skills and function of management

8/8/2019 skills and function of management

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PRETEST;

a.planning

b. organizing

c. leading

d. controlling

e. Interpersonal skills

f. Technical skills

g. Administrative skills

h. Conceptual skill

i. Motivation

j. Mentors

____1.This is establishing objectives and goals for an organization, and determining the

best.

____2. It is theprocess of arranging resources to carry out the organizations plans.

____3. It is the third function of management. It is theprocess of guiding and motivating

people to work toward organizational goals.

____4. This is theprocess of measuring progress against goals and objectives.

____5.This are required to understand otherpeople and to interact effectively with

them.

____6.This are the most important at thelowerlevels of management.

____7.It is the technical skills in gathering, data analysis, planning, and organizing.

____8.This is the ability to understand the relationships ofparts to a whole.

____9.This are theexperienced managers oremployees with a wide network of industry

colleagues who can explain officepolitics, serve as a role model for appropriate

business behavior, and help otheremployees negotiate the corporate structure.


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____10.This are theexperienced managers oremployees with a wide network of

industry colleagues who can explain officepolitics, serve as a role model for appropriate



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Function and

Skill of managementManagement

Is the process of coordinating resources to meet

organizational goals? Managers fill three general roles:

interpersonal, informational, and decisional.

The four basic functions of management:

These functions overlap, meaning that one role or task can require

more than one function. The first management function is

planning.

1.planning

2. organizing

3. leading

4. controlling

Planning

Is establishing objectives

and goals for an organization, anddetermining the best ways toaccomplish them.


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Strategic planning

Establishes the actions and the resource allocation required to

accomplish strategic goals developed by top management. When a

senior manager is planning strategically, she is making decisions

for two to five years in the future. A solid strategic plan answers

these questions:

The steps of strategic planning are:

Where are we going?

What is theenvironment?

How do we get there?

2. Creating a mission statement1. Developing a

3. Analyze SWOT 4. Developing forecasts

5. Analyzing the competition

6. Establishing goals and objectives

7. Developing action plans


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Specific components of the mission statement often include the

companys:

Product and/or service

Primary market

Fundamental concern for survival

Growth and profitability

Managerial philosophy

Commitment to quality and social responsibility

Next a company should analyze the strengths, weaknesses,

opportunitiesandthreats.

This is

SWO

Tanalysis.

Strengths and weaknesses are internal to

the company. Strengths are positive factors that can contribute to a

companys success. The company must identify its core competence.

The companys core competence is the bundle of skills and

technologies that enable a company to provide a particular benefit

The company vision is a realistic, credible, and

achievable view of the future. It is where theleaders

want the company to go.

Themission statement consists of a few well-written,

tightly packed sentences orparagraphs that express thatvision. The mission statement focuses employees attentionon the important elements of the organization, and identifiestheessence of the organization to outsiders. It is a statementof the organizations purpose, basic goals, and philosophies.


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to customers. Weaknesses are the negatives within the company

that may hinder success. For example, this may be obsolete

equipment or lack of skilled employees.

Opportunities and threats come from the companys environment.

Opportunities are positive factors in the industry, economy, or

supply chain that can help the company to succeed. Threats are

possible external factors that could cause the company to fail. An

example of a threat would be a shortage of supplies or poor

economic conditions.

Creating forecasts is the fourth step in strategic planning.

Forecast

is a prediction of future conditions.Developing a forecast is difficult becausethe manager must make assumptionsabout not only the company, but also thecompanys industry and environment, liketheeconomy.


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For example, very few people in 1998 accurately predicted the state of

the economy in2003. There two categories of forecasts: quantitative and

qualitative.

.

Cost leadershipStrategy focuses on producing and selling products more

efficiently and less expensively than others on the market. Using

this strategy allows companies to sell products at a lower price

than the competition does. An example of cost leadership is Home

Depot.

Focus strategy

Concentrates efforts to sell in a specific region or to a specific

type of customer. For example, University of Phoenix caters to

working adults.

Quantitative forecasts

Develop by using thepast records and tests with complicated

statisticalestimates.

Qualitative forecasts

areless tangible. Intuition and consumer research play a

major role in qualitative forecasts.


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Differentiation

is showing how the competitions product or service is

different and less appealing, or how this organizations product is

better. Differentiation is based on:

The sixth step in strategic planning is establishing company goals

and objectives.

Level of service

Level of quality

Product features

New technologies

Goals

are

general, long-

range targets.

If a company

has a wish to

be the biggest

selling firm in

its industry,

then that is

one of their

goals.

Objectives, on

the other hand,

are specific,

short-range

targets. An

example of an

objective is to

increase

production of

hiking boots 15%

at the Denver

plant during the

next three

months.


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To be effective, goals and objectives should be:

Solid can they understand it?

Measurable how do they mark progress and achievement?

Attainable can they reach it?

Challenging must they work hard to reach it?

Relevant does it relate to the mission statement?

Time-limited when must they reach it?

