administration, management, and supervision

While administration sets the framework and structure for achieving goals, supervision ensures that these goals are being met through continuous monitoring and support

1. III. MANAGEMENT Group 3

2. topics: A. Characteristics of an Effective Management B. Roles of Managers C. Function of Managers D. Skills of Managers E. Function of Management Planning Staffing Organizing Controlling Directing

3. Characteristics of an Effective Management Effective managers communicate clearly and openly, fostering an environment where team members feel comfortable expressing ideas and concerns. Communication Skills: Good managers inspire and motivate their teams, setting clear goals and providing direction while empowering employees to take ownership of their work. Leadership: Decision-Making Ability: Effective managers analyze situations, consider various options, and make informed decisions confidently while being flexible to change if necessary.

4. Empathy: Understanding and considering the emotions and perspectives of team members fosters a supportive work environment and strengthens relationships. Adaptability: Effective managers are flexible and able to adapt to changing circumstances, whether that involves shifts in strategy or responding to team dynamics. Problem-Solving Skills: They anticipate potential issues and can address problems creatively and efficiently, minimizing disruptions to the team and organization.

5. Delegation: They know how to delegate tasks effectively, trusting their team members to handle responsibilities, which enhances productivity and employee development. Strategic Thinking: Effective managers have a clear vision for the future and the ability to plan for long-term goals while aligning daily operations with that vision. Performance Management: They regularly assess team performance, provide constructive feedback, and recognize achievements, helping to develop employee skills and career growth.

6. Roles of the Managers According to Henry Mintzberg, a renowned management scholar, the roles of the managers are divided into three categories. These are: INTERPERSONAL ROLES INFORMATIONAL ROLES DECISIONAL ROLES

7. These roles involve interactions with other people, both within and outside the organization. Figurehead : the manager performs ceremonial and symbolic duties such as greeting visitors, signing legal documents, and representing the organization at formal events. Leader: In this role, the manager motivates, trains, and encourages employees. It involves all activities related to the development and growth of the team. Liaison: The manager maintains a network of contacts, building and nurturing relationships with individuals and groups both inside and outside the organization to gather information or facilitate work. Interpersonal Roles

8. These roles are about managing information and the flow of communication within the organization. Monitor: The manager scans the environment for relevant information, collects data, and stays informed about trends, changes, and potential opportunities or threats. Disseminator : The manager passes on important information to subordinates and colleagues, ensuring that everyone has the necessary information to perform their duties. Spokesperson : The manager represents the organization to outsiders by transmitting information about the organization's plans, policies, actions, and results. Informational Roles

9. These roles focus on making choices and allocating resources to meet the organization's goals. Entrepreneur: The manager initiates projects that improve the organization, looks for opportunities for change, and drives innovation. Disturbance Handler: When unexpected problems or crises arise, the manager takes corrective action to resolve them. Resource Allocator: The manager is responsible for determining where the organization’s resources (time, money, personnel) are best spent, and making decisions on budgets, schedules, and assignments. Negotiator : The manager negotiates on behalf of the organization or department with external parties. DECISIONAL ROLES

10. Functions of Manager Planning Organizing Leading Controlling

11. this involves assigning tasks to employees, dividing up labor, and establishing reasonable deadlines and completion criteria. Planning: Organizing: the purpose of organizing is to distribute the resources and delegate tasks to personnel to achieve the goals established in the planning stage. Managers may need to work with other departments of the organization, such as finance and human resources, to organize the budget and staffing.

12. Leading: Controlling: Leading consists of motivating employees and influencing their behavior to achieve organizational objectives. Leading focuses on managing people, such as individual employees, teams and groups rather than tasks. Controlling is the process of evaluating the execution of the plan and making adjustments to ensure that the organizational goal is achieved. During the controlling stage, managers perform tasks such as training employees as necessary and managing deadlines.

13. Skills of the Managers A successful manager typically possesses a range of skills, including: Leadership: Inspiring and guiding teams towards achieving goals. Communication: Clearly conveying information and listening effectively. Decision-Making: Analyzing situations and making informed choices . Problem-Solving: Identifying issues and finding practical solutions.

14. Time Management: Prioritizing tasks and managing time efficiently. Strategic Thinking: Planning long-term goals and aligning resources to achieve the m. Emotional Intelligence: Understanding and managing one's own emotions and those of others.

15. The functions of management are a set of core activities that are essential for any organization's effective operation. These functions provide a framework for organizing and guiding an organization's resources and efforts towards achieving its goals. E. Functions of Management

16. The five primary functions of management are: i. PLANNING This involves setting objectives and determining a course of action to achieve those objectives. Planning includes forecasting future conditions, setting goals, developing strategies, and outlining the tasks and schedules to accomplish the objectives.

17. ii. ORGANIZING This function involves arranging resources (people, finances, equipment, etc.) to carry out the organization's plans. Organizing includes creating a structure for the organization, defining roles and responsibilities, and allocating resources effectively to ensure smooth operations.

18. iii. STAFFING Staffing is about acquiring, training, and maintaining the workforce necessary for the organization to achieve its goals. It includes recruiting, hiring, training, evaluating, and developing employees to ensure they are capable and motivated to perform their roles.

19. iv. LEADING Leading involves motivating and guiding employees to achieve the organization's objectives. This function includes making decisions, communicating effectively, resolving conflicts, and inspiring employees to work towards the organization's goals.

20. v. CONTROLLING Controlling is the process of monitoring the organization's progress towards its goals. This function involves setting performance standards, measuring actual performance, comparing it with the standards, and taking corrective actions if necessary to ensure that organizational goals are achieved.