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101OM > Quarter 1 | Lesson 2: Functions, Roles, & Skills of a Manager > Flashcards

Quarter 1 | Lesson 2: Functions, Roles, & Skills of a Manager Flashcards

1
Q

Is responsible for the entire organization particularly in realizing its goals and the
attainment of its vision and mission.

A

Manager

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2
Q

According to ______, the manager creates a team out of his people, through decisions on pay,
placement, promotion, and through his communications with the
team.”

A

Peter Drucker

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3
Q

According to Peter Drucker, they create a team out of his people, through decisions on pay,
placement, promotion, and through his communications with the
team.

A

Manager

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4
Q

Drucker refers to this as _____ function of a manager

A

Integrating

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5
Q

Three levels of managers

A

Top level managers, middle lever managers, lower level managers

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6
Q

perform administrative functions. These managers are responsible for controlling and overseeing the
entire organization. They develop goals, strategic plans, company policies, and
make decisions on the direction of the business.

A

Top Level Managers

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7
Q

Examples of Top Level Managers

A

Board of Directors, President, Vice President and Chief Executive Officer (CEO)

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8
Q

perform executory functions as dictated by top
management. They facilitate the changes needed in the organization
or company on orders of top management and creating an effective working
environment. They manage the day-to-day activity of the business, monitors
performance and make sure everything is done in compliance with
organization’s needs

A

Middle Level Managers

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9
Q

Examples of Middle Level Managers

A

General managers, branch managers, and department managers

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10
Q

referred to as the supervisory or the operative level of
managers. They are the line managers as they oversee and direct the
employees.

A

Lower level managers

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11
Q

Examples of lower level managers

A

Head nurse, superintendent, supervisor

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12
Q

As a managerial function this involves identifying the goals of the organization,
and the best way(s) to accomplish these goals.

A

Planning

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13
Q

“Planning is deciding in advance - what to do, when to
do & how to do. It bridges the gap from where we are & where we want to be”

A

According to KOONTZ

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14
Q

is a future course of actions. It is an exercise in problem solving &
decision making

A

Plan

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15
Q

is determination of courses of action to achieve
desired goals. is a systematic thinking about ways & means
for accomplishment of pre-determined goals. is necessary to ensure
proper utilization of human & non-human resources. It is all pervasive, it is
an intellectual activity and it also helps in avoiding confusion, uncertainties,
risks, wastages etc.

A

Planning

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16
Q

As a managerial function this involves assigning responsibilities to
employees who have the competence and ability to complete the task.

A

Organizing

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17
Q

“To organize a business is to provide it with
everything useful or its functioning i.e. raw material, tools, capital and
personnel’s”

A

According to Herni Fayol

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18
Q

Five things involved in organizing

A
  1. Identification of activities
  2. Classification of grouping of activities
  3. Assignment of duties
  4. Delegation of authority and creation of responsibility
  5. Coordinating authority and responsibility relationships
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19
Q

As a managerial function it involves hiring the right employee for the job. It
is the function of manning the organization structure and keeping it
manned.

A

Staffing

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20
Q

Six things involved in staffing

A
  1. Manpower planning
  2. Recruitment, selection, and placement
  3. Training and development
  4. Remuneration
  5. Performance Appraisal
  6. Promotions and Transfer
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21
Q

estimating man power in terms of
searching, choose the person and giving the right place

A

Manpower Planning

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22
Q

As a managerial function it involves coordinating the entire organization so it
performs efficiently to achieve its goals. This takes up most of the time of an
organizational leader.

A

Directing

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23
Q

deals with influencing, guiding, supervising and motivating the
entire organization in order that it performs and achieves according to its goals.

A

Directing

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24
Q

Four elements of directing

A

Supervision, motivation, leadership, communication

24
Q
  • implies overseeing the work of subordinates by their superiors.
    It is the act of watching & directing work & workers.
A

Supervision

24
Q

means inspiring, stimulating or encouraging the sub-ordinates
with zeal to work. Positive, negative, monetary, non-monetary incentives may
be used for this purpose.

A

Motivating

25
Q

may be defined as a process by which manager guides and
influences the work of subordinates in desired direction.

A

Leadership

26
Q

is the process of passing information, experience, opinion
etc from one person to another. It is a bridge of understanding.

A

Communication

27
Q

This function involves with monitoring or checking the performance of
employees, comparing it with organizational goals, and taking corrective
actions when necessary.

