Article

1. II. Middle-level management
Exercise 6
Most organizations have three management levels: the first-level, middle-level,
and top-level managers.
The top consists of the board of directors (including non-executive directors and
executive directors), president, vice-president, CEOs and other members ofthe C-level
executives. They are responsible for controlling and overseeing the entire organization.
They set a tone at the top and develop strategic plans, company policies, and make
decisions on the direction of the business. In addition, top-level managers play a
significant role in the mobilization of outside resources and are accountable to the
shareholders and general public.
The board sets corporate strategy, makes major decisions such as major
acquisitions, and hires, evaluates, and fires the top-level manager (Chief Executive
Officer or CEO) and the CEO typically hires other positions. The CEO is responsible
for executing and determining (within the board's framework) the broad policies of the
organization.
The second level consists ofgeneral managers, branchmanagers and department
managers. They are accountable to the top management fortheir department's function.
They devote more time to organizational and directional functions. Their roles can be
emphasized as executing organizational plans in conformance with the company's
policies and the objectives of the top management, they define and discuss information
and policies from top management to lower management, and most importantly they
inspire and provide guidance to lower level managers towards better performance.
The lower level management consists ofthe Foremen and the Supervisors. They
are selected by the middle level management. It is also known as
Operative/Supervisory level or First Line of Management. It includes supervisors,
foremen, section officers, superintendants. They are concerned with direction and
controlling function of management.
Exercise 7
Vertical division of labor leads to the formation of levels ofleadership vertically;
someexecutives spend time coordinatingthe workofother executives, who, in turn, also
coordinatethe work of other executives until, after all, we are at the level of executives
who coordinate the work of non-managing staff, that is, people who physically
manufacture products or perform services. This division of labor forms levels of
leadership. Most organizations have three levels of leadership: top, middle, bottom.
Leaders at each level perform the same functions. Theonly difference is what value they
give to a particular function. Top-level executives spend more time planning and
organizing than lower-level executives.
Top-level chairs of medium and large organizations focus on planning for the
future, setting goals, defining course of action, rules and procedures for their
implementation. They are responsible for the prosperity of the organization and must
therefore plan, direct and control its activities. The middle level manager spends more
time on management and control than the top level manager. Middle-level directors

2. lead departments and departments. They must organize their work so that the goals of
the organization are achieved and its policies are implemented; have to recruit and
retain good employees. They are responsible for managing the day-to-day operations
of their units. The middle heads include shop chairs, warehouses, foremen and others.
The lower level of management is the level of officials who directly control the work
of their subordinates. The positions of the lower level managers are: foreman, team
leader, head of group, supply agent, freight forwarder.
The lower level manager spends mostof his time motivating and controlling his
subordinates. At this level ofmanagement, the planning and organization functions are
less important to the manager than the control and motivation functions. Yet most
leaders perform all four management functions. It should be noted that it is impossible
to clearly and clearly define each of the three levels of leadership.