INTRODUCTION TO INTRODUCTION TO

ENGINEERING ENGINEERING
MANAGEMENT MANAGEMENT
CeLLlng Lhlngs done Lhrough peop/e
@he process of achlevlng orqonitotiono/ qoo/s by
engaglng ln Lhe four ma[or funcLlons of p/onninq
decisionmokinq orqonitinq stoffinq
directinq//eodinq ond contro//inq
denLlfylng a #force"/qroup of peoe whose [ob ls Lo
direct Lhe efforL and acLlvlLles of other peop/e
Lowards a common orqonitotiono/ objective
@he performonce of concelvlng and achlevlng desired
resu/ts by means of qroup effort conslsLlng of uLllzlng
resources LhaL wl deLermlne Lhe success and falure
of an organlzaLlon
MANugemenL Is. MANugemenL Is.
Ij you nre Innnng jor
one yenr - InnI rce. Ij
you nre Innnng jor Ien
yenrs - InnI Irees. uI j
you nre Innnng jor 1
yenrs - InnI eoIe!
A Chnese Froverb
ngIneerIng MunugemenL Is. ngIneerIng MunugemenL Is.
@he process of desiqninq ond mointoininq on
environment ln whlch lndlvlduas workinq toqether
in qroups efflclenLy accomlsh organlzaLlona
goas/ob[ecLlves
Moooqemeot opplles to ooy kind of orqonitotion
t opplles to o// monoqers ot oll otqoolzotloool levels
@e olm of oll moooqets ls te some to cteote o
surp/us
Moooqloq ls coocetoeJ wlt productivity wlc
lmplles effectiveness ooJ efficiency
:ncLIons oI MunugemenL :ncLIons oI MunugemenL
|ann|ng Dec|s|onMak|ng
ovolves se/ectinq qoo/s ond objectives os well os te
octions to ocleve tem lt tepoltes decisionmokinq tot ls
coosloq te best ftom omooq oltetootlves
gan|z|ng
ovolves estobllsloq oo intentiono/ structure of ro/es fot
people to flll lo oo otqoolzotloo
@e ptocess of o//ocotinq ond orronqinq humon ond non
humon resources so tot ploos coo be cottleJ oot
soccessfolly
aff|ng
ovolves flllloq ooJ keeploq fllleJ te positions lo te
otqoolzotloo sttoctote
9tocess by wlc moooqets select ttolo ptomotes ooJ
tetltes sobotJloote
:ncLIons oI MunugemenL :ncLIons oI MunugemenL
D|ec|ng]Lead|ng
nf/uencinq people so tot tey wlll contribute to
otqoolzotloool ooJ qtoop qools
Cono|||ng
,eosurinq ooJ correctinq loJlvlJool ooJ otqoolzotloool
performonce to eosote tot eveots coofotm to ploos
oci/itotes te occompllsmeot of ploos
@e process of teqolotloq otqoolzotloool octlvltles so tot
octuo/ performonce coofotms to expecteJ otqoolzotloool
stondords
MunugerIuI :ncLIons und LIe MunugerIuI :ncLIons und LIe
OrgunIzuLIonuI HIerurcIy OrgunIzuLIonuI HIerurcIy
MunugerIuI eveIs MunugerIuI eveIs
TOP
MDDLE
FRST-LNE
Strategic Managers who are ultimately responsible
for the entire organization. Typical titles include
CEO, COO, CFO, "President, "Executive Vice
President, "Executive Director, "Senior Vice
President, or "Vice President.
TacticaI Managers located beneath the top levels
of the hierarchy who are directly responsible for
the work of managers at lower levels. Titles
include "Manager, "Director of, "Chief,
"Department Head, and "Division Head.
OperationaI Managers at the lowest level of
the hierarchy who are directly responsible for
the work of operating (non-managerial)
employees. Often have titles that include the
word "Supervisor.
