mirror of
https://github.com/hyzendust/hyzendust.github.io.git
synced 2026-04-16 21:58:33 +02:00
60 lines
22 KiB
HTML
60 lines
22 KiB
HTML
<!doctype html><html class=html lang=en-us dir=ltr><head><meta charset=utf-8><meta name=viewport content="width=device-width"><title>Unit 2 | Freedoms4</title><link rel=stylesheet href=/css/style.min.34d0accb85f8ec23ceee8c29eef5907823b531d8acb9e6bdf45a3b37ad028d30.css integrity="sha256-NNCsy4X47CPO7owp7vWQeCO1Mdisuea99Fo7N60CjTA=" crossorigin=anonymous><link rel=icon href=/favicon.ico><meta name=description content=" April 12, 2026 # Behaviors of Managers # A) Coaching managers # Coaching managers usually take on a teacher-like role, and they have an excellent understanding of the different stages of professional development. They love to motivate their employees to improve. They do this by helping them build strong personal relationships. Some of the most common qualities of a coaching manager include:
|
||
Educating every employee of the organisation. Looking after the long-term professional development of their employees. Bringing the team together whilst also evaluating each individual’s progress. B) Authoritative managers # Authoritative managers make sure that they are handling most of the decision-making and task delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their office. They most often focus on adhering to rules and making sure that employees complete tasks as per the company’s standard of quality. Some of the common qualities of an authoritative manager include:"><meta property="og:url" content="https://freedoms4.org/uninotes/s1/pbm-dcm1110/unit2/self/"><meta property="og:site_name" content="Freedoms4"><meta property="og:title" content="Unit 2"><meta property="og:description" content="April 12, 2026 # Behaviors of Managers # A) Coaching managers # Coaching managers usually take on a teacher-like role, and they have an excellent understanding of the different stages of professional development. They love to motivate their employees to improve. They do this by helping them build strong personal relationships. Some of the most common qualities of a coaching manager include:
|
||
Educating every employee of the organisation. Looking after the long-term professional development of their employees. Bringing the team together whilst also evaluating each individual’s progress. B) Authoritative managers # Authoritative managers make sure that they are handling most of the decision-making and task delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their office. They most often focus on adhering to rules and making sure that employees complete tasks as per the company’s standard of quality. Some of the common qualities of an authoritative manager include:"><meta property="og:locale" content="en_us"><meta property="og:type" content="article"><meta property="article:section" content="uninotes"><meta itemprop=name content="Unit 2"><meta itemprop=description content="April 12, 2026 # Behaviors of Managers # A) Coaching managers # Coaching managers usually take on a teacher-like role, and they have an excellent understanding of the different stages of professional development. They love to motivate their employees to improve. They do this by helping them build strong personal relationships. Some of the most common qualities of a coaching manager include:
|
||
Educating every employee of the organisation. Looking after the long-term professional development of their employees. Bringing the team together whilst also evaluating each individual’s progress. B) Authoritative managers # Authoritative managers make sure that they are handling most of the decision-making and task delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their office. They most often focus on adhering to rules and making sure that employees complete tasks as per the company’s standard of quality. Some of the common qualities of an authoritative manager include:"><meta itemprop=wordCount content="1156"><meta itemprop=keywords content="S1,PBM DCM1110"><link rel=stylesheet href=/css/custom.css><script>(function(){var e=localStorage.getItem("theme");e&&document.documentElement.setAttribute("data-theme",e)})()</script></head><body class=body><header class=header><div class=brand><img src=/logo.png alt="Freedoms4 logo"><h1>Freedoms4</h1><div class=brand__actions><button class=theme-toggle id=theme-toggle aria-label="Toggle theme" title="Toggle dark/light mode">
