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LEARNING ACTIVITY SHEET

Grade Level/ Grade 12 Organization and Management Date: Week 2
Subject:
Topic: Nature and Concept of Duration: 4 hours
Management
MELC: Explain the functions, roles and skills of a Score:
manager.
Specific Objectives: 1. Determine the levels, functions and roles of managers.
2. Discuss the key skills of managers.

I. Let’s Know

In the previous lesson, the functions of management and the types of management
theories were discussed. It was also explained that management is a process of coordinating
and overseeing the work performance of individuals working together in organizations, so that
they effectively accomplish their chosen aims/goals. Again, management is a process, then
WHO will perform the process? WHO will coordinate? WHO will oversee? It’s the MANAGER!
Now to know how this Manager performs all of this, it is important to understand first their
functions, role, and skills.

Motivation:

Demonstration: Ask the students to use colored clays to demonstrate how managers
could get involved with teams and teamwork as team leader/ supervisor, facilitator of a
team acting as a special task group, useful player in a group project, and external
coach/sponsor of a problem-solving group. Correct positioning a manager and the team
members indicate the students’ perceptions of the manager’s involvement/role in
teamwork. Students will take picture of their output and send it to the teacher.

Teacher’s guide/ Illustration of a demonstration of how managers could get involved with
a team and teamwork.

A. Understanding the foundations for Managerial Success: Ask the students to agree or
disagree with the following statements by putting a check mark on their chosen answer.
Seven agree answers will show the students’ sufficient or average understanding of the
foundations for managerial success. Eight to nine agree answers will indicate superior
understanding of the said foundations for managerial success.

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Successful Managers are those who:

Agree Disagree
1. Look after their self-interests first
2. Inspire their subordinates to do their best in assigned tasks
3. Can craft messages that could be understood clearly by the
subordinates
4. Heave self-discipline
5. Believe in using punishment to make subordinates follow
6. Work well with others
7. Do not believe in due process
8. Practice logical thinking before decision-making
9. Always consider the “general good”
10. Have the ability to listen what others seek to communicate
11. Respect everyone and has the ability to maintain career
advancement
12. Generally, “goes the extra mile” for those around him or her

Teacher’s guide /Understanding the foundations for managerial success:

Agree Answer: 2, 3, 4, 6, 8, 9, 10, 11, 12
Disagree Answer: 1, 5, 7

NATURE AND CONCEPT OF MANAGEMENT

FUNCTIONS, ROLES, SKILLS OF A MANAGER

A person responsible in managerial activities is called a manager. Managers

administer, support, maintain, and accept accountability for the work of others in his or
her work group, team, department, or the organization, in general. Therefore, it is safe to
assume that organizational success depends upon managers who practice optimal
utilization of their human and material resources, and who encourage high levels of
performance, effectiveness, and efficiency of all people under their management.

Managerial Levels

Organizations typically have three levels of management with their

respective managers- top-level managers, middle-level managers, and frontline
or lower-level managers. (Helen Ma. F. Cabrera, Anthony DC. Altarejos, and
Riaz Benjamin, 2016):

Top-Level Managers are the overall or strategic managers who concentrate on

long-term organizational matters and emphasize the organization’s stability,
development, progress, and general performance and effectiveness. They are also
concerned with the organization’s interrelationships with their external environment.
Chief executive officers (CEOs), Chief operating officers (COOs), president, and vice

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presidents are examples of top-level managers in big corporations; they have authority
overall their human resources of their organization. Traditionally, Top level executives
set the company’s general direction by designing strategies and by controlling various
resources. At present, however, they, too, must act as organizational guides who must
elaborate on the wider purpose of their organizational existence, so that their
subordinates could identify and be committed to its success in the three levels of
management.

Middle-Level Managers are the tactical managers who are concerned of the
organization’s middle levels or departments. They formulate precise targets and activities
primarily based totally at the strategic or preferred goals and targets advanced with the
aid of using top level managers. Their traditional role is to act as go-between higher and
lower levels of organization; they announce and interpret top management priorities to
human resources in the middle hierarchical level of the company. It has been observed
that the middle-level managers are more aware of the company’s problems compared to
managers in the higher level because of their closer contacts with customers, frontline
managers and other subordinates. To be a really perfect middle-level manager, one
need to be innovative in order that they may offer sound thoughts concerning operational
skills in addition to problem-fixing talents in an effort to assist hold the business
enterprise afloat.

