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Doubts of a little Camel

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MORAL OF THE STORY

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Management and
Organizations
Why managers are important to
organizations
Who managers are and where they work
Functions, roles, and skills of managers
Factors that are reshaping and
redefining the managers job
The value of management

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Why are Managers

Important?
Organizations need their managerial
skills and abilities more than ever in
these uncertain, complex, and chaotic
times.
Managerial skills and abilities are
critical in getting things done.
The quality of the employee/supervisor
relationship is the most important
variable in productivity and loyalty.
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Levels of Management

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Classifying Managers
First-line Managers - Individuals who
manage the work of non-managerial
employees.
Middle Managers - Individuals who
manage the work of first-line managers.
Top Managers - Individuals who are
responsible for making organization-wide
decisions and establishing plans and
goals that affect the entire organization.
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Where Do Managers Work?

Organization - A deliberate
arrangement of people assembled to
accomplish some specific purpose (that
individuals independently could not
accomplish alone).
Common Characteristics of
Organizations
Have a distinct purpose (goal)
Are composed of people
Have a deliberate structure
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Common Characteristics of
Organizations

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People Differences
Managers
Individuals in an organization who direct
the activities of others.
A person who is incharge of others and
responsible for timely and correct
execution of actions that promotes his
or her units success

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People Differences
Workers /Staff / Labor / Operatives
People who work directly on a job or
task and have no responsibility for
overseeing the work of others.

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People Differences
Line Employee:
An employee involved directly in
producing the companys goods or
delivering the services

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People Differences
Staff Employee:
An employee who supports line
employee

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What Do Managers Do?

Management involves coordinating
and overseeing the work activities of
others so that their activities are
completed efficiently and effectively.

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Effectiveness and Efficiency

Efficiency
Doing things right
Getting the most
output for the least
inputs

Effectiveness
Doing the right
things
Attaining
organizational goals

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Efficiency and Effectiveness

in Management

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Management Functions
Planning - Defining goals, establishing
strategies to achieve goals, and
developing plans to integrate and
coordinate activities.
Organizing - Arranging and structuring
work to accomplish organizational goals.
Leading - Working with and through
people to accomplish goals.
Controlling - Monitoring, comparing, and
correcting work.
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Planning
Planning is specifying the goals
to be achieved and deciding in
advance the appropriate actions
taken to achieve those goals.

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Planning Outcome
The outcome of the planning process
is the Organizations Strategy

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Organizing
Organizing is Assembling and Coordinating
the:
Human Resources
Financial Resources
Physical Resources
Informational Resources
And other resources needed to achieve goals.
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Organizing Outcome
The outcome of organizing is an
Organizational Structure

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Leading
Leading is stimulating people to be high
Performers.
It is :
Directing
Motivating
Communicating with employees,
individually and in groups

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Leading Outcome
The outcome of leading is a high
level of Motivation and
Commitment

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Controlling
The fourth management function
Controlling, monitors the progress
and implements necessary changes
if required.

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Controlling Outcome
The outcome of controlling is an
accurate measurement of
performance and regulation of
efficiency and effectiveness.

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Sum up: Four Functions of

Management

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Management Roles
Roles are specific actions or
behaviors expected of a manager.
Mintzberg identified 10 roles grouped
around interpersonal relationships,
the transfer of information, and
decision making.

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Management Roles
Interpersonal roles
Figurehead, leader, liaison

Informational roles
Monitor, disseminator, spokesperson

Decisional roles
Entrepreneur, disturbance handler,
resource allocator, negotiator

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Mintzbergs Managerial Roles

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Mintzbergs Managerial Roles

Category

Role

Activity

Examples

Interperso
nal

Figurehead

Perform social
and legal duties,
act as symbolic
leader

Greet visitors, sign legal

documents, attend
ribbon cutting
ceremonies,
host receptions, etc.