|
||
<svg class="theme-toggle__sun" viewBox="0 0 24 24" width="16" height="16" fill="currentColor"><path d="M12 7c-2.76.0-5 2.24-5 5s2.24 5 5 5 5-2.24 5-5-2.24-5-5-5zM2 13h2c.55.0 1-.45 1-1s-.45-1-1-1H2c-.55.0-1 .45-1 1s.45 1 1 1zm18 0h2c.55.0 1-.45 1-1s-.45-1-1-1h-2c-.55.0-1 .45-1 1s.45 1 1 1zM11 2v2c0 .55.45 1 1 1s1-.45 1-1V2c0-.55-.45-1-1-1s-1 .45-1 1zm0 18v2c0 .55.45 1 1 1s1-.45 1-1v-2c0-.55-.45-1-1-1s-1 .45-1 1zM5.99 4.58c-.39-.39-1.03-.39-1.41.0-.39.39-.39 1.03.0 1.41l1.06 1.06c.39.39 1.03.39 1.41.0s.39-1.03.0-1.41L5.99 4.58zm12.37 12.37c-.39-.39-1.03-.39-1.41.0-.39.39-.39 1.03.0 1.41l1.06 1.06c.39.39 1.03.39 1.41.0.39-.39.39-1.03.0-1.41l-1.06-1.06zm1.06-12.37-1.06 1.06c-.39.39-.39 1.03.0 1.41s1.03.39 1.41.0l1.06-1.06c.39-.39.39-1.03.0-1.41s-1.03-.39-1.41.0zM7.05 18.36l-1.06 1.06c-.39.39-.39 1.03.0 1.41s1.03.39 1.41.0l1.06-1.06c.39-.39.39-1.03.0-1.41s-1.03-.39-1.41.0z"/></svg>
|
||
<svg class="theme-toggle__moon" viewBox="0 0 24 24" width="16" height="16" fill="currentColor"><path d="M21 12.79A9 9 0 1111.21 3 7 7 0 0021 12.79z"/></svg></button><div class="brand__auth brand__auth--desktop"><input type=checkbox id=auth-dropdown class=brand__auth-check>
|
||
<label class=brand__auth-toggle for=auth-dropdown tabindex=0 aria-label="Account options"><svg viewBox="0 0 24 24" width="12" height="12" fill="currentColor"><path d="M12 12c2.7.0 4.8-2.1 4.8-4.8S14.7 2.4 12 2.4 7.2 4.5 7.2 7.2 9.3 12 12 12zm0 2.4c-3.2.0-9.6 1.6-9.6 4.8v2.4h19.2v-2.4c0-3.2-6.4-4.8-9.6-4.8z"/></svg></label><div class=brand__auth-links><a href=/login/ class="auth-link auth-link--login">Login</a>
|
||
<a href=/signup/ class="auth-link auth-link--signup">Sign Up</a></div></div><a href=/index.xml class="rss-subscribe__link rss-subscribe__link--desktop" title="Subscribe via RSS"><svg viewBox="0 0 24 24" width="10" height="10" fill="currentColor" aria-hidden="true"><path d="M6.18 15.64a2.18 2.18.0 012.18 2.18c0 1.19-.98 2.18-2.18 2.18C4.98 20 4 19.01 4 17.82a2.18 2.18.0 012.18-2.18M4 4.44A15.56 15.56.0 0119.56 20h-2.83A12.73 12.73.0 004 7.27V4.44m0 5.66a9.9 9.9.0 019.9 9.9h-2.83A7.07 7.07.0 004 12.93V10.1z"/></svg>
|
||
<span>Subscribe</span></a><div class=brand__mobile-menu><input type=checkbox id=mobile-menu-check class=brand__mobile-check>
|
||
<label class=brand__mobile-toggle for=mobile-menu-check aria-label=Menu><svg viewBox="0 0 24 24" width="18" height="18" fill="currentColor"><path d="M3 18h18v-2H3v2zm0-5h18v-2H3v2zm0-7v2h18V6H3z"/></svg></label><div class=brand__mobile-links><a href=/login/ class=mobile-link>Login</a>
|
||
<a href=/signup/ class=mobile-link>Sign Up</a>
|
||
<a href=/index.xml class="mobile-link mobile-link--subscribe"><svg viewBox="0 0 24 24" width="12" height="12" fill="currentColor" aria-hidden="true"><path d="M6.18 15.64a2.18 2.18.0 012.18 2.18c0 1.19-.98 2.18-2.18 2.18C4.98 20 4 19.01 4 17.82a2.18 2.18.0 012.18-2.18M4 4.44A15.56 15.56.0 0119.56 20h-2.83A12.73 12.73.0 004 7.27V4.44m0 5.66a9.9 9.9.0 019.9 9.9h-2.83A7.07 7.07.0 004 12.93V10.1z"/></svg>
|
||
Subscribe</a></div></div></div></div><nav class="menu language"><ul class="menu__list language__list"><li class=menu__item><a class=menu__link href=/>Home</a></li><li class=menu__item><a class=menu__link href=/blog/>Blog</a></li><li class=menu__item><a class=menu__link href=/services/>Services</a></li><li class=menu__item><a class=menu__link href=/uninotes/>UniNotes</a></li><li class=menu__item><a class=menu__link href=/contact/>Contact</a></li></ul></nav></header><main class=main><nav class="uninotes-breadcrumbs breadcrumbs"><a href=/uninotes/>UniNotes</a>
|
||
› <a href=/uninotes/s1/>S1</a>
|
||
› <a href=/uninotes/s1/pbm-dcm1110/>PBM DCM1110</a>
|
||
› <a href=/uninotes/s1/pbm-dcm1110/unit2/>Unit 2</a>
|
||
› <span>Self</span></nav><div class=uninotes-meta><span class=uninotes-meta__pill>S1</span>
|
||
<span class=uninotes-meta__pill>PBM DCM1110</span>
|
||
