1.

Explain managers roles and functions, contribution of

each role to the organization.

Roles & functions

Managers are responsible to supervise and take charge of the activities and productivity of
their workers. They also play an important role in managing the performance of their staff.

Planning
Manager clarify what objectives are to be achieved, plans ahead, and then decide on the best
cause of action setting goals, and then develop a plan of action to achieve those goals.

Organizing
The manager organizes the various activities to be carried out, by providing an organizational
structure, people and physical resources required over a period of time to facilitate the task.

Command
The manager motivates and provides advice to his staff, making decision on what needs to be
done and direct his/her employee to carry out their various tasks accordingly.

Directing/Co-ordination
The manager brings together all the various departments, harmonizing work and optimizing
effort and output, ensuring they are working towards a common objective.

Control
The manager incorporate control into the system to ensure actual progress occurs in
accordance to what was planned; he does this by using underlying control loop, measuring
performance, and take corrective measures if necessary to put them back on track.

Contribution of the Above Measures-

Planning and Organizing

In order for the organization to achieve long term goals and commit to strategies for
substantial earnings, the manager have to communicate the vision of the organization to his
subordinates, by breaking down and clarifying the goals that each team or individual have to
perform and assign schedules and strategies. Having this goals, planning ahead by mapping
out direction allow effective time management, saving the company a lot in cost and
resources.

Command
The manager’s ability to empower his team has direct bearing on their performance, he must
motivate his staff by encouraging and coach them to improve themselves and the quality of
their work, he must instill in them the desire to excel and accept responsibility and self
management.

Directing
The manager must provide staff guidance and give direction so that the team can perform
effectively, he offers on the job coaching, training and support if required, as well any extra
input, information or skills so the organization goals and objectives can be achieved.

Control
This allows the manager the capacity to evaluate and examine the process or procedure in
place, and decide on the best choice to produce the desired outcome. He examines the
importance, quality and values and then decides on the best approach. The managers also
track progress of each individual’s activities and effectiveness, review them, offer feedback
and take corrective action accordingly.

3. Describe the activities and Functions that are performed

by manager to manage the people in their organization.

Activities and function of a manager can be divided into three main roles:
- Interpersonal roles
- Informational roles
- Decisional roles

Interpersonal roles-
This is relations with other people arising from the manager’s position or authority.
Figurehead roles– The manager represent the organization in matter of formality. She/he is
available to people who wants access to the top, and also involved in matters of ceremonial
nature such as signing documents.
Leader role – This one of the most significant role of the manager and it permeates all
activities, he is responsible for adequate staffing and motivation and guidance his staff.
Liaison role – The manager is involved in horizontal relationship with individual and groups
outside their own organization, linking organization with its environment.

Informational roles-
Sources and communication of information from mgr interpersonal roles
Monitor roles – This are internal or external, formal or informal, information requested and
received by the mgr, who helps him to better understand the working of the organization and
it environment
Disseminator role – The manager relay information, which may be largely factual or contain
value discussion to his staff. Because the mgr is the nerve of the organization, refusal to pass
information may present difficulties for delegation.
Spokesperson role – this is the mgr as formal authority transmitting information to people
outside the unit, such as board of directors or other superiors and general public such as
suppliers and customers.
Decisional roles-
Strategic organization decision by mgr on basis of his status
Entrepreneurial role – the mgr initiate and plan controlled voluntary change by exploiting
opportunities or solving problems taking action to improve existing situation. He may play a
major role in the change or delegates responsibility his staff.
Disturbance handler – when an unexpected disturbance occurs the manager must take
action to correct the situation.
Resource allocator role – the mgr uses his authority to decide where effort will be expended
and then make choices about the allocation of resources, such as money, time material or
staff.
Negotiator role – the mgr participate in negotiation activity with other individuals or
organization, such as an agreement with a supplier or trade union.

3B – Evaluate the importance of managers-

Managers are important to any organization because they;

•They ensure that the organization serves it purpose –efficiently produce goods or services.
•They design and maintain the stability of the operations of the organization
• They take charge of strategy making and adapt the organization in a controlled way to
changes in its environment.
•They ensure that the organization serves the ends of those people who control it.
• They serve as key informational link between the organization and its environment
•They are the formal authority that operates the organizations status system

4. Management is doing things right; leadership is doing

the right things
Management: This can be defined as a process of setting and achieving goals through
stability and control, by analyzing people or resources in a structured, controlled, deliberate
and orderly fashion to achieve the organizational goals and objectives.