Frontline or Lower-Level Managers also are called operational managers and

are answerable for supervising the organization’s daily activities; they're the bridges
among management and non-management employees. Traditionally, they are controlled
and instructed by top-and middle-level managers to follow their orders in support of the
organization’s major strategy. Lately, however, their role has been expanded in some
large companies, as they are now encouraged to be more creative an intuitive in the
exercise of their functions, so that they, too, may want to contribute to their company’s
development and the improvement of innovative projects

Managerial Roles

The book of Henry Mintzberg, “Strange World of Organizations, 1979”,

identified managerial roles which categorized as follows:

Categories of Managerial Roles according to Mintzberg

• Leader
Interpersonal • Liaison
• Figurehead
• Spokesperson
Informational • Monitor
• Disseminator
• Disturbance handler
• Resource allocator
Decisional or Decision- • Negotiator
making • Entrepreneur

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Interpersonal Roles

Leader

The leader role is at the heart of the manager-subordinate relationship and

managerial power. The leader is a pervasive presence among subordinates, although
the relationship between the leader and the other members of the group tends to be
indirect.

Liaison

As a liaison, the manager is an information and communication center. A liaison

builds and maintains relationships with other companies. It is essential, therefore, that
the manager possesses networking skills to maintain internal and external contacts
for information exchange. Liaisons use these contacts to gain access to information
that is vital for the company.

Figurehead

As a figurehead, the manager performs social, inspirational, legal and ceremonial

duties. The manager is a figure and have to be handy for all the people or
organizations that most effective address her or him due to popularity and authority.

Informational Roles

Spokesperson

As a spokesperson, the manager relays information to other groups and entities

outside of the company. Key affects and stakeholders are saved knowledgeable of
business enterprise performance, plans, and policies. The manager is visible as a
professional wherein his or her company operates.

Monitor

As a monitor, the manager seeks and receives information from various sources to
evaluate the organization’s performance, well-being, and situation. The manager
plays essential responsibilities consisting of tracking of internal operations, external
dealings, ideas, trends, analysis, and viable threats. The monitor gathers facts to
stumble on changes, problems, and possibilities and to assemble decision-making
scenarios.

Disseminator

As a disseminator, the manager communicates external information to the

organization and facilitates information exchange between subordinates. The
information being disseminated can either be factual or value-based.

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Decisional of Decision-making Roles

Disturbance Handler

Disturbances may also get up from definite movements of the staff, surprising
modifications in resources, and external threats. A disturbance may also arise when
workers or managers make mistakes or when an innovation creates in to deal with
these matters, evaluate the situation, reallocate resources, and provide adequate
support to the company.

Resource Allocator

As a resource allocator, the manager oversees and controls resource allocation by

evaluating major decisions involving resources. Managers develop appropriate
models and plans in conducting their evaluation.

Negotiator

As a negotiator, the manager takes charge of communicating and negotiating with

other organizations, and even among the members of the company.

Entrepreneur

As an entrepreneur, the manager designs and initiates new opportunities for the
company. An entrepreneur is a risk-taker and is often involved in start-ups and new
projects.

Other Types of Managers (Cynthia A. Zarate, 2016):

• The Problem-Solving Manager focuses on providing solution to every

problem of the company. This manager also concentrates on achieving
the company’s goals. However, managers of this kind sometimes
generally tend to overdo the task of fixing each problem which influences
his or her general performance.

• The Pitchfork Manager threatens employees to work towards a goal. The

Pitchfork Manager threatens personnel to paintings toward a goal. This
manager employs fear methods and makes use of an “iron hand” to push
personnel for effects to keep away from consequences. He or she is
characterized as tough and rude.

• The Pontificating Manager neither follows any strategy nor prepares for
any situation or task and usually ends up with inconsistent results. The
energy of this manager is his or her capability to make people in the
organization feel relaxed when he or she is nearby because being
attentive to others is second nature

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to him or her. However, this over-friendliness typically hinders his or her

management choices and effects in a much less systematic method to
problems consequently affecting his or her general performance.

• The Presumptuous Manager thinks only of himself or herself. This kind

of manager isn't always an active team player and commonly works for
personal advantage or interest. He or she breeds unhealthy competition
instead of cooperation and teamwork. This kind of manager is
characterized as being too proud and overconfident and has the tendency
to compete with the contributors of the group. More often than not,
members of the team resign or leave the company because of poor
management.