<span class="uninotes-meta__pill uninotes-meta__pill--self">Self</span></div><h1>Unit 2</h1><details class=toc><summary class=toc__summary>Table of Contents</summary><nav id=TableOfContents><ul><li><ul><li><a href=#april-12-2026><em><strong>April 12, 2026</strong></em></a></li></ul></li><li><a href=#behaviors-of-managers>Behaviors of Managers</a><ul><li><a href=#a-coaching-managers>A) Coaching managers</a></li><li><a href=#b-authoritative-managers>B) Authoritative managers</a></li><li><a href=#c-results-based-managers>C) Results-based managers</a></li><li><a href=#d-strategic-managers>D) Strategic managers</a></li><li><a href=#e-proactive-managers>E) Proactive managers</a></li><li><a href=#f-laissez-faire-managers>F) Laissez-faire managers</a></li><li><a href=#g-democratic-managers>G) Democratic managers</a></li><li><a href=#h-visionary-managers>H) Visionary managers</a></li><li><a href=#i-transformational-managers>I) Transformational managers</a></li><li><a href=#j-charismatic-managers>J) Charismatic managers</a></li></ul></li><li><a href=#characteristics-of-managers>Characteristics of Managers</a></li><li><a href=#managerial-skills>Managerial Skills</a><ul><li><a href=#a-conceptual-skills>A) Conceptual Skills</a></li><li><a href=#b-human-skills>B) Human Skills</a></li><li><a href=#c-technical-skills>C) Technical Skills</a></li></ul></li><li><a href=#roles-of-a-manager>Roles of a Manager</a><ul><li><a href=#a-interpersonal-roles>A) Interpersonal Roles</a></li><li><a href=#b-informational-roles>B) Informational Roles</a></li><li><a href=#c-decisional-roles>C) Decisional Roles</a></li></ul></li></ul></nav></details><h3 class=heading id=april-12-2026><em><strong>April 12, 2026</strong></em><span class=heading__anchor> <a href=#april-12-2026>#</a></span></h3><h2 class=heading id=behaviors-of-managers>Behaviors of Managers<span class=heading__anchor> <a href=#behaviors-of-managers>#</a></span></h2><h3 class=heading id=a-coaching-managers>A) Coaching managers<span class=heading__anchor> <a href=#a-coaching-managers>#</a></span></h3><p>Coaching managers usually take on a teacher-like role, and they have an excellent understanding of
|
||
the different stages of professional development. They love to motivate their employees to improve.
|
||
They do this by helping them build strong personal relationships. Some of the most common
|
||
qualities of a coaching manager include:</p><ul><li>Educating every employee of the organisation.</li><li>Looking after the long-term professional development of their employees.</li><li>Bringing the team together whilst also evaluating each individual’s progress.</li></ul><h3 class=heading id=b-authoritative-managers>B) Authoritative managers<span class=heading__anchor> <a href=#b-authoritative-managers>#</a></span></h3><p>Authoritative managers make sure that they are handling most of the decision-making and task
|
||
delegation by themselves, whilst also making sure that they are maintaining a strict protocol in their
|
||
office. They most often focus on adhering to rules and making sure that employees complete tasks
|
||
as per the company’s standard of quality. Some of the common qualities of an authoritative manager
|
||
include:</p><ul><li>Giving importance to rules and operation standards.</li><li>Motivating their employees to give their best and also holding employees accountable.</li><li>Taking disciplinary actions when necessary.</li></ul><h3 class=heading id=c-results-based-managers>C) Results-based managers<span class=heading__anchor> <a href=#c-results-based-managers>#</a></span></h3><p>Results-based managers mainly concentrate on whether or not employees meet their goals. They
|
||
are more concerned with the completion of work by the employees rather than how they do it. This
|
||
gives employees some power to make decisions and come up with their own methods for success.
|
||
Some of the common qualities of a results-based manager include:</p><ul><li>Being lenient in terms of rules and protocols.</li><li>Finding out ways to ensure that their employees work most effectively.</li><li>Focusing only on completion of work, not on how it gets accomplished.</li></ul><h3 class=heading id=d-strategic-managers>D) Strategic managers<span class=heading__anchor> <a href=#d-strategic-managers>#</a></span></h3><p>Strategic managers build their management style around the end result that they want to achieve.
