Lead. Go-between-Liasion. Symbol of worth – while trait, like Honesty Hard Work. Monitor Share Information – With Partners. Act as a Spokesperson “for them”. Take “initiative”. Handle disagreements. Allocate Resources like money “Negotiate” with collaborators. • Henzy Mintzberg – The Nature of “Managerial Work” describes Managers agenda precisely. The Ten activities mentioned above.
• The First three as
• Interpersonal Roles of a Manager. • The next three as – Informational Roles. • Final Four as “Decisional” roles. • [Case of Natalie Andezson – • Acting as -Liasion (Interpersonal) • -Monitor (Informational) • -Negotiator (Decisional)
• The Key Point -Managers must be versatile in dealing with human
relationships. • - People want freedom. • - Specialisation is called “Management Practice”. • - People should be “Intraprenues” instead of “Entraprenures Types of Managers. • First – line (or First level) Managers. • Direct the work of non – management employees. • Lowest level of managers in the organizational Hierarchy. • Often Called “Supervisors” • Eg:- Foreman or production supervisor in a manufacturing plant. • -Technical Supervoisor in a research Dept. • -Clerical Supervision in a large office. • MIDDLE MANAGERS. • -Manager in the midrange of the organizational Heirarchy • -Responsible for other managers and sometimes for some operating employees. • They also report to more Senior Managers. • Top Managers. • -Small group of People • -Responsible for overall management. • -Also called executives. • -Establish operating Policies, Guide organizations interaction with its environment. • -Typical Titles. • “CEO”, “President” and “Vice President”. • FUNCTIONAL AND GENERAL MANAGERS. • -Functional Manager is responsible for only one functional area, such as Production, Marketing or Finance. • -General Manager – Individual Responsible for all functional activities for an organization such as Company or Subsidiary. MANAGEMENT LEVELS AND SKILLS • Henry Fayol Famous Management expert identified three basic kinds of skills. – Technical – Human – Conceptual. • Technical – Ability to use the Procedures, Techniques, and Knowledge of a Specialized Field • Human – Ability to work with, understand and Motivate other people as individuals or in Groups. • Conceptual – Ability to Co-ordinate and integrate all of an organization interests and activities. • Relative Skills Needed for Effective Performance at Different Levels of Management
Top CONCEPTUAL HUMAN TECHNI
Management CAL
MIDDLE CONCE HUMAN TECHNIC
MANAGEMENT PTUAL AL FIRST LINE CON MANAGEMET CEP HUMAN TECHNICAL TUAL THE CHALLENGE OF MANAGEMENT • Complex and Dynamic Environment • Managers must Continual adjust to Changing Conditions • To-days Managers look at change as Constant in their lives. • Three Concurrent challenges – Need for vision – NUMMIS Experiment – Need for ETHICS- NIKE’S Experiment – Need for Responsible to cultural DIVERSITY • Talent is color Blind. Talent is Gender Blind. Talent has nothing to do with dialects • Talent is needed for improvement • Workforce consists of minorities, women. – Toyota Production system operating philosophy. • Kaizen – Never-ending search for perfection • Kanban- Reduction of costs, “Just-in Time” • Development of Full Human Potential. • Building Mutual Trust • Developing team performance • Treating every employee as a Manager • Providing Stable livelihood for all employess • NUMMI – New united Motor Manufacturing inc Joint Venture of GM & Toyota.