WHAT IS A MANAGER?

A manager is an individual who is in charge of a certain group of tasks, or a certain subset

of a company. Has a staff of people who report to him or her.
He is a person whose job it is to oversee one or more employees, divisions, or volunteers
to ensure that they carry out certain duties or meet specific group goals. Managers can be formal
or informal. They are most common within corporations, but are can be found in most any
situation where there is a need for a leader to head up individual projects.
Overarching Duties and Roles
Nailing down a managers specific job duties or performance re!uirements can be
somewhat tricky since the job title involves so many different kinds of work.
"very manager is at his or her core a leader, though, which is where most
responsibilities originate. #lanning and group$based organi%ation are key parts of
the job& supervising, mentoring, and motivating lower$level workers is important,
too.
A manager is often called upon to act as the outward 'face( of the people he or
she supervises. )t is often the case that leaders need to drum up support for their
teams work, often by building connections with outsiders. This sometimes comes
in the form of fundraising but can also concern publicity or political support.
WHAT IS A LEADER?
At the most basic level, a leader is someone who leads other. *ut what makes someone a
leader+ ,hat is it about being a leader that some people understand and use to their advantage+
,hat can you do to be a leader+ Here-s what you need to know and do.
A leader is a person who has a vision, a drive and a commitment to achieve that vision,
and the skills to make it happen. .et-s look at each of those in detail.
The Leaders !ision
A leader has a vision. .eaders see a problem that needs to be fi/ed or a goal that
needs to be achieved. )t may be something that no one else sees or simply
something that no one else wants to tackle. ,hatever it is, it is the focus of the
leader-s attention and they attack it with a single$minded determination.
,hether the goal is to double the company-s annual sales, develop a product that
will solve a certain problem, or start a company that can achieve the leader-s
dream, the leader always has a clear target in mind. This is a big picture sort of
thing, not the process improvement that reduces errors by 01 but the new
manufacturing process that completely eliminates the step that caused the errors.
)t is the new product that makes people say 2why didn-t ) think of that2, not just a
toaster that lets you select the degree of darkness of the toast. "dison did not set
out to build a better candle, he wanted to find a whole new way to illuminate the
darkness. That-s the kind of vision a leader has.
The Drive To See It Through
)t is not enough to just have a vision. .ots of people see things that should be done,
things that should be fi/ed, great step forward that could be taken. ,hat makes
leaders different is that they act. They take the steps to achieve their vision.
)s it a passion for the idea, an inner sense of drive, or some sense of commitment+
,hatever it is, it is the strength that lets leaders move their vision forward despite
all the obstacles, despite all the people saying it can-t be done, it-s too costly, we
tried that before, or a do%en other e/cuses. The true leader perseveres and moves
forward.
Trait And S"ills A Leader Must Have
There are things that set leaders apart from other people. 3ome people are born
with these characteristics. 4thers develop them as they improve as leaders. These
are not magic bullets. They are things you can do and be if you want to be a
leader.
Traits O# A Leader
There are as many traits of a leader as there ae lists of what makes a leader. Here
are the fundamental traits of a leader from my perspective5
Has integrity. #eople have to believe that you are pursuing your dream
because it-s the right thing to do, not just because you are ego driven.
)s a people person. 6nderstands the differences that make people uni!ue and
is able to use those individual skills to achieve the goal.
)s positive. A leader encourages and rewards people and makes you want to do
it and do it right. A leader is not a negative person and doesn-t waste time and
effort tellng everyone what they-re doing wrong.
Leadershi$ S"ills
*eyond the personal traits of a leader, there are specific skills someone must
master if they want to be a leader.
"ffective communication $ it-s more than just being able to speak and write. A
leader-s communication must move people to work toward the goal the leader
has chosen.
Motivation $ a leader has to be able to motivate everyone to contribute. "ach
of us has different 2buttons2. A leader knows how to push the right buttons on
everyone to make them really want to do their best to achieve the leader-s
goal.
#lanning $ the leader has a plan to achieve the goal. He7she doesn-t get too
bogged down in the details, that-s what managers are for, but rather uses a
high level plan to keep everyone moving together toward the goal.
%otto& Line
.eaders dream dreams. They refuse to let anyone or anything get in the way of
achieving those dreams. They are realistic, but unrelenting. They are polite, but
insistent. The constantly and consistently drive forward toward their goal. 8ou can
be a leader. 8ou will be $ when it matters enough to you.
DO THE MANAGER WILL ALWA'S %E A LEADER?
Being a Manager doesnt make you a leader (ILYA POZIN, 20!"
)ts a myth that managers and leaders are the same thing.
,hile every leader may not be a manager, every manager should be a leader. A manager who
lacks effective leadership traits will drive a business into the ground faster than you can count to
9:.
;oing from manager to leader isnt going to happen overnight. )t takes time and energy to
improve the way you manage and utili%e more leadership characteristics on a daily basis.
Here are some statements to lead by5
Managers give answers, leaders ask questions.