Once the strategic goals and objectives are set, then the company

must develop an action plan how they will achieve them.

There are two types of action plans: operational and tactical.

1. Tacticalplans

Define the actions and the resource allocation necessary to

reach the tactical objectives. As you know, resource allocation is

deciding when and how to use company possessions, time, and

employees. Middle managers develop departmental tactical plans

for achievements one to three years in the future. Tactical planssupport strategic plans, and change more frequently than strategic

plans.

2. Operationalplans


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Cover achievements less than one year away. First-line

managers and supervisors develop these plans to achieve objectives

that support the tactical plans.

To survive these unexpected incidents, managers develop

guidelines for crisis management.

The second management function is organizing.

Crisis management Is the system

for minimizing damage from a threatening

situation?

Organizing

is theprocess of arranging resources to carry out the organizations plans.

Organizing is difficult because of the companys constantly changing environment,

industry, and faces.

Sinceeach week managers face new challenges, the function of organizing is never complete.

The first task is to organize the corporate management structure.


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Management pyramid

Is a three-tiered division of the

organizational structure?The top

tier is comprised of top managers.

Middle managers.

Thesepeople

developplans to implement thegoals of top management andcoordinate the work of first-linemanagers.

Top managers

are those who are responsible for setting strategi

goals. They have the most power and

responsibility in the organization. Top

management includes C-levelexecutives and

The third tier or bottom

level of thepyramid is

reserved forfirst-line

managers. This includes

department managers,

some team managers,

office managers, and

supervisors. Thesepeople

implement theplans

developed by the top two

tiers of managers.

Senior managers, divisional

managers fall into this category.

An example of a middle manager

is a bank branch manager.Middle managers function as

team leaders in some

organizations.


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Four Basic Functions of Management

The Leading and Controlling Functions

Self-awareness

Self-regulation

Motivation

Empathy

Social skill

There are three leadership styles: autocratic, democratic, and

laissez-fairer. Today, democratic and laissez-fairer leadership styles are

gaining popularity. All leaders exhibit characteristics from one or more

of these types.

The characteristics of a high EQ include:

The Leading

is the third

function of

management. It is the

process of guiding

and motivating

people to work

toward organizational

goals. Meeting the

needs of todaysdiversified groups is

more difficult than

satisfying the

homogeneous

Ok!Good question..

The Motivation

is giving employees reasonto perform at topquality andcapacity while moving

toward goals. Leaders oftenhaveeffective interpersonalskills and high emotionalquotients (EQs).

Teacher howabout the

motivation?


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Leadership style occurs along a continuum, ranging from boss-

centered to employee-centered. If managers exercise greater

authority, they are moving toward

boss-centeredleadership. If the manager allows employees to

function independently, the manager is taking the

employee-centeredleadership approach. If a leader chooses the

leadership type based on what is most appropriate for the

situation, she is exhibiting

contingency leadership. This is the most effective leadershipstyle.

Leadership Type Characteristic

Autocratic Makes decisions alone

Effective in quick decision-making

Discourages innovation and empowerment

Hands-on approach

Democratic Delegates authority

Makes slower decisions

Invites assistance for decision-making

Teamwork encouraged

Laissez-fairer Takes role of consultant

Fails if workers dont have same goals and

standards as organization

Free-reign leadership hands-off approach

Innovation is encouraged


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Managers today are adopting

two techniques to help their

employees: mentoring and

coaching.

Coaching is helping employees

reach their highest potential by:

Meeting with them regularly

Discussing problems that hinder their ability to work

effectively

Offering suggestions

Offering encouragement to overcome problems

Mentoring embodies all the characteristics of coaching, and then

takes an additional step.

Mentors

are experienced managers or employees with a wide network

of industry colleagues who can explain office politics, serve as arole model for appropriate business behavior, and help other

employees negotiate the corporate structure. Change

in the workplace scares some employees and meets with

resistance, so it is important to prepare employees for the change.


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Cultivating constant change on a small scale can prepare

employees for larger changes. Regular and frequent

communication is the key in change preparation. This helps build

trust long before major change occurs.

The organizational culture, or corporate culture,

is a set of shared values and norms that support the

management system and guide workplace behavior. Corporate

culture influences how employees treat and react to one another.

Standards

are the criteria for measuring the

performance of the organization. How

the actual product or service measuresagainst that standard is the quality. The

control cycle is important to the

controlling function.

Controlling

is the fourth

management function.

Controlling is theprocess of

measuring progress against

goals and objectives.

Managers then correct

deviations if the results are not

as expected.


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The control cycle has four basic steps:

3. Compare performance with

standards

4. Take corrective action if

needed

The control cycle uses two types of performance measures:

qualitative and quantitative.

Qualitative measuresare specific and numerical based.

Qualitative measuresare subjective, relying on opinion and

intuition.

1. Set standards

2. Measure performance


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Managers use many skills to perform their jobs. There are three

categories ofmanagement skills: interpersonal skills, technical

skills, and conceptual skills.