Leader

Direct and
motivate
subordinates,
select and train
employees

Includes almost all

interactions with
subordinates

Liaison

Establish and
maintain
contacts within
and outside the
organization

Business
correspondence,
participation in
meetings with
representatives
of other divisions or
organizations.
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Mintzbergs Managerial Roles

Category

Role

Informatio Monitor
nal

Activity

Examples

Seek and acquire

work-related
information

Scan/read trade press,

periodicals, reports; attend
seminars and
training; maintain personal
contacts

Disseminat
or

Communicate/
Send memos and reports;
disseminate
inform staffers and
information to others subordinates of decisions
within the
organization

Spokespers Communicate/trans
on
mit information to
outsiders

Pass on memos, reports and

informational materials;
participate in
conferences/meetings and
report progress
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Mintzbergs Managerial Roles

Category

Role

Activity

Examples

Decisional

Entrepreneur

Identify new
Implement innovations;
ideas and initiate Plan for the future
improvement
projects

Disturbance
Handler

Deals with
disputes or
problems and
takes corrective
action

Settle conflicts between

subordinates; Choose
strategic alternatives;
Overcome crisis
situations

Resource
Allocator

Decide where to
apply resources

Draft and approve of

plans, schedules,
budgets; Set priorities

Negotiator

Defends
business
interests

Participates in and
directs negotiations
within team,
department, and
organization
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Interpersonal Category
The managerial roles in this category
involveprovidinginformation and ideas.
1. Figurehead As a manager, you have social,
ceremonial and legal
responsibilities. You're expected
to be a source of inspiration. People look up to you as a
person with authority, and as a
figurehead.
2. Leader This is where you provide leadership for
your team, your department or perhaps your entire
organization; and it's where you manage the
performance and responsibilities of everyone in the
group.
3. Liaison Managers must communicate with internal
and external
contacts. You need to be able to
network effectively on behalf of your organization.
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Informational Category
The managerial roles in this category
involveprocessinginformation.
4. Monitor In this role, you regularly seek out information
related to your organization and industry, looking for
relevant changes in the environment. You also monitor
your team, in terms of both their productivity, and their
well-being.
5. Disseminator This is where you communicate
potentially useful information to your colleagues and your
team.
6. Spokesperson Managers represent and speak for their
organization. In this role you're responsible for
transmitting information about your organization and its
goals to the people outside it.
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Decisional Category
The managerial roles in this category involveusinginformation.
7. Entrepreneur As a manager, you create and control change
within the organization. This means solving problems, generating
new ideas, and implementing them.
8. Disturbance Handler When an organization or team hits an
unexpected roadblock, it's the manager who must take charge.
You also need to help mediate disputes within it.
9. Resource Allocator You'll also need to determine where
organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational
resources.
10. Negotiator You may be needed to take part in, and direct,
important negotiations within your team, department, or
organization.

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Mintzbergs Managerial
Roles
In the real world, these roles overlap and a
manager must learn to balance them in
order to manage effectively. While a
managers work can be analyzed by these
individual roles, in practice they are
intermixed and interdependent. According
to Mintzberg: The manager who only
communicates or only conceives never
gets anything done, while the manager
who only does ends up doing it all alone.
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Skills Managers Need

Technical skills
Knowledge and proficiency in a specific
field

Human skills
The ability to work well with other people

Conceptual skills
The ability to think and conceptualize
about abstract and complex situations
concerning the organization
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Skills Needed at Different

Managerial Levels

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Important Managerial Skills

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The Importance of
Customers
Customers: the reason that
organizations exist
Managing customer relationships is the
responsibility of all managers and
employees.
Consistent high quality customer service
is essential for survival.

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The Importance of
Innovation
Innovation
Doing things differently, exploring new
territory, and taking risks.
Managers should encourage employees
to be aware of and act on opportunities
for innovation.

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The Importance of
Sustainability
Sustainability a companys ability
to achieve its
business goals and
increase long-term
shareholder value
by integrating
economic,
environmental, and
social opportunities
into its business
strategies.
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Change
s
Facing
Manag
ers

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Why Management?
Universality of Management
The reality that management is needed

in all types and sizes of organizations

at all
organizational levels
in all organizational areas
in all organizations, regardless of location

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Universal Need for Management

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Rewards and Challenges of Being a

Manager

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Session 1 Wrap Up

manager
first-line managers
middle managers
top managers
management
efficiency
effectiveness
planning
organizing
leading
controlling

management roles
interpersonal roles
informational roles
decisional roles
technical skills
human skills
conceptual skills
organization
universality of
management

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