3houting orders at your staff will turn them against you. )nstead, ask your employees this5 ',hat
would you do+( or ',hat do you think of this idea+(
*y allowing people to participate in the decision$making process, youll transform what could
have been an order into something more easily swallowed. This type of !uestioning will also
inspire creativity, motivation, and autonomy in your staff.
Managers criticize mistakes, leaders call attention to mistakes indirectly.
#ointing out your employees mistakes directly will only leave them feeling embarrassed and
frustrated. "ffective leaders give their employees the chance to learn and grow letting them
address their mistakes themselves.
<or e/ample, say a project was sent to a client and you receive a disgruntled message in return.
=almly ask your employee about the clients concern and whether they feel what was provided
was on par. This gives them a chance to provide input and understand what needs to be improved
for the future.
Managers rarely praise, leaders reward even the smallest improvement.
#raise is a must when it comes to effective leadership. <inding time to recogni%e your employees
for even the smallest accomplishment will only increase their interest in what they do. #roviding
regular feedback and recognition is certain to show your employees you genuinely appreciate
their efforts.
Managers focus on the bad, leaders emphasize the good.
This really comes down to seeing the cup half empty or half full. 4nly tuning into the flaws of a
project or an employee doesnt leave room for learning or improvement. *ecome a stronger
leader by creating a sandwich effect5 3tart with some form of praise, follow with the criticism,
and end with praise.
Managers want credit, leaders credit their teams.
#oor managers are always the first to take credit for positive praise& effective leaders understand
the importance of crediting their team for the big wins. This pays off in the long run by
establishing a more positive company culture where employees are driven toward more
successes as a team.
Management shouldnt be approach through force, but rather through influence.
DO A LEADER WILL ALWA'S %E A MANAGER?
.eadership is not the same as Management
#eople often confuse the terms -manager- and -leader-& they are not the same thing although it is
possible to be both.
A leader has a vision, a number of visions, or is creating visions > in this conte/t a vision is an
overarching idea or achievable dream. Managers, on the other hand, plan $ planning is used to
enable the manager to do the job well.
.eadership is about asking the !uestions, ?what and ?why and empowering people @followersA
by giving them the responsibility to do things right. .eaders therefore work with people and
their emotions. Managers ask, ?how and work mainly with processes, models and systems >
things.
4ne of the most famous distinctions between managers and leaders was made by ,arren *ennis,
a professor at the 6niversity of 3outhern =alifornia. *ennis believes that 'Managers do things
right but leaders do the right things(. This is down to how we think about things > if you think
about doing something right you tend to think about mechanisms or ?how$tos of the task at
hand5 this is what a manager does. Boing the right thing however is a much more philosophical
concept and makes us think about the future, about vision and dreams5 this is a trait of a leader.
Ris"( Leaders and )are#ul Managers
The distinction between the manager and leader is also about the risks @or perceived risksA that
either will take.
Managers tend to be risk$averse whereas leaders are generally more likely to take risks, although
this does not necessarily make them thrill$seekers.
.eaders are concerned with fulfilling their vision and therefore consider it natural to encounter
problems and barriers that must be overcome along the way. They are generally more
comfortable with risk and therefore accept that the direction needed to reach their vision is not
always the easiest path. A leader can turn problems into opportunities and will happily break
rules in order to get things done. Managers tend to be more focused on the status !uo and will
try to minimise risk. Managers have subordinates, people who work under them and follow the
rules. .eaders, at least when they are leading @many are also managersA, have followers.
<ollowing is a voluntary action and is achieved, at least in part, by the charis&a of the leader.
=harisma comes from e/cellent interpersonal skills and the understanding that you cannot tell
people what to do, you have to inspire them and make them want to follow you. .eaders often
use transformational benefits as motivators for their followers, that is the belief that somehow the
follower will become a better person for following. 3uch motivators are very powerful& more so
than more traditional work$related motivators such as money, better working conditions or other
benefits.
SAINT JOSEPH INSTITUTE OF TECHNOLOGY
*utuan =ity
EXPANDED TERTIARY EDUCATION
EQUIVALENCY ACCREDITATION PROGRAM
(ETEEAP)
A S S I G N M E N T I N
Human Resoure
Mana!emen"
Submitted by:
SIM A. BELSONDRA
#S #us$ness A%m$n$s"ra"$on
(ma&ors $n O'era"$ons Mana!emen")
Submitted to:
Dr. Josefa M. Canoy
Pro(essor
S'NTHESIS ON H*MAN RESO*R)E MANAGEMENT
Hu&an Resource Overvie+ in the Earl( Stage
HC evolved from a mere administration function to a strategic partner in a company.
#erfunctory roles of HC practitioners were recruitment, selection, and placement of employees.
;iven the thrusts, the HC manager usually given to lawyers.
Develo$&ental Stage
HC managers need to manage the ?people side of the company to create value to the
organi%ation as well as to the employee. HC professionals are competent for building capacity
for e/cellence by acting as value adding unit in the organi%ation. HC lead in identifying
employee e/isting levels of competencies.