1.Interpersonal skills are required to understand otherpeople and to interact effectively with them. Whenever

managers communicate, negotiate, interact, orencourage they are using interpersonal skills. Communication, on

of the interpersonal skills, is the most persuasive. It allows a manager to perceive stockholders needs, and

increaseproductivity for that manager and the company. These skills are important to alllevels of management

and are the most im ortant.

Conceptual skill is the ability tounderstand the relationships ofparts to a whole. These skills areparticularly important to higher-levemanagers.

2.Management Skills The second

management skills category is

technical skill. This is theability and knowledge toperform the mechanics of aparticular job. Technical skillsare most important at thelowerlevels of management.Included in the category oftechnical skill are

Administrative skills are

technical skills in gathering, data

analysis, planning, and organizing.

Oneexample of administrative

skills is project management

(PM). PM is becoming a very

important part of management that

focuses on schedules, budgets,

resource allocation, and

timeliness.


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.

Decision making is the process of:

:

A key activity included under conceptualskills is decision making

5.Implem

enting

that

alternative

4.

Choosi

ng

one

of the

alternati

ves

1. Identifying

apoint wh

ere

a decision

should

be made

2.

Analyzing

theproblem

3.

Weighing

The

Alternatives

6.

Evaluating

the results


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Function and

S

kill of managementWhat is module all about

A Pleasant day to all! We see each other again, my dear student I hope you will find this module

interesting. This module will be a new experience for you.

This course is designed to develop and to review the basic techniques taken up in

Fundamentals of function and skill management, and to prepare students to possess the proper

foundation for achieving greater efficiency in production work. It also includes simultaneously

manage in Filipino as educational policy that is essential to government correspondence and

other secretarial related works.

What you are expected to learn;

In this module we are expected to;

1.To determine the four basic faction of management

2.To familiarize the planning faction

3.To understand the Organizing function

4.To know the leading

5.To be able to understand the controlling

6.To determine Interpersonal

7.To familiarize the technical, administrative, and conceptual

8.To understand how to the decision making skills


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Let us test your knowledge.

Self check:

Instruction:Choose the correct answer.

1.This is establishing objectives and goals for an organization, and determining the best.

a.planning

b. organizing

c. leading

d. controlling

2. It is theprocess of arranging resources to carry out the organizations plans.

a.planning

b. organizing

c. leading

d. controlling

3. It is the third function of management. It is theprocess of guiding and motivating


a.planning

b. organizing

c. leading

d. controlling

4. This is theprocess of measuring progress against goals and objectives.

a.planning

b. organizing

c. leading

d. controlling


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5.This are required to understand otherpeople and to interact effectively with them.

a. Interpersonal skills

b. Administrative skills

c. Conceptual skill

d. Motivation

6.This are the most important at thelowerlevels of management.

a. Technical skills


c. Conceptual skill

d. Motivation

7.It is the technical skills in gathering, data analysis, planning, and organizing.



c. Conceptual skill

d. Motivation

8.This is the ability to understand the relationships ofparts to a whole.



c. Conceptual skill

d. Motivation

9.This is giving employees reason to perform at topquality and capacity while moving

toward goals.



c. Conceptual skill


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d. Motivation

10.This are theexperienced managers oremployees with a wide network of industry





c. Conceptual skill

d. Mentors


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Post test:

a.planning

b. organizing

c. leading

d. controlling

e. Interpersonal skills

f. Technical skills

g. Administrative skills

h. Conceptual skill

i. Motivation

i. Mentors

____1.This is establishing objectives and goals for an organization, and determining the

best.

____2. It is theprocess of arranging resources to carry out the organizations plans.

____3. It is the third function of management. It is theprocess of guiding and motivating


____4. This is theprocess of measuring progress against goals and objectives.

____5.This are required to understand otherpeople and to interact effectively with

them.

____6.This are the most important at thelowerlevels of management.

____7.It is the technical skills in gathering, data analysis, planning, and organizing.

____8.This is the ability to understand the relationships ofparts to a whole.

____9.This are theexperienced managers oremployees with a wide network of industry



25/27


____10.This are theexperienced managers oremployees with a wide network of

industry colleagues who can explain officepolitics, serve as a role model for appropriate



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MODULESubmitted by:

Mayor, Roby Rose P.

BBTE 3-2

Submitted to:

Prof. Sheryl Morales

Edited by:

Miss. Evelyn S. Setias

English Teacher

West Fairview E/SAustin St.,

West Fairview Quezon City


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KEYWORD:

SELFCHECK

1.planning

2. organizing

3. leading

4. controlling

5. Interpersonal skills

6. Technical skills

7. Administrative skills

8. Conceptual skill

9. Motivation

10. Mentors

PRETEST

1.planning

2. organizing

3. leading

4.controlling


6. Technical skills


8. Conceptual skill

9. Motivation

10. Mentors

POSTEST

1.planning

2. organizing

3. leading

4.controlling


6. Technical skills


8. Conceptual skill

9. Motivation

10. Mentors

skills and function of management

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