is the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary.

acquire the skills of listening, speaking, reading, and writing. Managers

must know how to deal with different people especially in doing business transactions. They must

know how to motivate clients and communicate well in order to have a successful negotiation.

“living it myself before leading others” Reputation is very important so you have

to take good care of it . Once reputation is destroyed, people will no longer trust and make

business with you.

- multi-tasker, imaginative and innovative. A manager can do multi taking that is

why he /she needs trainings and seminars before a managerial position be given.

try to see the “big picture” within the forest of details

willing to do whatever it takes attain organizational success

who are ultimately responsible for the

entire organization. Typical titles include CEO, COO, CFO,

“President”, “Executive Vice President”, “Executive Director”,

“Senior Vice President”, or “Vice President”.

ocated beneath the top levels of the hierarchy who are directly responsible for the work of managers at lower levels. Titles include “Manager”, “Director of”, “Chief”, “Department Head”, and “Division Head”.

at the lowest level of the hierarchy

who are directly responsible for the work of operating (non-

managerial) employees. Often have titles that include the

word “Supervisor”.

It consists of board of directors, chief executive or managing director.

is the ultimate source of authority and it manages goals and

policies for an enterprise. It devotes more time on planning and coordinating

functions.

The branch managers and departmental managers constitute middle level. They are

responsible to the top management for the functioning of their department. They

devote more time to organizational and directional functions.

In small organization, there is only one layer of middle level of management but in big

enterprises, there may be senior and junior middle level management.

is also known as supervisory/operative level of management. It consists of

supervisors, foreman, section officers, superintendent etc.

According to R.C. Davis, “Supervisory management refers to those executives whose work has to

be largely with personal oversight and direction of operative employees”.

Involves selecting goals and objectives, as well as the actions to achieve them.

In particular, planning helps to critically assess the goal to see if it's realistic. It facilitates decision

making and allows setting a time frame by predicting when the company can achieve its goal. It also

defines how to measure performance against the set goals and whose responsibility it will be.

Involves establishing an intentional structure of roles for people to fill in an

organization.

Involves filling, and keeping filled, the positions in the organization structure.

the scope of staffing function is very wide. It includes manpower planning, recruitment, selection,

training and development, performance appraisal, promotion, transfer, compensation, etc. Without

performing staffing function these tasks cannot be accomplished.

Influencing people so that they will contribute to organizational and group goals.

It is a process or technique of instructing, guiding, inspiring, counseling, overseeing and leading

people towards the accomplishment of organizational goals. It is a continuous managerial process

that goes on. throughout the life of the organization.

Measuring and correcting individual and organizational performance to ensure that  events conform to plans. It is also the process of assessing the organization's progress toward  accomplishing its goals. It includes monitoring the implementation of a plan and correcting deviations from that plan.

grow directly out of the authority of a manager’s position and involve

developing and maintaining positive relationships with significant others.

-performs ceremonial duties. Examples: greeting visiting dignitaries, attending an

employee’s wedding, taking an important customer to lunch.

responsibility for the work of subordinates, motivating and encouraging employees,

exercising their formal authority.

making contacts outside the vertical chain of command including peers in

other companies or departments, and government and trade organization representatives.

pertain to receiving and transmitting information so that manager can

serve as the nerve centers of their organizational units.

scans the environment for new information to collect.

Passing on privileged information directly to subordinates.

-Sharing information with people outside their organization. Examples:

a speech to a lobby or suggesting product modifications to suppliers.

involve making significant decisions that affect the organization.

Seeks to improve the unit by initiating projects or someone who is

doing business.

Responds involuntarily to pressures too severe to be ignored.

Examples: a looming strike, a major customer gone bankrupt, or a supplier reneging on a

contract.

Decides who gets what.

Committing organizational resources in “real-time” with the broad

information available from their informational roles.

is a style of

management that emphasizes hierarchy, specialized roles and single leadership for optimized

efficiency in the workplace. Scientific management should be used to determine the most efficient

way to do a job

suggests that the keys to

understanding development are observable behavior and external stimuli in the environment.

believes that employees work

for numerous reasons, including to achieve satisfaction, happiness and desired lifestyles. With

this theory, managers understand employees' behaviors and needs and can implement strategies

to meet those needs and support their skill development over time.

is a theory of learning, and learning theories focus on how we are conditioned to

respond to events or stimuli.

Is known for being FATHER OF PRINCIPLES OF

SCIENTIFIC MANAGEMENT

Scientific determination in finding the “one best way” for

workers to fulfill their jobs assigned to them.

- Careful selection and training of workers

Is known for the 14 Principles

Known for "Father of Principles of Democracy"
-Characterized by division of labor, clear authority hierarchy,

detailed rules and regulations & impersonal relationships.

When employees are specialized, output can increase because they become

increasingly skilled and efficient.

– Employees should have only one direct supervisor.

This principle refers to how close employees are to the decision-making

process. It is important to aim for an appropriate balance.

– Employees should be aware of where they stand in the organization's hierarchy,

or chain of command.

Managers should be fair to staff at all times, both maintaining discipline as necessary

and acting with kindness where appropriate.

Organizations should strive to promote team spirit and unity.