ORGMAN

Getting things done through people. It is also defined as the process of designing and maintaining an environment for efficiently accomplishing selected aims (Weihrich and Koontz 2005). A function that directs and coordinates the efforts of the people to accomplish goals and objectives by using available resources efficiently and effectively

• MANAGEMENT

• MANAGER

RESOURCES

• HUMAN, FINANCIAL, PHYSICAL AND INFORMATIONAL

• FINANCIAL, PHYSICAL AND INFORMATIONAL, HUMAN

• PHYSICAL AND INFORMATIONAL, HUMAN, FINANCIAL,

• INFORMATIONAL, PHYSICAL AND HUMAN, FINANCIAL,

FUNCTIONS

• STAFFING, LEADING AND CONTROLLING

• ORGANIZING, STAFFING, LEADING AND CONTROLLING,
  PLANNING

• PLANNING, ORGANIZING, STAFFING, LEADING AND CONTROLLING

• LEADING AND CONTROLLING,
  PLANNING, ORGANIZING, STAFFING

An individual engaged in management activities is called a ____ . _____ supervise, sustain, uphold, and assume responsibility for the work of others in his or her work group, team, department, or the organization, in general.

• MANAGEMENT

• MANAGER

• BUSINESS

• SECRETARY

WHAT ARE THE ROLES AND FUNCTIONS OF A MANAGER?

• TOP,MIDDLE,DOWN

• TOP,MIDDLE, FRONTLINE

ALSO CALLED AS “CORPORATE MANAGERS”. FOCUSES ON LONG-TERM ORGANIZATIONAL CONCERNS. EMPHASIZES THE ORGANIZATION’S STABILITY, DEVELOPMENT, PROGRESS AND OVERALL EFFICIENCY AND EFFECTIVENESS. THEY ARE CEO, COO, PRESIDENT AND VICE PRESIDENT.

• TOP-LEVEL MANAGERS

• MIDDLE MANAGERS

• FRONTLINE

ALSO CALLED AS “TACTICAL MANAGERS”. FORMULATE SPECIFIC OBJECTIVES AND ACTIVITIES BASED ON THE STRATEGIC OR GENERAL GOALS AND OBJECTIVES DEVELOPED BY THE TOP-LEVEL MANAGERS. ACT AS AN INTERMEDIARY, GENERAL MANAGER, BRANCH MANAGER AND DEPARTMENT MANAGER.

• FRONTLINE MANAGERS

• TOP-LEVEL MANAGERS

• MIDDLE-LEVEL MANAGERS

ALSO CALLED “OPERATIONAL MANAGERS”. RESPONSIBLE FOR SUPERVISING THE DAYTO-DAY ACTIVITIES. CONTROLLED AND INSTRUCTED BY TOP AND MIDDLE MANAGERS TO FOLLOWTHEIR ORDERS IN SUPPORT OF THE ORGANIZATION’S MAJOR STRATEGY. THEY ARE SUPERVISORS, SECTION LEADS AND FOREMEN.

• FRONTLINE MANAGERS

• TOP-LEVEL MANAGERS

• MIDDLE-LEVEL MANAGERS

ENABLE THE MANAGERS TO THINK OF POSSIBLE SOLUTIONS TO COMPLEX PROBLEMS.

• HUMAN SKILLS

• CONCEPTUAL SKILLS

• TECHNICAL SKILLS

ENABLE MANAGERS IN ALL LEVELS TO RELATE WELL WITH PEOPLE

• CONCEPTUAL SKILLS

• HUMAN SKILLS

• TECHNICAL SKILLS