OM

1. BASIC CONCEPTS AND
THEORIES OF MANAGEMENT
WEEK 2- AUGUST 30 – SEPTEMBER 2, 2022

2. OBJECTIVES
At the end of the lesson, students
should be able to:
1. Explain the functions, roles and
skills of a manager
2. Apply management theories &
concepts in solving business cases.

3. MANAGERIAL
SKILLS
TECHNICAL
SKILLS
HUMAN SKILLS
CONCEPTUAL
SKILLS

4. TechnicalSkills
 A persons’ knowledge and ability
to make effective use of any process
or technique constitutes his
technical skills.
 It is needed because ; help
employees solve the problem or
troubleshoot problems that
employees cannot handle.

5. HUMANSKILLS
 Enables managers in all levels to
relate well with people.
 Communicating, leading,
inspiring, and motivating them
becomes easy with the help of
human skills.
 An individuals’ ability to cooperate
with other members of the
organization and work effectively
in teams.

6. CONCEPTUAL
SKILLS
 Enables managers to think of possible
solutions to complex problems. Through
their ability to visualize abstract
situations, they develop a holistic view of
their organization.
 Ability to see the organization as a
whole, understands how different parts
of the company affect each other.
 Ability of an individual to analyze
complex situations and to rationally
process and interpret available
information. For eg: Idea generation and
analytical process of information.

7. MANAGER’S
ROLE
 Interpersonal Role
Informational Role
Decisional Role

8. Interpersonal
Role
 Figurehead- managers perform
ceremonial duties like greeting company
visitors, speaking at the opening of the
new facility, or representing the company.
 Leader- give direct commands and orders
to subordinates and make decisions to
accomplish organizational objectives
 Liaison- managers deal with people
outside their units. coordinate between
different departments and establish
alliances between different organizations

9. Informational
Role
 Monitor- the information role managers play
when they scan their environment for
information.
 Disseminator - transmits information received
from outsiders or from other subordinates to
members of the organization. The informational
roles managers play when they share information
with others in their departments or companies
 Spokesperson- transmits information (plans,
policies, results, etc.) within and outside of the
organization; serves as an expert on the
organization's industry.

10. DecisionalRole
 Entrepreneur- initiates improvement projects to
bring about change; supervises design of certain
projects as well.
 Disturbance handler- to take corrective action to
deal with unexpected problems facing the
organization
 Resource allocator- managers decide who will get
what resources and how many resources they will
get.
 Negotiator- represents the organization at major
negotiations. Managers negotiate schedules,
projects, goals, outcomes.

11. TheManagerial
Roles

12. Manager
 Is one who does the planning, organizing,
staffing, leading and controlling other
individuals in the process of pursuing
organizational goals.
 Engage in management activities,
supervise, uphold and assume
responsibility for the work of others in
his or her work group, team, department
or the organization in general

13. MANAGERIAL
LEVELS
TOP-LEVEL MANAGERS
(Corporate Managers)
MIDDLE-LEVEL
MANAGERS (Tactical
Managers)
LOWER-LEVEL
MANAGERS (Frontline
Managers)

14. TOP-LEVEL
MANAGERS
(Corporate
Managers)
 are the general or strategic managers who focus
on long-term organizational concerns and
emphasize the organization’s stability,
development, progress, and overall efficiency and
effectiveness.
 Chief Executive officers (CEO), Chief Operating
Officers (COO), presidents, vice presidents are
example of top -level managers.
 They have authority over all other human
resources of their organization.
 are responsible for the overall performance of the
organization. They formulate strategies, provide
leadership, etc..

15. MIDDLE-LEVEL
MANAGERS
(Tactical
Managers)
 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.
 Has close contacts with customers,
frontline managers and other
subordinated.
 Direct the activities of other managers .
They work with top managers and
coordinate with peers to develop and
implement action plans.

16. TYPESOF
MANAGERS
 LINE MANAGERS- 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.
 STAFF MANAGERS - 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.
 ADMINISTRATORS - Are managers working in
government or in nonprofit organizations.
Examples are; School administrators, provincial
administrator, and hospital administrators.