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this century, is to separate managerial functions. A second, more recent
approach focuses on managerial roles. Managerial functions are general
administrative duties carried out in virtually all productive organizations.
Managerial roles are specific categories of managerial behavior. Func-
tions tend to be more general. Now we’ll discuss 8 of the functions.
1. planning
2. decision making
3. organizing
4. staffing
5. communicating
6. motivating
7. leading
8. controlling
Planning. Commonly referred to as the primary management
function planning is the formulating of future courses of action. Plans
and the objectives on which they are based give purpose and direction
to the organization, its subunits, and contributing individuals.
Decision making. Managers choose among alternative courses of
action when they make decisions. Making the correct decision in to-
day’s complex world is a major management challenge.
Organizing. Structural consideration such as the chain of com-
mand, division of labor, and assignment of responsibility are part of the
organizing function. Careful organizing helps ensure the efficient use of
human resources.
Staffing. Organizations are only as good as the people in them.
Staffing consists of recruiting, training and developing people who can
contribute to the organized effort.
Communicating. Today’s managers are responsible for communi-
cation to their employees, to technical knowledge, instructions, rules and
information, required to get the job done. Recording that communication
is a two-way process, managers should be responsible to feedback and
upward communication.
Motivating. An important aspect of management today is motivat-
ing by satisfying needs and meeting expectations with meaningful work
and valued rewards.
Leading. Managers become inspiring leaders by serving as role
models and adapting their management style to the demands of the
situation.
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Controlling. When managers compare desired results with actual
results and take the necessary corrective action, they are keeping things
on track through the control function. Deviations from past plans should
be considered when formulating new plans.
ADDITIONAL ACTIVITIES
1. Interview a supervisor or manager (if possible) to find out how
much time is spent performing each of the basic management functions.
Compare the results of the interview with your classmates.
2. Ask a worker and a supervisor what kinds of skills they think
an effective manager should have. Classify the responses as interper-
sonal, organizational, or technical skills. Compare the answers of the
worker and the supervisor.
TEXT 3
Now you’ll read about the other approach to dividing the man-
agement process. Which in your opinion is more suitable, relevant?
According to Henry Mintzberg, a researcher in 1970’s there is
another way of studying what managers should do – a more fruitful way
of studying what managers do is to focus on the key roles they play. He
isolated ten roles that he believes are common to managers at all levels.
Read the diary of one of the managers. Do it attentively. Then try
to reconstruct (or to picture )all the facts about manager.
Ten Facts of Managerial Life (from direct observation and dia-
ries):
1. Managers work long hours. The number of hours worked tends
to increase as one climbs the managerial ladder.
2. Managers are busy. The typical manager’s day is made up of
hundreds of brief incidents or episodes. Activity rates tend to decrease
as rank increases.
3. A manager’s work is fragmented, episodes are brief. Given
managers’ high activity level, they have little time to devote to any sin-
gle activity. Interruptions and discontinuity are the rule.
4. The manager’s job is varied. Managers engage in a variety of
activities (paper work), phone calls, scheduled and unscheduled meet-
ings, and inspection tours/visits), interact with a variety of people, and
deal with a variety of content areas.
this century, is to separate managerial functions. A second, more recent Controlling. When managers compare desired results with actual
approach focuses on managerial roles. Managerial functions are general results and take the necessary corrective action, they are keeping things
administrative duties carried out in virtually all productive organizations. on track through the control function. Deviations from past plans should
Managerial roles are specific categories of managerial behavior. Func- be considered when formulating new plans.
tions tend to be more general. Now we’ll discuss 8 of the functions.
1. planning ADDITIONAL ACTIVITIES
2. decision making 1. Interview a supervisor or manager (if possible) to find out how
3. organizing much time is spent performing each of the basic management functions.
4. staffing Compare the results of the interview with your classmates.
5. communicating 2. Ask a worker and a supervisor what kinds of skills they think
6. motivating an effective manager should have. Classify the responses as interper-
7. leading sonal, organizational, or technical skills. Compare the answers of the
8. controlling worker and the supervisor.
Planning. Commonly referred to as the primary management
function planning is the formulating of future courses of action. Plans TEXT 3
and the objectives on which they are based give purpose and direction
to the organization, its subunits, and contributing individuals. Now you’ll read about the other approach to dividing the man-
Decision making. Managers choose among alternative courses of agement process. Which in your opinion is more suitable, relevant?
action when they make decisions. Making the correct decision in to- According to Henry Mintzberg, a researcher in 1970’s there is
day’s complex world is a major management challenge. another way of studying what managers should do – a more fruitful way
Organizing. Structural consideration such as the chain of com- of studying what managers do is to focus on the key roles they play. He
mand, division of labor, and assignment of responsibility are part of the isolated ten roles that he believes are common to managers at all levels.
organizing function. Careful organizing helps ensure the efficient use of Read the diary of one of the managers. Do it attentively. Then try
human resources. to reconstruct (or to picture )all the facts about manager.
Staffing. Organizations are only as good as the people in them. Ten Facts of Managerial Life (from direct observation and dia-
Staffing consists of recruiting, training and developing people who can ries):
contribute to the organized effort. 1. Managers work long hours. The number of hours worked tends
Communicating. Today’s managers are responsible for communi- to increase as one climbs the managerial ladder.
cation to their employees, to technical knowledge, instructions, rules and 2. Managers are busy. The typical manager’s day is made up of
information, required to get the job done. Recording that communication hundreds of brief incidents or episodes. Activity rates tend to decrease
is a two-way process, managers should be responsible to feedback and as rank increases.
upward communication. 3. A manager’s work is fragmented, episodes are brief. Given
Motivating. An important aspect of management today is motivat- managers’ high activity level, they have little time to devote to any sin-
ing by satisfying needs and meeting expectations with meaningful work gle activity. Interruptions and discontinuity are the rule.
and valued rewards. 4. The manager’s job is varied. Managers engage in a variety of
Leading. Managers become inspiring leaders by serving as role activities (paper work), phone calls, scheduled and unscheduled meet-
models and adapting their management style to the demands of the ings, and inspection tours/visits), interact with a variety of people, and
situation. deal with a variety of content areas.
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