MunugemenL SkIIIs MunugemenL SkIIIs
onceLua
Skl
% @he cognlLlve abllLy Lo see Lhe organlzaLlon as a
whoe and Lhe reaLlonshls among lLs arLs
Puman Skl
% @he abllLy Lo work wlLh and Lhrough oLher eoe
and Lo work effecLlvey as a grou member
@echnlca
Skl
% @he undersLandlng of and roflclency ln Lhe
erformance of seclflc Lasks
MiddIe
Management
Top Management
Supervisors Percentage of job
TechnicaI
skiIIs
Human
skiIIs
ConceptuaI
and design
skiIIs
MunugemenL SkIIIs und eveIs MunugemenL SkIIIs und eveIs
IuL Munugers AcL:uIIy Do? IuL Munugers AcL:uIIy Do?
Une|en|ng ace
Moooqets beqoo wotkloq te momeot tey ottlveJ ot te offlce lo te
motoloq ooJ kept wotkloq ootll tey left ot olqt (eq kotet too
tokloq coffee bteoks tey osoolly Jtook telt coffee wlle tey
otteoJeJ meetloqs looces wete olmost eoteo lo te cootse of fotmol
of lofotmol meetloqs
8ev| Va|e and Iagmena|on
Moooqets ooJleJ o wlJe votlety of lssoes ttooqoot te Joy (eq
AwotJloq o tetltemeot plopoe to Jlscossloq te blJJloq oo o moltl
mllllooJollot coottoct
Vea| Conacs and Neoks
Moooqets soweJ o sttooq ptefeteoce fot vetbol commoolcotloo ooJ
telleJ eovlly oo oetwotks A network ls o set of coopetotlve
telotlooslps wlt loJlvlJools wose elp ls oeeJeJ lo otJet fot o
moooqet to fooctloo effectlvely
Do yo: reuIIy wunL Lo become u Do yo: reuIIy wunL Lo become u
munuger? munuger?
Pere are some of Lhe lssues woudbe
managers shoud conslder before decldlng
Lhey wanL Lo ursue a managemenL career
@e locteoseJ wotklooJ
L lsn'L unusua for managers Lo work 7080 hours
er week and some work even onger hours A
manager's [ob aways sLarLs before a shlfL and end
hours afLer Lhe shlfL ls over
Do yo: reuIIy wunL Lo become u Do yo: reuIIy wunL Lo become u
munuger? (conL`d) munuger? (conL`d)
@e colleoqe of sopetvlsloq fotmet peets
@hls lssue can be one of Lhe LoughesL for new
managers
@hey frequenLy sLrugge Lo flnd Lhe rlghL
aroach wlLh some Lrylng Loo hard Lo remaln
one of Lhe gang" and oLhers asserLlng Lhelr
auLhorlLy Loo harshy
n amosL a cases Lhe LransaLlon from a eerLo
eer reaLlonshl Lo a managerLosubordlnaLe
one ls chaenglng and sLressfu
Do yo: reuIIy wunL Lo become u Do yo: reuIIy wunL Lo become u
munuger? (conL`d) munuger? (conL`d)
@e eoJoce of tespooslblllty fot otet people
A oL of eoe geL lnLo managemenL because lke
Lhe ldea of havlng ower buL Lhe realLy ls LhaL
many managers fee overwhemed by Lhe
resonslbllLy of hlrlng suervlslng and
dlscllnlng oLhers
Do yo: reuIIy wunL Lo become u Do yo: reuIIy wunL Lo become u
munuger? (conL`d) munuger? (conL`d)
eloq cooqt lo te mlJJle
ceL for Lhose ln Lhe Lo echeons managers
flnd Lhemseves acLlng as a backsLo caughL
beLween uer managemenL and Lhe workforce
ven when managers dlsagree wlLh Lhe declslons
of Lhe Lo eecuLlves Lhey are resonslbe for
lmemenLlng Lhem
OLIer MunugemenL AspecLs OLIer MunugemenL AspecLs
haracLerlsLlcs of eceenL and mosL admlred
managers
roducLlvlLy ffecLlveness and fflclency
Managlng Sclence or ArL?
