Topic 1 (Chapter 1 of core text)

Managing in Turbulent Times

What do we learn in this

topic?

Definition of management
Management functions
Organizational performance
Management skills
Management types
Managerial roles
Management and the new workplace
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Learning. All rights reserved.

The Definition of Management

Management
Management is
is the
the attainment
attainment of
of
organizational
organizational goals
goals in
in an
an effective
effective and
and
efficient
efficient manner
manner through
through planning,
planning,
organizing,
organizing, leading,
leading, and
and controlling
controlling
organizational
organizational resources.
resources.
2 important parts in the definition:
4 management functions: P, O, L, & C; and
Achievement of organisational goals in an
effective and efficient manner.
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Learning. All rights reserved.

 Mary Parker Follet (early twentieth-century

management scholar): Management is the
art of getting things done through people!
They create systems and conditions for
people to perform tasks.

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Learning. All rights reserved.

1.1 What Do Managers Do?

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1.2 The Process of Management

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The Four Management

Functions
Planning. Identifying goals and resources
for future organizational performance.
Organizing. Assigning tasks, delegating
authority and allocating resources.
Leading. The use of influence to motivate
employees to achieve goals.
Controlling. Monitoring activities and
taking corrective action when needed.
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Learning. All rights reserved.

Exercise
Tell the following activities are under which
management functions:
1.The manager is reading on the weekly
report submitted by team leaders to know
the team progress and to correct their
actions if anything goes wrong.
2.The manager decides on the target sales
and the actions plan to achieve the target
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Western, a division of Cengage
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Learning. All rights reserved.

Organizational Performance
An organization is a social entity that is goal
directed and deliberately structured.
Social entity means two or more people.
Goal directed means the organization is
designed to achieve some outcome or goal
such as make a profit.
Deliberately structured means tasks are
divided and responsibility for their
performance is assigned to organization
members.
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Learning. All rights reserved.

Organizational Performance (contd)

The managers responsibility is to
coordinate resources in an effective and
efficient manner to accomplish the
organizations goals.
Organizational effectiveness is the
degree to which the organization
achieves a stated goal, or succeeds in
accomplishing what it tries to do.
Organizational efficiency refers to the
amount of resources used to achieve an
organizational goal. It is based on the
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Learning. All rights reserved.

Management Skills
There are three categories of skills:
conceptual, human, technical
Conceptual Skills These refer to the
cognitive ability to see the organization as a
whole system. It involves the managers
thinking, information process, and planning
abilities.
Human Skills These refer to the ability to
work with and through other people. It
involves the ability to motivate, facilitate,
coordinate, lead, communicate and resolve

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Management Skills (contd)

Technical Skills These refer to the
understanding and proficiency in the
performance of specific tasks. It
includes mastery of the methods,
techniques, & equipment involved in
specific function and also specialised
knowledge in that specific discipline.

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Management Skills (contd)

The degree of the skills may vary but all
managers must possess the skills
The application of management skills change
as managers move up the hierarchy

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1.3 Relationship of
Skills to Management

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When Skills Fail

Missteps and unethical behavior have been
in the news
During turbulent times, managers must apply
their skills
Common management failures:
Not listening to customers
Misinterpreting signals from marketplace
Not building teams
Inability to execute strategies
Failure to comprehend and adapt to
change

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1.4 Top Causes of

Manager Failure

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Management Types: Vertical

There are three levels of managers: top managers,
middle managers and first line managers.
Top managers are at the top of the organizational
hierarchy and are responsible for the entire
organization, with titles such as president,
chairperson, executive director, CEO, and executive
vice president.
They are concerned with long-range planning.
Responsibilities of top managers include:
setting organizational goals;
defining strategies for achieving them;
monitoring and interpreting the external environment;
making decisions that affect the entire organization;
communicating a shared vision for the organization;
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shaping
corporate
culture;
and
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reserved.