A

Controlling

28
Q

“Controlling is the
process of checking whether or not proper progress is being made towards the
objectives and goals and acting if necessary, to correct any deviation

A

According to Theo Haimann

29
Q

“Controlling is the measurement & correction
of performance activities of subordinates in order to make sure that the
enterprise objectives and plans desired to obtain them as being accomplished”

A

According to Koontz and O’Donell

30
Q

Four steps in controlling

A
  1. Establishment of standard performance
  2. Measurement of actual performance
  3. Comparison of actual performance with the standards and finding out deviation if any
  4. Corrective action
31
Q

It refers to behavior expected from a person in accordance with his position or status.

A

Role

32
Q

According to ___, there are ten managerial roles

A

MIntzberg (1973)

33
Q

Three categories of managerial roles

A

Interpersonal, informational, and decisional

34
Q

Three roles under interpersonal

A

Figurehead, leader, liaison

35
Q

Three roles under informational

A

Monitor, disseminator, and spokesman

36
Q

Four roles under decisional

A

Entrepreneur, disturbance handler, resource allocator, negotiator

37
Q

are the roles that the manager is expected to do as highest
ranking member of the organization. It also involve building harmonious relationship
among members of the organization. As the central figure of the organization, he
connects the organization to its employees and to the outside community as well

A

Interpersonal roles

38
Q

The manager performs
ceremonial duties as head of the
organization like greeting VIPs that
visit the organization, handing out
awards to employees, cutting the
ribbon of business openings, and
leading in the activities, projects and
programs of the organization.

A

Figurehead

39
Q

The manager provides the
direction for the rest of the
organization.

A

Leader

40
Q

Acts as the main contact from
the organization to the rest of the
world. This allows the creation of
opportunities for business
partnerships and collaborative projects
and ventures.

A

Liaison

41
Q

Being at the the center
of the flow of information, it is the role of the
manager to harness this information to
relevant decision making. In the business
community the manager has a role of
developing contacts and linkages to further
the reach and influence of the business.

A

Informational roles

42
Q

The Manager continuously
scans the environment and wathes out
for information of the macro and micro
environments for opportunities and threats
to the organizations.

A

Monitor

43
Q

The Manager provides
relevant information to the organization. Transmits information received from outsiders or from other subordinates to members of the organization. Played when they share information with others in their departments or companies

A

Disseminator

44
Q

The manager sends out
information outside the organization. Transmits information (plans, policies, results, etc.) within and outside of the organization; serves as an expert on the organization’s industry

A

Spokesman

45
Q

It is the manager that commits the entire organization to a new
business plan or a new strategic direction, like a new project or a new program. Being
the center of information in the organization he possesses access to the database of
information needed to make a timely decision for the organization.

A

Decisional roles

46
Q

The manager as the
entrepreneur brings the organization to
the forefront of the business community
as a major player. He uses all resources
of the business to further its economic
position in the industry, scans the
business environment, adapts to
changing business conditions, and
takes advantage of opportunities as they
come.

A

Entrepreneur

47
Q

The manager
must act to protect the entire
organization from internal or external
pressures that would compromise its
integrity. As manager he strives to
contain dissent by promoting fair labor
practices. In the wider business
community he leads the organization in
joining other business chambers for
common protection. He meets crisis
situation facing the company and
diffuses them

A

Disturbance Handler

48
Q

The manager is the central authority in organizational
decisions to allocate the scarce resources to the various departments. He
authorizes decisions within departments prior to implementation.

A

Resource Allocator

49
Q

The manager leads the organization in the contracts and agreements
it makes in behalf of the organization.

A

Negotiator

50
Q

Three skills of an effective manager

A

Technical, human, and conceptual

51
Q

skills allow Managers to understand how
things work in the various departments within the company.
Such as understanding financial statements and its
implications or investment analysis.Likewise he needs to
understand the processes of how company products are made
and how it is eventually bought and utilized by its consumers.

A

Technical Skills

52
Q

must also posses to the
skills to interact with people both from within and outside the
organization. These people skills allow the manager to
positively influence organizational members into pursuing his
vision, mission and goals for the organization. allow managers to comfortably mingle with
employees and inspire them to work with effectively

A

Human Skills

53
Q

to plan, strategize, and think way ahead into the future
given constraints and opportunities in the market. allow managers to think ahead into the
future to build companies that last and become top
performers of the industry.

A

Conceptual Skills

54
Q

Are directly concerned with accomplishing the goals of the organization. The decisions they make with regards to operations are expected to be final and must be implemented

A

Line Managers

55
Q

Are in charge of units that provide support to the line units. In doing their work, they use special expertise to advise the line workers

A

Staff Managers

56
Q

Are managers working in government or in non-profit organizations

A

Administrators

57
Q

Examples of administrators

A

School administrators, provincial administrator, and hospital administrator

101OM (8 decks)

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