DEFINITION
SKILL OF MANAGERS Organization - it is a company/ MANANGEMENT PERFORMANCE
TOP LEVEL (CONCEPTUAL SKILLS) institution that contain 1/more people
that have a particular purpose. Effectiveness
Ability to analyze and identify to determine its
"DOING THE RIGHT THINGS"
causes and effects. Have a mental capabilities to Management - each one of a member Choosing the best strategies to complete their
break problems into smaller part. has a task and responsibilities. goals.
Manager - a member who is planning Efficiency
MIDDLE LEVEL (HUMAN SKILLS) and leading to achieve the goals. "DOING THINGS RIGHT"
Ability to develop the technical skills of their co- Maximizing the number of output by using a few
workers is more than their own technical capability. input.
LOWER LEVEL (TECHNICAL SKILLS) MANAGEMENT FUNCTION
Ability to make use of procedures, job-specific
knowledge and techniques to perform a task. (PLOC)
(P) PLANNING
Defining goals by establishing strategies and make
SCOPE OF RESPONSIBILITIES action plans to coordinate activities.
FUNCTIONAL MANAGERS
In charge of major function, and manages a work
CHAPTER 1 (L) LEADING
Decide what need to be done, how will it be done and
unit that is groups based on specific tasks. INTRODUCTION TO MANAGEMENT who will do it.
(O) ORGANIZING
GENERAL MANAGERS Directing & motivating all parties involved, also sorting
Responsible for managing several different out conflicts.
departments that has different tasks. (C) CONTROLING
Monitoring activities to ensure they achieved as planned
INTERPERSONAL ROLES
Responsible for managing relationship with MINTZBERG'S MANAGERIAL ROLE DECISIONAL ROLES
organizational members and the society. It is INFORMATIONAL ROLES The managers have unique access to process
to ensure information is provided.
Gathering & spread information to information & make conclusion
stakeholders of an organization.
THE FIGUREHEAD
THE ENTREPRENEUR
The manager represent his organization all
THE MONITOR The manager initiates changes & improvement
formal matters
The managers receive &collects THE DISTURBANCE HANDLER
THE LIAISON
information Dealing with threats to the organization
The manager interacts with peers & people
THEDISSEMINATOR THE RESOURCE ALLOCATOR
outside of the organization
The managers bring special information Selects where the organization will extend their
THE LEADER
within the organization efforts
Defines the relationship between the
THE SPOKESPERSON THE NEGOTIATOR
manager & employees
Pass on information to outsiders via The manager negotiates on behalf of the
reports, speeches organization for union contracts.
SKILL OF MANAGERS Organization - it is a company/ MANANGEMENT PERFORMANCE
TOP LEVEL (CONCEPTUAL SKILLS) institution that contain 1/more people
that have a particular purpose. Effectiveness
Ability to analyze and identify to determine its
"DOING THE RIGHT THINGS"
causes and effects. Have a mental capabilities to Management - each one of a member Choosing the best strategies to complete their
break problems into smaller part. has a task and responsibilities. goals.
Manager - a member who is planning Efficiency
MIDDLE LEVEL (HUMAN SKILLS) and leading to achieve the goals. "DOING THINGS RIGHT"
Ability to develop the technical skills of their co- Maximizing the number of output by using a few
workers is more than their own technical capability. input.
LOWER LEVEL (TECHNICAL SKILLS) MANAGEMENT FUNCTION
Ability to make use of procedures, job-specific
knowledge and techniques to perform a task. (PLOC)
(P) PLANNING
Defining goals by establishing strategies and make
SCOPE OF RESPONSIBILITIES action plans to coordinate activities.
FUNCTIONAL MANAGERS
In charge of major function, and manages a work
CHAPTER 1 (L) LEADING
Decide what need to be done, how will it be done and
unit that is groups based on specific tasks. INTRODUCTION TO MANAGEMENT who will do it.
(O) ORGANIZING
GENERAL MANAGERS Directing & motivating all parties involved, also sorting
Responsible for managing several different out conflicts.
departments that has different tasks. (C) CONTROLING
Monitoring activities to ensure they achieved as planned
INTERPERSONAL ROLES
Responsible for managing relationship with MINTZBERG'S MANAGERIAL ROLE DECISIONAL ROLES
organizational members and the society. It is INFORMATIONAL ROLES The managers have unique access to process
to ensure information is provided.
Gathering & spread information to information & make conclusion
stakeholders of an organization.
THE FIGUREHEAD
THE ENTREPRENEUR
The manager represent his organization all
THE MONITOR The manager initiates changes & improvement
formal matters
The managers receive &collects THE DISTURBANCE HANDLER
THE LIAISON
information Dealing with threats to the organization
The manager interacts with peers & people
THEDISSEMINATOR THE RESOURCE ALLOCATOR
outside of the organization
The managers bring special information Selects where the organization will extend their
THE LEADER
within the organization efforts
Defines the relationship between the
THE SPOKESPERSON THE NEGOTIATOR
manager & employees
Pass on information to outsiders via The manager negotiates on behalf of the
reports, speeches organization for union contracts.