)urrent Stage
Hu&an ca$ital &anage&ent, employee has the greater stake of the companys
profitability.
HC #rocesses, technology and principles play integral parts in the companys mission,
vision and values.
Role o# -MA- .-ersonnel Association in the -hili$$ines/
HC are needed in business operations. "nsure !ualified personnel administrator. HC
demonstrate their capacity to contribute to the companys objectives and goals. Helped the
supply$demand gap for HC professionals
)ontri0uting Gro+th 1actors o# HR
)ncreasing comple/ity of business operations. ;overnment regulations and labor laws
promulgated in recent years. ;rowth of labor unions. )nflu/ of new concepts in management.
HR 1unctions and Roles
HR De#inition. Befine as the function of management concerned with promoting and
enhancing the development of work effectiveness and advancement of the personnel in an
organi%ation.
Manage&ent 1unctions
-lanning. Cefers to the job of determining a purpose mode of action based on a full
understanding of the factors involved and directed at a specific objectives.
Organi2ing. Arrangement and relationship of jobs and positions necessary to carry out
the personnel program as determined by the top management.
Directing. =oncerned with the guidance of all efforts toward a stated objectives.
)oordinating, Method of getting people in an organi%ation to work together
harmoniously.
)ontrolling. =oncerned with keeping all efforts within the channels prescribed by
management plan for the organi%ation.
3o0 Anal(sis
)s the process of studying positions, of describing duties and responsibilites that go with
the job categories
3o0 anal(sis $rogra&, 6sually undertaken when the organi%ation is starting
operationsm, a new job is created, and a job is changed significantly by the nature of operation,
technology introduction, restructuring or other smilar events..
1our -arts o# 3o0 Anal(sis
3o0 descri$tion. Bescribes the job in terms of its level of duties and tasks.
3o0 s$eci#ication. )ndicates the !ualifications in terms of skills, e/perience, training and
other special !ualifications as well as traits re!uired of the worker to satisfactorily perform the
job.
3o0 $ro#ile.describes the job in terms of key result areas and functions and roles and
competencies.
3o0 data gathering. Dob observation through job evaluation.
3o0 Evaluation
The process of determining the work of one job in relation to that of the other jobs in a
company so that a fair and e!uitable wage and salary system can be established.
-rinci$les to #ollo+ related to salar(. "!ual pay for e!ual work. Bifferences in pay
must be babsed on differences in work.
HR 1unctions
HR -lanning. Bynamic process of ensuring that all times a company or its units has in
its employ the right number of people wih the right skills, assigned on the right jobs where they
can contribute most effectively to the productivity and profitability of the company. "lements
includes 4rgani%ational #lanning, 3election and #lacement, Training, Bevelopment and
Motivation.
A$$raisal
A method of evaluating and providing feedback on where and how the employee meets
the work e/pectations over a given period of time.
!aria0le )o&$ensation
Eariable compensations includes 3ales )ncentive #lans, *enefits @e.g. 3337;3)3, .ife
)nsurance, Cetirement, =ar and =ar$Celated *enefits, other benefitsA and Cecognition.
Training
)t is carefully planned and handled effort of management through competent instructors7
workers, to impart ?know$how and to develop or improve certain phases of individual skills,
attitudes, discipline, behavior, or knowledge to make him either more effective on his present job
or better !ualified for another job.
Reasons, #roductivity, effectiveness on the present job, !ualification for a better job,
morale booster.
La0or4Manage&ent Relations
The relationship between the employees on one hand and management on the other hand
which governed by the =onstitution, pertinent provisions of the .abor =ode of the #hilippines,
other legislation, and applicable court decisions and regulations promulgated by the appropriate
government agencies affecting employee$employer relations.
The #hilippine =onstitution has these provisions of the constitution which justifies the
important role of the HC in an institution5
3ection F > 3ocial responsibility of both parties
3ection 9: > 3ocial justice for national development
3ection 0: > dispensable role of private sector regarding incentives
3ection F, article ))$protection to employment and !uality in employment @e!ual
opportunitiesA
3ection F, article G)))$ 3ocial justice and Human rights
Hu&an )a$ital Manage&ent
Ability plus behavior times effort times time is e!ual to T4TA. H6MAN =A#)TA.
)NE"3TM"NT
HR Trans#or&ational -rinci$les
Hu&an Resources. To place the right people with the right skills and the right jobs for
the right cost at the right time
Hu&an )a$ital. To place the right people with the right competencies in the right roles
that are value$added at the right time.
SAINT JOSEPH INSTITUTE OF TECHNOLOGY
*utuan =ity
EXPANDED TERTIARY EDUCATION
EQUIVALENCY ACCREDITATION PROGRAM
(ETEEAP)
S Y N T H E S I S I N
Human Resoure
Mana!emen"
Submitted by:
SIM A. BELSONDRA
#S #us$ness A%m$n$s"ra"$on
(ma&ors $n O'era"$ons Mana!emen")
Submitted to:
Dr. Josefa M. Canoy
Pro(essor