THE MANAGER - WEEK 2 DAY 1 LESSON 4 .pdf

ORGANIZATION AND MANAGEMENT

1. THE
MANAGER

2. LEARNING OBJECTIVES
Identify the main functions of management
Determine the roles of managers
Discuss the key skills of managers; and
Describe and compare the levels of
management

3. The conventional definition of management
is getting work done through people, but
real management is developing people
through work.
-Agha Hasan Abedi

4. MANAGER
Managers perform the main
managerial functions in the
organization and assume different
roles in management of their duties.
This resultsin the assignments of
diverse responsibilities to managers
which in turn create the different
levels of organizatinal hierarchy.

5. DIFFERENT TYPES OF MANAGERS
PROBLEM-SOLVING MANAGER
This manager focuses on
addressing company
problems and achieving goals,
but may overdo it, negatively
impacting their overall
performance.

6. PITCHFORK MANAGER
A manager uses fear
tactics and an "iron hand"
to motivate employees
towards a goal, often
characterized as tough or
rude.
DIFFERENT TYPES OF MANAGERS

7. PONTIFICATING MANAGER
A manager's strength lies in
their ability to make people feel at
ease, but this over-friendliness can
hinder their leadership decisions
and result in less systematic
problem-solving, negatively
impacting their overall
performance.
DIFFERENT TYPES OF MANAGERS

8. PRESUMPTUOUS MANAGER
A presumptuous manager
prioritizes personal gain and is often
overconfident, leading to unhealthy
competition and team
disengagement. This type of
manager often causes team
members to resign or leave the
company due to poor
management.
DIFFERENT TYPES OF MANAGERS

9. PERFECT MANAGER
This manager is open to
change and personal growth
but may lack interpersonal
skills and focus on facts and
figures, limiting team
interaction.
DIFFERENT TYPES OF MANAGERS

10. PASSIVE MANAGER
These types of managers
aim to keep everyone happy
and be their friend. This can be
frustrating for employees
because they tend not to
provide constructive criticism.
DIFFERENT TYPES OF MANAGERS

11. PROACTIVE MANAGER
A proactive manager will
anticipate problems before they arise
and take steps to stop them from
happening. This management style is
often most successful in the long term,
as it can help you avoid potential
problems. Proactive management
styles are also more effective for long-
term planning.
DIFFERENT TYPES OF MANAGERS

12. PLANNING - In the planning stage,
managers establish organizational goals,
make strategic decisions, brainstorm
alternatives, and analyze the
organization's current state, vision,
mission, and available resources to
determine the best course of action.
MAIN MANAGEMENT FUNCTIONS

13. ORGANIZING - Organizing involves
distributing resources and delegating
tasks to achieve planning goals, often
collaborating with finance and HR
departments. Managers aim to create a
productive work environment, considering
employees' motivation and aptitude.
MAIN MANAGEMENT FUNCTIONS

14. LEADING - Leading involves motivating
employees and influencing behavior to
achieve organizational objectives.
Successful leaders use interpersonal skills
to connect with team members,
encouraging them to perform to their best
abilities.
MAIN MANAGEMENT FUNCTIONS

15. CONTROLLING - Controlling involves
evaluating plan execution and making
adjustments to achieve organizational
goals. Managers manage tasks like
employee training, deadlines,
performance appraisals, feedback, and
pay raises, ensuring the quality of work
and achieving organizational goals.
MAIN MANAGEMENT FUNCTIONS

16. LEVELS OF MANAGEMENT

17. MANAGEMENT ROLES ACCORDING TO MINTZBERG

18. MANAGEMENT SKILLS
CONCEPTUAL SKILLS - refers to the manager's ability to analyze a
particular situation, identify new opportunities, and resources,
and decide on the best strategies and courses of action.
HUMAN SKILLS - include the manager's capacity to motivate,
lead, and control the behavior, of his or her subordinates. A
manager should know how to effectively communicate,
coordinate, and relate with employees.
TECHNICAL SKILLS - are the specific competencies that a
manager should have in relation to the type of task assigned to
him or her. It is also related to the specialization of a manager
needed in a particular department, unit, or area where he or she
is assigned.

19. THANK
YOU
GRADE 11
- GAS!