|
||
They delegate authority to lower-level supervisors so they can focus on developing the ultimate
|
||
long-term strategy for success. Some of the most common qualities of a strategic manager include:</p><ul><li>Delegating responsibility to lower-level supervisors but not otherwise strongly involved
|
||
in day-to-day tasks.</li><li>Focusing on the overall goal of their projects rather than minor details.</li><li>Working independently to create plans for their employees that they can undertake on their
|
||
own.</li></ul><h3 class=heading id=e-proactive-managers>E) Proactive managers<span class=heading__anchor> <a href=#e-proactive-managers>#</a></span></h3><p>Proactive managers are always offering help and advice. They also remain positive even in times of
|
||
crisis. They typically focus on what actions they can take to overcome or solve any challenges that
|
||
might arise. With a hands-on approach, they try to meet those challenges. Some of the most common
|
||
qualities of a proactive manager include:</p><ul><li>Being enthusiastic about meeting goals through collaboration with employees.</li><li>Showing confidence in the abilities of their employees.</li><li>Being supportive of employees and always ready to help them.</li></ul><h3 class=heading id=f-laissez-faire-managers>F) Laissez-faire managers<span class=heading__anchor> <a href=#f-laissez-faire-managers>#</a></span></h3><p>Laissez-faire managers make sure that they meet their goals, but they typically do not offer much
|
||
help or supervision during work operations. They delegate most of the day-to-day and long-term
|
||
responsibilities to their employees. If you prefer to work autonomously, you might work well under
|
||
a laissez-faire manager. Some of the common qualities of a laissez-faire manager include:</p><ul><li>Remaining hands-off with daily performance.</li><li>Delegating responsibility to employees and stepping back.</li><li>Giving employees autonomy to make decisions and complete tasks on their own.</li></ul><h3 class=heading id=g-democratic-managers>G) Democratic managers<span class=heading__anchor> <a href=#g-democratic-managers>#</a></span></h3><p>Democratic managers listen to input given by employees and welcome the employees to be a part
|
||
of the decision-making process. They try to make every member of a team crucial to a project’s
|
||
completion. An office led by a democratic manager focuses on teamwork. Some of the common
|
||
qualities of a democratic manager include:</p><ul><li>Open to suggestions and criticism.</li><li>Understanding of employees’ points of view.</li><li>Emphasising collaboration among employees and the team as a whole.</li></ul><h3 class=heading id=h-visionary-managers>H) Visionary managers<span class=heading__anchor> <a href=#h-visionary-managers>#</a></span></h3><p>Visionary managers rely on strategies to make a plan for their team, and then they ultimately allow
|
||
their employees to work autonomously. However, they also check in with employees regularly to
|
||
ensure that productivity is in line with their vision and goals. Some of the common qualities of a
|
||
visionary manager include:</p><ul><li>Staying fair but also being serious about achieving desired results.</li><li>Offering quality feedback to the employees.</li><li>Trusting employees as long as they adhere to the well-planned strategy.</li></ul><h3 class=heading id=i-transformational-managers>I) Transformational managers<span class=heading__anchor> <a href=#i-transformational-managers>#</a></span></h3><p>Transformational managers are enthusiastic about the growth of their employees. They also learn
|
||
how to adapt to changes in their industry. They motivate employees to go beyond their comfort
|
||
zones and constantly improve. Some of the common qualities of a transformational manager include:</p><ul><li>Being creative in terms of approaches to new tasks and methods of operation.</li><li>Motivating and challenging employees to adapt to changes.</li><li>Being heavily involved in work processes.</li><li>Supporting employees.</li></ul><h3 class=heading id=j-charismatic-managers>J) Charismatic managers<span class=heading__anchor> <a href=#j-charismatic-managers>#</a></span></h3><p>Charismatic managers give priority to building strong personal relationships with their employees.
