L01 Basics to Management

8/2/2019 L01 Basics to Management

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Basics to Management


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Organusational Decisions BM035-3-2

Review Questions

1. Explain the NEW concept ofManagement Functions.

2. Describe the different kinds of managersand their responsibilities.


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Learning Objectives:What is Management?

After discussing this sectionyou should be able to:

1. describe what management is.

2. explain the four functions ofmanagement.


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What is Management?

Management is..Coordinating and overseeing the work activities of others so thattheir activities are completed efficiently and effectively

EfficiencyGetting the most output from the least amount of input; doingthings right

EffectivenessDoing those work activities that help the organisation reach itsgoals; doing the right things

Managers are concerned with:


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Management Functions

What do Managers do?

Functions

Planning defining goals, establishing strategies, anddeveloping plans

Organising arranging and structuring work

Leading working with and through people

Controlling evaluating whether things are going as planned


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Management Functions

Old

Planning

Organizing Leading

Controlling

New

Making Things

Happen Meeting the

Competition

OrganizingPeople, Projects,and Processes


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Making Things Happen

Determining what you want to accomplish.

Planning how to achieve those goals.

Gathering and managing the informationneeded to make good decisions.

Controlling performance.



Meeting the Competition

Consider the threat from internationalcompetitors.

Have a well-thought-out competitive strategy.

Be able to embrace change and foster newproduct and service ideas.

Structure their organizations to quickly adapt to

changing customers and competitors.



Organizing People, Projects, andProcesses

Consideration of peopleissues.

Consideration of work

processes.



Learning Objectives:

What Do Managers Do?

After discussing this section, you shouldbe able to:

1. describe different kinds of managers.

2. explain Mintzbergs managerial roles

2. identify the expected skills of managers



Kinds of Managers

Top Managers

Middle Managers

First-Line Managers

Team Leaders



Top Managers

Responsible for:

Creating a context for change.

Developing attitudes of commitment andownership in employees.

Creating a positive organizational culture

through language and action. Monitoring their business environments.



Middle Managers

Responsible for: Planning and allocating resources to meet

objectives.

Coordinating and linking groups, departmentand divisions. Monitoring and managing the performance of

the subunits and individual managers who reportto them.

Implementing the changes or strategiesgenerated by top managers.



First-Line Managers

Responsible for:

Managing the performance of entry-levelemployees.

Teaching entry-level employees how to do theirjobs.

Making detailed schedules and operating plans

on middle managements intermediate rangeplans.



Team Leaders

Responsible for:

Facilitating team performance.

Managing externalrelationships.

Internal team relationships.



Mintzbergs Managerial Roles

Interpersonal Roles

Informational Roles Decisional Roles




Interpersonal RolesRoles that involve people (subordinates and personsoutside the organisation) and other duties that areceremonial and symbolic in nature.

3 Interpersonal Roles:

Figurehead

Leader

Liaison



Interpersonal Roles

Roles Description Examples

Figurehead Symbolic head: obliged toperform a number of routineduties of a legal or socialnature

Greeting visitors; signinglegal documents

Leader Responsible for the motivationof subordinates; responsiblefor staffing, training, andassociated duties

Performing virtually allactivities that involvesubordinates

Liaison Maintains self-developednetwork of outside contactsand informers who providefavours and information

Acknowledging mail; doingexternal board work;performing other activitiesthat involve outsiders


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Informational RolesRoles that involve collecting, receiving, and disseminatinginformation.

3 Informational Roles:

Monitor

Disseminator

Spokesperson


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Informational Roles

Roles Description Examples

Monitor Seeks and receives widevariety of internal and externalinformation to developthorough understanding of

organisation and environment

Reading periodicals andreports; maintainingpersonal contacts

Disseminator Transmits information receivedfrom outsiders or fromsubordinates to members of

the organisation

Holding informationalmeetings; making phonecalls to relay information

Spokesperson Transmits information tooutsiders on organisations

plans, policies, actions, results,etc.

Holding board meetings;giving information to themedia


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Decisional RolesRoles that entail making decision or choices.

4 Decisional Roles:

Entrepreneur

Disturbance Handler Resource Allocator

Negotiator


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Organusational Decisions

Decisional RolesRoles Description Examples

Entrepreneur Searches organisation and itsenvironment for opportunities andinitiates improvement projects to

bring about changes

Organising strategy and reviewsessions to develop newprograms

DisturbanceHandler

Responsible for corrective action

when organisation faces important,unexpected disturbances

Organising strategy and review

sessions that involvedisturbances and crises

Resource

Allocator

Responsible for the allocation oforganisational resources of all kinds

making or approving all significantorganisational organisationaldecisions

Scheduling; requestingauthorisation; performing any

activity that involves budgetingand the programming ofsubordinates work

Negotiator Responsible for representing theorganisation at major negotiations

Participating in union contractnegotiations

BM035-3-2


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What CompaniesLook for in Managers

Technical Skills

Specialized knowledge Human Skills

Ability to work with others

Conceptual Skills Ability to see the whole organization

Motivation to Manage (Leadership Skills) A desire to be in charge

(Managerial Skills)


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The skills associated with

performing specialised task withina company.

Technical Skills


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The skills associated with

understanding and being able toget along with other people.

Human Skills


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The skills associated with being

able to think in abstract, todiagnose and analyse differentsituations, and to see beyond thepresent.

Conceptual Skills


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The desire and skills to be in

charge and motivate others to workto meet specific objectives.

Motivation to Manage(Leadership Skills)

R l ti I t


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Relative Importanceof Managerial Skills to

Different Managerial Levels

Exhibit 1.4


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First-Year Management Transition

Managers Initial Expectations

Be the boss

Formal authority Manage tasks

Job is not managing people

Adapted from Exhibit 1.6

Fi t Y M t T iti


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After Six Months as a Manager

Initial expectations were wrong

Fast pace Heavy workload

Job is to be problem-solver and trouble-

shooter for subordinates



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After a Year as a Manager

No longer doers

Communication, listening, & positivereinforcement

Job is people development



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The Transition to Management

Initial Assumptions

Exercise formalauthority

Managing tasks notpeople

Help employees do

their jobs Hire and fire

Reality

Cannot be bossy

Manage people nottasks

Coach employee

performance Hire and develop


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Learning Summary

Who are Managers?

Managers coordinate and oversee the work of other people so thatorganisational goals can be accomplishes.

Top Managers

Middle Managers

First-Line Managers Team Leader


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Learning Summary


Functions

Planning defining goals, establishing strategies, anddeveloping plans

Organising arranging and structuring work

Leading working with and through people

Controlling evaluating whether things are going as planned


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Learning Summary


Roles

Interpersonal figurehead, leader, liaison

Informational monitor, disseminator, spokesperson

Decisional entrepreneur, disturbance handler,resource allocator, negotiator


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Learning Summary


Skills

Technical Skills Human Skills

Conceptual Skills

Leadership Skills (Motivation to Manage)


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Main Reference

Stephen P. Robbins & Mary Coulter, (2007)Management,9th Edition Pearson Prentice Hall

(ISBN: 0-13-240804-X)Chapter 1


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Q & A


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Review Questions

1. Explain the NEW concept ofManagement Functions.

2. Describe the different kinds of managersand their responsibilities.


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Review Questions

3. Illustrate the relative importance ofManagerial Skills to different Managerial

Levels


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Management Issues

Manager

Someone who coordinates and oversees the work of other people so thatorganisational goals can be accomplished.

Did you ever wonder why managers areneeded in organisation?

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L01 Basics to Management