FUNCTIONS, ROLES & SKILLS OF A MANAGER (NOVEMBER 9, 2017)

MANAGERIAL FUNCTION BASED ON THE LEVEL OF MANAGERIAL POSITION

• First-level supervisors – 1st level manager
• Middle managers – Division/Dept. Heads
• Top managers – top level of the organization-CEO, VP, BOD)
ROLES OF A MANAGER
1. INTERPERSONAL ROLES – leader, liaison, figurehead
2. INFORMATIONAL ROLES – monitor, disseminator, spokesperson
3. DECISIONAL ROLES – entrepreneur, disturbance handler, resource allocator, negotiator
SKILLS OF A MANAGER
SKILL – the ability to perform a specific task to achieve the desired results.
1. TECHNICAL SKILL – abilities/expertise to do the job required.
2. HUMAN SKILLS – interpersonal skills
3. CONCEPTUAL SKILLS – think critically and analytically
THE 5 LANGUAGES OF LOVE IN MANAGEMENT By Dr. Gary Chapman (1995)
1. Words of Affirmation - uses words to communicate a positive message to another person.
2. Quality Time - giving the person your focused attention.
3. Acts of Service - providing assistance.
4. Tangible Gifts - physical items.
5. Physical Touch - human to human contact.
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EVOLUTION OF MANAGEMENT (NOVEMBER 10, 2017)

Management Theories – set of general rules = guide the managers to manage.
4 MANAGEMENT THEORIES
1. Classical Theories
a. Scientific Management - proposed by Taylor (1880), Jill Perth and Gantt (Chart) was developed by the
impact of natural methodology and it stressed rational thinking based on the scientific work to improve
individual staff capacity. (principles of efficiency & solution=improvement)
b. Administrative View - proposed by Henri Fayol and Max Weber highlighted the importance of operational
efficiency on the whole organization to develop a general theory explaining the good management of the
elements required which include infrastructure. (Institution & Order = Goals) (Organizational structure)
• Henri Fayol - French Management Theorist - Father of Modern Operational Management, POCCC – Plan,
Organize, Command, Coordinate, Control
2. Behavioral Theories
a. Hawthorne Experiment (1924) - Classical Theory is mainly focused on the organization and staff with
mechanical perspective concentrated on the point of view of human nature, importance of individual attitudes
and behaviors, methods for managers to motivate employees for improving productivity.
Workers attitudes toward their managers affect the level of workers’ performance.
b. Interpersonal Perspective -proposed by Maslow and McGregor that provided a basic foundation of
the behavioral view on human relations and was further derived from the Hawthorne experimental
results showing that the productivity of employees is affected by the interaction and affective
atmosphere of the management that leads to better performance.
Douglas McGregor (1957) - THEORY X & Y
• THEORY X – negative view: employees as unmotivated & unwilling workers = close supervision & control
thru penalty.
• THEORY Y – positive view: employees as energetic, creative & willing workers = encouragement,
delegation and trust
3. Quantitative Theory
a. Management science and operations management perspective view - Originated in World War II and
revealed that the spirit of scientific management commitment, use of quantitative measurement and computer
modeling theory such as analysis of complex business problems.
4. New Theories
a. Contingency Perspective - how to adapt the environmental change and believes that there is no "universal
solution" for the management to solve such conditions since all of management challenges depend on varying
circumstances.
b. Systems Perspective (1890-1900) - System POV + Contingency Perspective = New Theory (STANDARD)
- It successfully meets the inconsistencies that sprouted in the Classical and Behavioral Theories.