Management Types: Vertical (contd)

Middle managers work at the middle levels
of the organization and are responsible for
business units and major departments, with
titles such as department head, division
head, manager of quality control, and
director of the research lab.
They are concerned with near-future
planning.
Responsibilities of middle managers center
on implementing strategies and policies
defined by top managers.
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Management Types: Vertical (contd)

First-line managers are at the first or
second management level and are directly
responsible for the production of goods and
services, with titles such as supervisor, line
manager, section chief, and office manager.
Their focus in on accomplishing day-to-day
objectives.
Responsibilities of first-line managers
include applying rules and procedures to
achieve efficient production; providing
technical assistance; and motivating
subordinates.

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Management Types: Horizontal

Functional managers are responsible for
departments that perform a single functional
task and have employees with similar
training and skills.
a. Line managers are responsible for
employees who make or provide a product
or service.
b. Staff managers are in charge of
departments such as finance and
personnel that support line departments.
General Managers are responsible for
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1.5 Management Levels

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Making The Leap: Becoming

A New Manager

Organizations often promote star performers

to management
Becoming a manager is a transformation
Move from being a doer to a coordinator
Many new managers expect more freedom to
make changes
Successful managers build teams and
networks
Many make the transformation trial by fire
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1.6 From Individual Performer

to Manager

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Do You Really Want

to Be A Manager?

The increased workload

The challenge of supervising former peers
The headache of responsibility for other
people
Being caught in the middle

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Manager Activities
Adventures in multitasking
Activity characterized by variety,
fragmentation, and brevity
Less than nine minutes on most activities
Managers shift gears quickly
Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)
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Manager Roles
A role is a set of expectations for a managers
behavior.
Managers activities can be organized into ten roles.
The ten roles are divided into three categories:
informational, interpersonal, and decisional.
Informational roles include the functions used
to maintain and develop an information network.
Interpersonal roles refer to relationships with
others and are related to human skills.
Decisional roles come into play when
managers must make choices. These roles often
require both conceptual and human skills.
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Ten Manager Roles

Informational

Decisional

Monitor

Entrepreneur

Disseminator

Disturbance
Handler

Spokesperson

Interpersonal
Figurehead
Leader

Resource
Allocator
Negotiator

Liaison
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Manager Roles
(contd)

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Learning. All rights reserved.

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1.8 Hierarchical Levels and

Importance of Roles

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Exercise
Tell the role a manager is playing when
he/she is doing the following activities:
1. Give speech in orientation program.
2. Discuss on the contract price with
suppliers.
3. Announce the launching of new products
in newspaper.
4. Conduct yearly meetings with suppliers
and customers.
5. Issue memorandum to the employees on
product price change.
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Innovative Management for

the New Workplace

Dramatic advances in technology, globalization,

shifting social values, changes in the workforce,
and other environmental shifts have created a
challenging environment for organizations.
The pace of life for most people and
organizations is high-speed, and events in one
part of the world can dramatically influence
business all over the globe.
In general, events in todays world are turbulent
and unpredictable, with both large and small
crises occurring on a more frequent basis.
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1.9 Transition to a
New Workplace

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New Management Competencies

Managers must rethink their approach to organizing,
directing, and motivating employees. Instead of
management-by-keeping-tabs, managers employ
an empowering leadership style.
Success in the new workplace depends on
collaboration across functions and hierarchical levels
as well as with customers and other companies.
Team-building skills are crucial for todays managers.
An important management challenge is to build a
learning organization by creating an organizational
climate that values experimentation and risk-taking,
applies current technology, tolerates mistakes and
failure, and rewards nontraditional thinking and
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knowledge
sharing.
33
reserved.

Quick Review on Topic 1

Define management.
What are the 4 management
functions?
What are the managerial skills that
must be possessed by the 3 levels of
management?
State the 10 managerial roles.
Define effectiveness and efficiency.
What are the challenges in managing
in new era?
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Learning. All rights reserved.

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