|
||
They also try to cater to their employees’ needs whenever they can. This can motivate employees to
|
||
strive to work effectively and efficiently in order to gratify their manager. Some of the common
|
||
qualities of a charismatic manager include:</p><ul><li>Being friendly and charming when working with employees and supervisors.</li><li>Showing kindness to employees instead of being authoritative.</li><li>Providing constant support and help when necessary.</li></ul><h2 class=heading id=characteristics-of-managers>Characteristics of Managers<span class=heading__anchor> <a href=#characteristics-of-managers>#</a></span></h2><p>A) They are responsible for the performance of tasks.<br>B) They maintain balance between goals and define priorities.<br>C) They think rationally and conceptually.<br>D) They act as mediators.<br>E) They make complicated decisions.</p><h2 class=heading id=managerial-skills>Managerial Skills<span class=heading__anchor> <a href=#managerial-skills>#</a></span></h2><h3 class=heading id=a-conceptual-skills>A) Conceptual Skills<span class=heading__anchor> <a href=#a-conceptual-skills>#</a></span></h3><ul><li>Solving business problems by analysing information.</li><li>Identifying new opportunities and areas for innovation.</li><li>Recognising problem areas and developing solutions.</li><li>Selecting key information from large amounts of data.</li><li>Understanding how technology supports business operations.</li><li>Having a clear understanding of the organisation’s business model and goals.</li></ul><h3 class=heading id=b-human-skills>B) Human Skills<span class=heading__anchor> <a href=#b-human-skills>#</a></span></h3><ul><li>Interviewing and selecting employees.</li><li>Motivating and guiding team members.</li><li>Resolving conflicts and maintaining harmony.</li><li>Building partnerships and encouraging teamwork.</li></ul><h3 class=heading id=c-technical-skills>C) Technical Skills<span class=heading__anchor> <a href=#c-technical-skills>#</a></span></h3><ul><li>Using computer software or operating machinery.</li><li>Designing a brochure or preparing a financial report.</li><li>Training employees to use a new budgeting system.</li></ul><h2 class=heading id=roles-of-a-manager>Roles of a Manager<span class=heading__anchor> <a href=#roles-of-a-manager>#</a></span></h2><h3 class=heading id=a-interpersonal-roles>A) Interpersonal Roles<span class=heading__anchor> <a href=#a-interpersonal-roles>#</a></span></h3><ol><li>Figurehead- attending meetings, signing legal documents, welcoming visitors, or
|
||
inaugurating company events.</li><li>Leader.</li><li>Liaison.</li></ol><h3 class=heading id=b-informational-roles>B) Informational Roles<span class=heading__anchor> <a href=#b-informational-roles>#</a></span></h3><ol><li>Monitor - gathers information.</li><li>Disseminator - shares information.</li><li>Spokesperson - represents.</li></ol><h3 class=heading id=c-decisional-roles>C) Decisional Roles<span class=heading__anchor> <a href=#c-decisional-roles>#</a></span></h3><ol><li><p>Entrepreneur: The manager identifies opportunities for improvement and innovation. They take
|
||
the initiative to start new projects, introduce new products, or adopt better methods to improve
|
||
efficiency and competitiveness.</p></li><li><p>Disturbance Handler: In this role, the manager deals with unexpected problems or conflicts.
|
||
This may include resolving employee disputes, handling crises, or managing supply shortages.
|
||
The goal is to maintain stability and prevent disruption in operations.</p></li><li><p>Resource Allocator: The manager decides how to distribute resources like money, time, and
|
||
manpower among different departments or projects. Effective allocation ensures that priorities
|
||
are met and the organisation runs efficiently.</p></li><li><p>Negotiator: The manager represents the organisation in negotiations with employees, suppliers,
|
||
customers, or other external parties. They work to reach agreements that are beneficial for both
|
||
the organisation and its stakeholders.</p></li></ol><nav class=page-nav><a class=page-nav__previous-link href=/uninotes/s1/pbm-dcm1110/unit1/>← Unit 1</a>
|
||
<a class=page-nav__next-link href=/uninotes/s1/pbm-dcm1110/unit3/>Unit 3 →</a></nav></main><footer class=footer><p class=footer__copyright-notice>© <a href=https://freedoms4.org>freedoms4.org</a> <a href=/changelog/>Changelog</a></p><p class=footer__theme-info>Built with <a href=https://gohugo.io>Hugo</a> and based on <a href=https://github.com/CyrusYip/hugo-theme-yue>Yue</a> theme</p></footer><script>(function(){var e=document.getElementById("theme-toggle");if(!e)return;function t(){var e=localStorage.getItem("theme");return e?e:window.matchMedia("(prefers-color-scheme: light)").matches?"light":"dark"}function n(e){document.documentElement.setAttribute("data-theme",e),localStorage.setItem("theme",e)}n(t()),e.addEventListener("click",function(){var e=document.documentElement.getAttribute("data-theme")||t();n(e==="dark"?"light":"dark")})})()</script><script>(function(){var e=document.getElementById("mobile-menu-check");if(!e)return;document.addEventListener("click",function(t){if(!e.checked)return;var n=e.closest(".brand__mobile-menu");n&&!n.contains(t.target)&&(e.checked=!1)})})()</script></body></html> |