PART 2 PART 3 Among the different types of managers discussed in this lesson, which type of managers are more aware of their organization's problems? You as a manager, how will you respond when some of your old and new employees are lacking of skills in their assigned job? What will you conduct in order to help the employees improve their skills as well as to save your company's image? Short case for discussion You are assisting in a small restaurant business of your family. As it is located in university belt, sales were brisk and pretty good. Your 10 employees consisting of cook, dishwasher, waiter/waitresses were paid properly in accordance with the minimum wage law. You complied with all the labor standards such as SSS, Philhealth, Pag Ibig, and health insurance. Your family business permit was renewed yearly. As they were handling foods, employees were duly certified as healthy by the Department of Health. One day, 10 of your customers suffered nausea, vomited, and were hospitalized. Suddenly, health inspectors swooped down on your restaurant. Knocking the inside portions of your refrigerators, a swarm of cockroaches jumped out of them. Rats were found running in your kitchen. Your restaurant was instantly close. Enumerate the managerial skills you have failed to comply with. Managerial Levels Organizations naturally have three levels of management and consist of top-level managers, middle-level managers, and frontline or lower-level managers. Top-level manager. Top-level managers are the over-all or strategic managers who focus on long-term organizational concern and highlight the organization's firmness, growth, advancement, and overall efficiency and effectiveness. They are also concerned with the organization's inter-relationship with their outside environment. Chief executive officers (CEOS), chief operating officers (COOS), presidents and vice presidents are examples of top-level managers in big corporations who have authority over all other human resources of their organizations. Usually, top level executives set the company's general direction by crafting plans and by adjusting various resources. At present, they must act according to the organizational existence of the industry, so that their subordinates could identify and be committed to its success. Top-level Managers (Corporate Managers) Middle-level Managers (Tactical Managers) Frontline Manager (Operational Manager) Figure 1.2 Three Levels of Management in an Organizational Chart (Cabrera, Helena Ma. F. "Org. and Mgt. pp 9) Middle-level managers. They are the strategic managers who are in-charge of the organization's middle levels or departments. They create definite objectives and activities based on the strategic or general goals and objective developed by top-level managers. Their customary role is to serve as a go between higher and lower levels of the organization. They usually state and translate top management priorities to human resources in the middle categorized level of the company. It has been observed that the middle-level managers are more conscious of the company's problem compared to manager in the higher level because of their closer contacts with customers, frontline manager, and other subordinates. One must be innovative so that they can deliver sound ideas regarding operational skills as well as problem-solving skills that will help so that they can provide sound ideas regarding operational skills as well as problem-solving skills that will help the organizations driving towards stated goals. Frontline or Lower-level managers. They are known as operational managers and are accountable for overseeing the organization's day-to-day activities. They serve as links between management and non-management employees. They are also controlled and instructed by top and middle-level managers to follow orders in support of the organizations major policy. However, their role has been expanded in some large companies, as they are now encouraging to be more innovative and spontaneous in performing their assigned job descriptions, so that they can also contribute to their company's progress and the improvement of new projects. Managerial roles have three classifications: interpersonal, informational, and decision-making. Henry Mintzberg, professor at McGill University, conducted a research on what real managers do. See table 1.1 for the managerial roles by Mintzberg. Interpersonal Informational Categories of Managerial Roles According to Mintzberg Leader Liaison figurehead spokesperson monitor disseminator Decisional or Decision-making disturbance handler resource allocator negotiator entrepreneur Managerial Skills Conceptual Skills. The skill which allow managers to think of potential solutions to complex problems. Through their capability to think about abstract situations, they create a holistic view of their organization and its relation to the environment surrounding it. This is the skill that top managers should possess. Human Skills. This empower managers in all levels to relate well with people. Communicating, leading, inspiring and motivating them becomes easy with the help of human skills. Dealing with people, both in the organization's internal and external environment, is unavoidable, so it is a must for managers to grow their human skills. Technical Skills. Important for managers so that they can accomplish their work with aptitude while making use of their expertise. Lower-level managers find these skills very significant because they are the one who manage the non- management workers who make use of different techniques and tools to be able to produce good quality products and services for their companies. Understanding on the functions of management A. Staffing In a small business, this incorporates writing job descriptions, placing advertisements for available positions, assessing and interviewing applications, interviewing probable aspirants, as well as hiring and firing employees. Manager oversees his/her employees. He/she make sure that they are competent, abide by the company's guidelines and policies, implement the job pleasingly, and obtain opinions frequently. B. Communication This can be one of the most essential duties of a manager; to make sure the workplace is working efficiently. Employees should be knowledgeable of the mission and goals of the industry and what is anticipated of them to attain those results. A manager must be able to make a decision on struggles, encourage employees, interact with the public on behalf of the company, and preserve customer relations. C. Training Person in charge conducts orientation of new employees and succeeding training to do better in their work. He/she must weigh their improvement on a regular basis to establish whether or not additional training is needed. It is also the obligation of a manager to pinpoint who are the nominees for promotions or higher positions in the company and should generate career goals and plans to accomplish them. D. Administrative Investigation and Discipline It is the job of a manager to probe any employee who violates company rules and discipline them if proven guilty. Discipline may include termination from employment. The manager may also dismiss an employee, after due process, who regularly fails to perform under the known and agreed standard established by the company. E. Employee relations The upholding of harmonious employer- employee relations is a most essential duty of a manager. Poor relations of the employees, affect productivity, efficiency, and brings opposition toward management which is bad for the business. Content employees because they are happy are proven to be inspired and more useful in the workplace. F. Business Growth and Sustainability Managers need continuously to study the company's financial, budgetary, and production goals. If the goals seem to be unreachable in a given period upon review through the application of measurement yardstick, the manager has to do appropriate amendment to get back on track an achieve the target.