examples of
top-level managers.

⮚ These managers are responsible for controlling and overseeing the entire
organization.

⮚ They develop goals, strategic plans, company policies, and make decisions on the
direction of the business.
Middle-Level Management

⮚ Middle-level managers are the general managers, branch managers, and

department managers.
⮚ They are accountable to the top management for their department's function.
⮚ Middle-level managers devote more time to organizational and directional
functions than top-level managers. Their roles can be emphasized as:

► Executing organizational plans in conformance with the company's policies

and the objectives of the top management;

► Defining and discussing information and policies from top management to

lower management;

► and most importantly inspiring and providing guidance to low-level

managers towards better performance.
Low-Level Management

► Supervisors, section leads, and foremen are examples of low-level management titles. These managers
focus on controlling and directing.

Low-level managers usually have the responsibility of:

► Assigning employees tasks;

► Guiding and supervising employees on day-to-day activities;
► Ensuring the quality and quantity of production;
► Making recommendations and suggestions; and
► Up channeling employee problems.
⮚ Communications can
occur to any number of
levels up or down the
organization, but the
most frequent
communication is usually
limited to two levels
⮚ Communications radiate
back and forth. All these
interactions need to be
managed, not only those
that occur between
manager and a
subordinate.
⮚ Managers zigzag through
the organizations, very
rarely does one more
vertically upward taking
over one’s manager job.
• Material consideration
favors larger sizes, which
can results in economies of
scale within manufacture.
Even then efficiency will
begin to decline if the
organization is too large and
so difficult to manage.

• People considerations
favor much smaller units,
critical mass being reached
much sooner. Thereafter
efficiency falls off as size
increases.
✔ In large teams there can be many communication problems
and time wasted in ensuring that communication occurs
smoothly.

✔ Staff working on large projects are less able to see the

contribution that their individual efforts make towards the
organizational goals.

✔ The larger the team the greater the amount of overheads it

needs, such as supervision and coordination.
Management
styles
Management Styles

►The style used is often determined by the

personality of the manager concerned.
►characteristic ways of making decisions and
relating to subordinates.
Management Styles

Seven Styles
►Administrators
►Time Servers
►Climbers
►Generals
►Supporters
►Nice Guys
►Bosses
Administrators
►Very formal in their approach
►Looks to company rules and regulations for solving
problems
►Often limited to one level upwards and downwards
►They are not good at resolving conflict
►In spite of their rather mechanistic approach they are
generally respected by their staff, and by peers for their
organizational loyalty and knowledge.
Time Servers

►These are generally older managers who have lost interest

in their job and environment
►They take all the necessary actions to avoid stress, and
maintain a low profile within the company
►If motivated, they can become a very valuable asset to the
organization. They can build an effective team if they try
Climbers

►Driven by extreme personal ambition and will sacrifice

everything, including self and family to get to the top
►Pursue personal advancement by fair means or foul
►However, they become demodulated if this does not show
quick results and this can eventually lead to stress
Generals

►Generals work extremely hard, driving themselves and

those under them
►Usually a younger person who likes to rule and manipulate
power but is achievement oriented
►Usually they are optimistic about the future
Supporters

►Usually experienced managers who are knowledgeable in

management techniques and apply them where they can
►They delegate responsibilities
►The people working under them are highly motivated
►They get support from specialist within their department
►Supporters tend to be loners and do not mixed well their peers
Nice Guys

►These managers are usually weak-willed and are more

interested in being liked, by peers and subordinates, than
achieving targets
►The productivity of the group is low and conflicts waiting
to burst out
►Ready to yield to pressure from almost any source
Bosses
►These managers are bullies. Using power is like a drug
►They drive the people under them but not themselves
►They expect recognition from peers, but not often do not get it
►Extremely inflexible, only strong talkers and hide behind abusive
language
►They can show result for a short-term only
►The advance by pointing out the mistakes of others and not by their
own achievements
The Comparison

Compartmentalization of
management styles
Management
Responsibilities and
Constraints
►Those who buy the
company’s products, and
are one’s usually thought
when the term ‘customer’ is
used.
►Those who depend on
manager and his or her
department to provide
product or service to which
they can add value before it
reaches the external
customer.
Management Tasks
The Interaction of Management Tasks
PLANNING
►The function of management that involves setting
objectives and determining a course of action for
achieving those objectives.
►Therefore, with good planning,
• purposeful action is more readily achieved;
• crises are anticipated and delays avoided;
• delegation is made-easier, with less need for direction.
• sound and competent planning gets the best out of people.
Steps in the Planning Process​
►Defining the major objective
►Breaking down into minor objectives
►Allocating priorities for minor objectives
►Working out detailed plans for minor objectives
►Allowing for flexibility
ORGANIZING
► The function of management that involves developing an organizational
structure and allocating human resources to ensure the accomplishment
of objectives.
Components of Organizational Structure​
►1. Grouping
• How individuals, jobs, functions or activities are differentiated
and aggregated
►2. Linking
• Enables leadership to provide guidance and direction across
the organization
Effective organization design
INTEGRATING
►The plan of action is carried out to achieve the company's
objectives.
►Involves the social and informal sources of influence that
you use to inspire action taken by others

Ways to be effective in Integrating

• must first understand their subordinates’
personalities, values, attitudes, and emotions
• can effectively and persuasively communicate
MEASURING/CONTROLLING
►Ensuring that performance does not deviate from
standards and taking action to maintain or improve
performance.

3 Steps in Controlling
1. Establishing performance standards
2. Comparing actual performance against standards
3. Taking corrective action when necessary