IHM
IHM
1)FIRST-LINE
MANAGERS(orfirstlinesupervisors)arethosemanagershaving
theleastauthorityandareat thelowestlevel in
thehierarchyof
the
organization.First
linemanagersareat
thelowestlevel
of
managementandmanagetheworkofnonmanagerialindividualswhoareinvolvedwithth
eproductionor
creation
of
the
organization'sproducts.
They'reoftencalledsupervisorsbutmayalsobecalledline
managers,officemanagers,orevenforemen.Theyaredirect
lyresponsiblefortheworkof operating(nonmanagerial)employees.
a.Titlesofteninclude theterm,"supervisor."
b.Factorschangingthejobsoffirstlinemanagersincludeemphasisuponworkerparticipation
andteamworkandtheuseofcomputerstoregulatemanyactiviti
esformerly regulatedby first-linemanagers.
c.Thejobsoffirstlinemanagersarelikelytochangetowardagre
ateremphasisondealingwith internalhumanrelations.
a.Typicaltitles include"manager,""directorof,""chief,"department
head,"and"division
head."
b.Middlemanagersaremainlyresponsibleforimplementingoverallo
rganizationalplanssothat
organizationalgoalsareachievedasexpected.
c.Theyplan,allocateresourcestomeetobjectivesandcoordinatean
dlinkgroups,departments,
anddivisionswithinacompany.
d.Theymonitorandmanagetheperformanceof
thesubunitsandindividualmanagerswho
reporttothem.
e.Implementchangesorstrategiesgeneratedbytopmanagers.
f.Themoderntrendof
addinglayersofmiddlemanagementisreversingascompaniesr
educe
thenumberoflevelsin themanagerialhierarchy.
g.Reducingthenumberoflevelsofmanagers'resultsingreaterp
owerandresponsibilityfor
thosemanagerswhoremain.
h.It is
predictedthattherewillbeincreasinglylessemphasisonhierarc
hicallevelsin organization
3.Topmanagers
a.Othertitles
include"chiefexecutiveofficer(CEO),""president,""executivevicepr
esident,"
"executivedirector,""seniorvicepresident,"andsometimes,"vicepr
esident."
b.Theyoverseeoverallplanningforthe
organization,workwithmiddlemanagersin
implementingandplanning,andmaintainoverallcontroloverthepro
gressof the
organization.
c.Inthosepubliccorporationthatselltheirstockto
thepublic,topmanagers'reporttothe
board ofdirectorswhosefunctionis torepresenttheinterestsof
thestockholders.
d. Theyareresponsiblefortheoveralldirectionof the
organizationandforcreatingthe
contextforchange
e.They develop inemployeestheattitudesof commitment
toandownership in the
company'sperformanceandcreateapositiveorganizational
culturethroughlanguageand
action.
f.Theboard ofdirectorsappoints
Functions
The basic managerial functions are controlling,
directing, organizing, planning and staffing.
1.The controlling function involves setting strategic
and operational goals, measuring the performance
of subordinates against these goals, and taking
corrective action when performance does not live
up to expectations.
2.In the directing role, managers communicate
operational goals, motivate employees to achieve
these goals, and provide regular feedback
B.Managersneedthreetypesofkeyskillstoperformthe
dutiesandactivitiesassociatedwithbeing a manager.
1.Technicalskillsareskillsthatreflectbothan understanding
ofandaproficiencyin aspecialized
field.Technicalskillsinclude knowledge ofandproficiency in
acertainspecializedfield,suchas
engineering,computers,accounting,or
manufacturing.Theseskillsaremoreimportantatlower
levelsofmanagementsincethesemanagersaredealingdirectl
ywithemplo-yeesdoingthe organization'swork.
2.Humanskillsareassociatedwithamanager'sabilityto
workwellwithothersbothas amemberof
agroupandas aleaderwhogetsthings
donethroughothers.Becausemanagersdealdirectlywith
people,thisskilliscrucial!Managerswithgoodhumanskill
sareabletogetthebestoutoftheir
people.Theyknowhowtocommunicate,motivate,lead,a
ndinspireenthusiasmandtrust.These
skillsareequallyimportantatalllevelsofmanagement.
3.Conceptualskillsareskillsrelatedto theabilitytovisualizethe
organization as a whole,discern
interrelationshipsamongorganizationalparts,andunderstandhowt
he organizationfitintothe widercontextof
theindustry,community,andworld.Conceptualskillsaretheskills
managersmust
havetothinkandtoconceptualizeaboutabstractandcomplexsitua
tions.Usingtheseskills, managersmustbeableto see the
organization as a whole,understandthe relationshipsamong
varioussubmits,andvisualizehowthe
organizationfitsintoitsbroaderenvironment.