 
Leadership - Leadership is a relationship in which one person influences the
behaviors of followers. It is getting others to follow and getting group to do tasks
willingly without coercion to achieve the organization objective.

Differences and Similarity between the managers and leadership-

MANAGEMENT. LEADERSHIP.

Motivates people and administer Motivates people to develop new

resources to achieve stated objectives.
organizational goals.

Implements, maintains the office, Shapes and develop new ideas and
resources and staff strategy

Narrows down horizons, short range Opens up new horizons., has a long
view, has eye always on the bottom line. range perspective
Rational – by asking how and when, Emotional, and ask what and why, seek
seek methods motives
Does things right. Does the right thing.

Transactional, managers administers Transformational, innovates new ideas

Manager relies on control Leader inspires trust

The manager accepts status quo The leader challenges it

Manages by goals and objectives Manages by interaction
Similarities

They both operate within an organizational structure, and have to work with people though in
different ways to achieve a common objective. Both leadership and management have to
communicate with subordinates to get what they want done or get their point across. Both
leadership and management must have a degree of accountability, leadership to shareholders,
investors, and management to directors or board of trustee.
Conclusion
The fact is Leadership and management are two distinctive and complementary
systems of action. Both are necessary for success in an increasingly complex
and volatile business environment, the fact is that leadership and management
are both important and necessary for any organization to succeed, but
developing both requires a reduced focus on logic and strategic exercises in
favor of an environment where creativity and imagination are permitted to
flourish. For example while the prime minister leads the country, he cannot do it
alone, ministers are important to put various government policies into action.
There must be a balance of both, strong leadership with weak management is no
better, and is sometimes actually worse, than the reverse. Virgin Corporation is
known for good leadership and fantastic customer service that is because they
have tried adopted a participative style of management and leadership.

5. LIST AND BRIEFLY COMMENT ON THE MAIN ELEMENT OF AN

ORGANIZATIONAL STRUCTURE

Definition – Organization structure is a process by which organizations formally divide

group and co-ordinate job tasks. It also specifies roles, procedure and chain of command.

Every organization must have a name that uniquely defines the organization.

a) Work Specialization
These explain degree to which tasks in an organization are sub-divided into separate jobs.

b) Departmentalization
The basis by which jobs are grouped together, function, product, or geography.

c) Chain of command
The unbroken line of authority that extends from the top of the organization to the lowest
echelon and clarifies who report to whom

d) Span of control
The number of subordinates a manager can efficiently and effectively direct

e) Centralization and decentralization

The degree to which decision-making is concentrated at a single point in the organization or
vice versa.

f) Formalization
The degree to which jobs within the organization are standardized

B= DESCRIBE 3 DIFFERENT MODELS TO DEPICT AN ORG

Matrix organization
This is used where work is project based. It is a structure that creates dual lines of authority
and combines functional and product departmentalization.
It has greater flexibility, greater control of project information, and opportunity for
development. The only disadvantages are dual reporting, lack of perceived stability and no
unity of command.

Line and Staff organization

As organization develops in size and work becomes more complex, the ranges of activities
and function increases, therefore people with specialist knowledge are integrated into the
managerial structure, therefore allowing full use of specialist whilst maintaining the concept
of line authority. Problems are friction between line and staff manager as neither may
appreciate role of the other, line manager object to interference by staff manager, and staff
manager objects to lack of cooperation. Solution is good communication, and good internal
marketing for staff departments.

Functional organization
This are organization such as the military, university or civil service, where there is a high
degree of bureaucracy, and more participative.

Simple structure
A simple structure is characterized by low degree of departmentalization; wide span of
control, authority is centralized in s single person and little formalization.
C. EXPLAIN THE INFLUENCE THAT ORG STRUCTURE HAS ON THE
BEHAVIOR OF PEOPLE IN THE ORG

• Work specialization contributes to higher employee productivity, but reduces job

satisfaction

•The benefits of specialization have decreased rapidly as employees seek more intrinsically
rewarding jobs

•The effects of span of control on employee’s performance are contingent upon individual
differences and abilities, task structures, and other organizational factors.

•Participative decision making in decentralized organizations is positively related to job

satisfaction.