• The Perfect Manager is open to change and personal growth. However,

he or she may be very mechanical and can lack the interpersonal skills to
engage extra carefully together along with his or her members. He or she
just concentrates on facts and figures, for example, about the product or
service being offered.

• The Passive Manager wants to please everyone and make the team
members happy. However, being a crowd pleaser becomes a hindrance
because of his or her lack of drive and assertiveness to manage the team.
• This kind of manager is defined as very timid in his or her method to keep
away from any confrontation with everyone specially from the individuals
of his or her team.

• The Proactive Manager possesses the good qualities of the other types
of managers. He or she has the drive of the problem-solving manager to
spearhead solutions, the persistence of the pitchfork manager, the
enthusiasm of the pontificating manager, the confidence of the
presumptuous manager, the desire of the perfect manager for persisted
growth, and the choice of the passive manager to serve.

Managerial Skills

Conceptual, human, and technical are the different types of managerial skills. (Helen Ma. F.
Cabrera, Anthony DC. Altarejos, and Riaz Benjamin, 2016):

Conceptual Skills refer with managers’ capacity to investigate a selected situation,

discover new possibilities and resources, and determine the best approaches and ways
of action.

Human Skills encompass the manager’s potential to motivate, lead, and manage the
behavior of his or her subordinates. A manager must recognize the way to efficaciously
communicate, coordinate, and relate together along with his or her employees.

Technical Skills are the unique competencies that a manager must have regarding the
kind of task assigned to him or her. It is likewise associated with the specialization of a
manager required in a selected department, unit, or place wherein she or he is assigned.

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Definition of Terms:

Manager- an individual engaged in management activities such as supervising, sustaining, upholding,

and assuring responsibilities for the work of others in his/her work group, team, department, on the
organization in general
Managerial Roles- the various roles played by managers, such as interpersonal, information or
decision-making roles
Managerial Skills- the various roles that managers must possess, such as conceptual, human and
technical skills.

II. Let’s Perform & Practice

A. General Instruction: Answer the fast learning review questions given in a short bond
paper. After the time allotment, submit it to me via Gmail or if (online class) have it
answered immediately by the students.

1. How do organizations classify managers according to their functions? Describe the

respective functions of each type of manager.
2. Among the different types of managers discussed in this lesson, which type of managers
are more aware of their organization’s problems? Explain your answer.
3. Enumerate the three classifications of managerial roles suggested by Mintzberg. Are
they equal in importance? Explain your answer.
4. Have the managerial functions remained the same through time? Why do you say so?

B. Case Study:

Instruction: Read the article below and answer the questions that follow in a short bond
paper and send it via Gmail.

Tony and Jollibee: Building a Local Fast-food Giant

While earning his degree in chemical engineering at the University of Santo

Tomas, Tony Tan Caktiong toured a Magnolia Ice Cream Plant and learned of a
franchise opportunity. Thus, together with his wife Grace, he opened two ice cream
parlors shortly after graduation in 1975.

The 1977 oil crisis affected the price of most products. He then noticed that
customers ordered more sandwiches than ice cream. Tony also saw the growing
popularity of hamburgers around the world. Thus he relaunched his ice cream parlor as
hamburger house. A year later later, Tony had five stores in Metro Manila and the family
incorporated it as Jollibee Foods Corporation.

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In 1981, Jollibee faced serious competition from McDonald’s when it entered the
Philippines. Being a global brand, McDonalds could easily snatch the market that
Jollibee occupied. Tony was advised to concentrate on holding on to at least a second-
place position in the market given the popularity of McDonald’s. Not to be discouraged
with these developments, Tony believed that Jollibee has captured the Filipino
consumers’ preference for local hamburgers. Indeed, Jollibee captured the Filipino taste
and this catapulted Jollibee to the number one position in the fast-food chain industry.

While Tony believed that location is a key ingredient in a store’s success, another
critical ingredient in Jollibee’s success is excellent supervision. Quality supervision is
vital in ensuring quality service, increasing service crew productivity, and reducing waste.
Store managers are key to motivating and controlling crew members responsible for
cleaning the store, taking orders, and preparing food.

Tony believes in empowerment and motivation. He maintains a strong rewards

system and encourages arriving at a consensus in any decision. Tony also describes his
personal management style as people-centered. In-fact he disclosed that he has learned
to be kind to people, and he seldom scolds a person in the organization, even in private.
Tony believes that his employees become more productive when he motivates them,
that is why he pushes them to always give their best in whatever they do.