1.
Unity
A company that works to develop strong communication with each
other is a united company. Each team member shares the same
goals in this case, and everyone knows what their co-workers have
on their plate. By simply keeping in touch on a regular basis,
everyone remains united and working together. This instills a
cooperative atmosphere rather than encouraging the idea of having
a bunch of individual people only looking out for themselves. All
companies have a vision for their success, and through
communication, that vision spreads to everyone. The result is a
happier, healthier workplace where things get done more efficiently
2.Feedback
and a bigger likelihood of retaining the top talent.
When communication is stressed, it creates an open environment
where everyone feels comfortable talking with each other. When
that level of comfort is present in a business, employees feel
confident that they can express their ideas about the work process
to each other and even to management. Feedback is a vital
component of communication, and it works both ways.
Management give feedback to the employees in regards to how
well theyre faring at their duties, and employees feel safe giving
feedback on how well the companys policies and procedures are
working. Communication is not communication if it only comes
5.Enforcing Rules
Every business must have a code of policies and procedures that must
be followed in order for everyone to succeed. Maybe there is a specific
process for a task, for example, or maybe there are certain
consequences for underperforming. Either way, you want to make all
this very clear to your employees, and it isnt possible to do this
without strong communication skills.
6.Enhanced Innovation
No matter how skilled and talented the people at the top of
your company are, you can never have too many ideas. By
encouraging everyone at your business, whether big or small,
to openly share their thoughts without fear of being shut down,
you will quickly notice the employees that have the most to
add. Your best employees have ideas on how you can make
your business run even better, and its wise to give them a
chance to speak. A business can become more innovative
overnight just by working together to be good communicators,
and thats bad news for your competition and good news for
your revenue.
2. Structure of Organisation:
Nowadays the organisations are expanding to a greater extent and
taking giant shape having complex structure. Organisations have a
large- hierarchy, several specialists and complicated communication
network. This often leads to breakdown of communication link at any
level. This barrier can be overcome by making necessary
improvements in structure of organisation.
3. Status:
Status means the prestige or respect commanded by or attached to a
position or post or authority in the organization. Every organization
has several positions at each level of organizational hierarchy. Higher
level
positions of
attached
higher status.
4. Screening
Information:
On certain occasions the sender deliberately screens or edits the
message which seems favourable to the receiver. It is done to conceal
some faults or wrong doing. This is usually done by subordinates. They
do not put facts before their superiors and try to hide them. This leads
to misguiding the superior. In order to remove this obstacle superiors
should take subordinates into their confidence by interacting with them
and developing a good rapport and removing any kind of fear
whatsoever from the minds of subordinates.
5. Premature Evaluation:
Everyone perceives the events, situations and problems differently and
draw conclusions even before receiving the information. This attitude
on the part of receiver discourages the sender to send correct
information because he feels that it will become useless for the
receiver. This barrier to communication can be removed if people are
prevented from making perception on imagination.
6. Communication Gap:
Communication gap is created when an idea is not accurately
transmitted from one mind to another or when mutual understanding is
presumed. The communicators idea is not perfectly reproduced in the
mind of the receiver. This leads to creation of communication gap. In
order to avoid it the reasons for the same should be found out to
minimize it. It can be removed by not omitting the senders message,
the words carrying the same meanings and removing fear and distrust
from the mind of personnels.
Leadership
has been described as "a process of
social influencein which a person can enlist
the aid andsupportof others in the
accomplishment of a commontask.
Instrumental leadershipfocuses on
achieving goals. Leaders who are dominantly
instrumental work to maintain productivity
and ensure that tasks are completed. They
make good managers because they get the
job done. However, they are often so focused
on the task that they can alienate other
members of the group.
Data security
is a primary concern for companies using a cloud-based system
since the company doesn't physically control the storage and
maintenance of its data. If the cloud provider goes out of business or is
acquired by another company, a company's data can be compromised
or lost. Compatibility issues can also arise when data is initially
migrated from a company's previous system to the cloud. Finally, cost
may be a concern, since paying subscription fees for software can be
more costly than on-premises-based models.
Trends
Traditionally, data intake practices for CRM systems have
been the responsibility of sales and marketing
departments as well as contact center agents. Sales and
marketing teams procure leads and update the system
with information throughout the customer lifecycle and
contact centers gather data and revise customer history
records through service call and technical support
interactions. The advent of social media and the
proliferation of mobile devices has caused CRM providers
to upgrade their offerings to include new features that
cater to customers who use these technologies.
REPORTERS
JIMMY GALCON
REXTON NICOLAS
CLARIZZA VALDEZ
EDNALYN CABREROS
JONA TOMECWA