Listening is also a primary characteristic of Tony’s management style. He has

learned how to value the suggestions of others especially his employees. He believes
that each person, no matter what his or her position in the company, has a valuable
insight that can give the company an advantage in the industry.
Sources: Solee, T. 2009. “Tony Tan Caktiong and Jollibee success story”.
Millionaireacts.com, January 30. https://www.millionaireacts.com/735/tony-tan-caktiong-and-jollibee-success-story-html

Discuss Questions:

1. How will you describe Tony Tan Caktiong’s management style?

2. Do you believe that Tony’s management style is worth emulating? Justify your
answer.
3. Should Tony’s approach in managing his employees continue as Jollibee expands?
Why or why not?

III. Let’s Connect / Let’s Analyze

Observe how your family members go about their tasks and activities for a week.
• Identify the typical tasks performed by each family member.
• Who among your family members perform management roles in your household?
• Which management style is being implemented by these family members?

In connection to real life applications, it would be nice to bring this to discussion. At the end
of the discussion, write in two or three sentences to complete the following:

I realized that:

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I resolved that:

IV. Let’s Answer

Formative Assessment: Multiple Choice

Instruction: Choose the letter of the correct answer and submit it to me via Gmail.

1. What managerial level are considered tactical managers that are in charge of the
organization’s middle levels or departments. They formulate specific objectives and
activities based on the strategic or general goals and objectives developed by top-level
managers?
A. Top-level Managers C. Lower-level Managers
B. Middle-level Managers D. Frontline Managers

2. What role of manager seeks and receives information from various sources to evaluate
the organization’s performance, well-being, and situation?
A. Figurehead B. Liaison C. Monitor D. Leader

3. What role of manager serves as an information and communication center??

A. Figurehead B. Liaison C. Monitor D. Leader

4. What managerial skill includes the ability to analyze a particular situation, identify new
opportunities and resources, and decide on the best strategies and courses of action? A.
Human skills B. Communication skills C. Technical skills D. Conceptual skills

5. What managerial skill includes the competencies that a manager should have in relation
to the type of task assigned to him or her?
A. Human skills B. Communication skills C. Technical skills D. Conceptual skills

V. Let’s Explore / Let’s Create

Assessment 1:

Instruction: Get hold of a current magazine or any kind of printed media material or try to search
on the internet, five Chief Executive Officers (CEOs) or Presidents of known corporations whose
accomplishments are discussed. Describe their work as top level managers of their respective
corporations. Relate your description of their work with the functions, roles, and skills of
managers discussed in this lesson. Write it in a short bond paper.

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You will be graded according to the rubric given below:

Criteria Performance Level of Performance Score

a. Beliefs or accomplishments of five

CEOs/Presidents related to the Demonstrate all criteria Excellent 10
functions, roles, and skills of
managers.
b. Beliefs or accomplishments of five Only four CEOs/Presidents
CEOs/Presidents related to the with their beliefs or Very good 8
functions, roles, and skills of accomplishments related to
managers. functions, roles, skills of
managers.
c. Beliefs or accomplishments of five Only three CEOs/
CEOs/Presidents related to the Presidents with their beliefs Good 6
functions, roles, and skills of or accomplishments related
managers. to functions, roles, skills of
managers.
d. Beliefs or accomplishments of five Only two CEOs/Presidents Fair
CEOs/Presidents related to the with their beliefs or 4
functions, roles, and skills of accomplishments related to
managers. functions, roles, skills of
managers.
e. Beliefs or accomplishments of five Only one CEOs/Presidents
CEOs/Presidents related to the with their beliefs or Poor 2
functions, roles, and skills of accomplishments related to
managers. functions, roles, skills of
managers.

References:

1. Cabrera, H., Altajeros, A., & Benjamin, R. (2016). “Organization and Management.”
Philippine Copyright ISBN 978-971-07-3860-1 Vibal Group Inc.
2. Zarate, C. (2016). “Organization and Management.” Philippines: C&E Publishing Inc.
3. Iñigo, C. (2005). “Management for Filipinos (Revised Edition).” Philippine Copyright 1986

Prepared by:

JHON ACE M. QUIBUYEN

Teacher III- Pablo Lorenzo National High School

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