PlsLory/vouLlon of ManagemenL @houghL
ceIIenL munugers ureJIuve ceIIenL munugers ureJIuve
good communicator
acquire the skills of listening, speaking, reading, and writing
flexible
multi-tasker, imaginative and innovative
integrity
"living it myself before leading others
focused
try to see the "big picture within the forest of details
committed
willing to do whatever it takes attain organizational success
people-oriented
knows that people's feelings are important
gratitude
"give credit where it is due
!rod:cLIvILy, IIecLIveness, und !rod:cLIvILy, IIecLIveness, und
IIIcIency IIIcIency
oduc|v| oduc|v| ls an loJex LhaL measures ouLuL (goods
and servlces) reaLlve Lo Lhe lnuL (abor maLerlas
energy and oLher resources) used Lo roduce Lhem
Lffec|veness Lffec|veness means Lhe caabllLy of roduclng an
effecL (Joloq te tlqt tloqs)
Lff|c|enc Lff|c|enc ls a measure of how we a cerLaln asecL ls
erformlng (Joloq te tloqs tlqt)
s MunugemenL u ScIence or un ArL? s MunugemenL u ScIence or un ArL?
eflnlLlons accordlng Lo WebsLers oege
lcLlonary
A A skl ln conducLlng any human acLlvlLy"
c|ence c|ence any skl or Lechnlque LhaL refecLs a
reclse alcaLlon of facLs or a rlncle"
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
egan ln Lhe lndusLrla revouLlon ln Lhe aLe
19Lh cenLury as
Managers of organlzaLlons began seeklng ways Lo beLLer
saLlsfy cusLomer needs
Largescae mechanlzed manufacLurlng began Lo adoL
smascae crafL roducLlon ln whlch goods were
roduced
Socla robems were deveoed ln Lhe arge grous of
workers emoyed under Lhe facLory sysLem
Managers began Lo focus on lncreaslng Lhe efflclency of
Lhe workerLask ml
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
Adam m| (18 cenu econom|s%
bserved LhaL flrms manufacLured lns ln one of
Lwo dlfferenL ways
rafLsLye each worker dld a sLes
roducLlon each worker seclalzed ln one sLe
8ealzed LhaL [ob seclalzaLlon resuLed ln much
hlgher efflclency and roducLlvlLy
reaklng down Lhe LoLa [ob aowed for Lhe dlvlslon of
abor ln whlch workers became very skled aL Lhelr
seclflc Lasks
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
Iede|ck W|ns|o 1a|o
laLher of cleotlflc Moooqemeot (sysLemaLlc
sLudy of Lhe telotlooslps beLween people ooJ
tosks for Lhe urose of teJeslqoloq te wotk
ptocess for lqet efflcleocy") ln Lhe aLe 1800's Lo
reace lofotmol tole of tomb koowleJqe
@ayor soughL Lo teJoce te tlme a worker senL
on each Lask by optlmlzloq te woy Lhe Lask was
done
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
@oy/ors our Princip/es of 5cientific ,onoqement
1 SclenLlflcay sLudy each arL of a Lask and deveo Lhe
besL meLhod for erformlng lL
2 arefuy seecL workers and Lraln Lhem Lo erform Lhe
Lask uslng Lhe sclenLlflcay deveoed meLhod
3 ooeraLe fuy wlLh workers Lo ensure LhaL Lhey use
Lhe roer meLhod
4 lvlde work and resonslbllLy so LhaL managemenL ls
resonslbe for annlng work meLhods uslng sclenLlflc
rlncles and workers are resonslbe for eecuLlng
Lhe work accordlngy
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
Iank and L||||an G||e
8eflned @ayor's work and made many
lmrovemenLs Lo Lhe meLhodoogles of Llme and
moLlon sLudles
@lme ooJ motloo stoJles
reaklng u each [ob acLlon lnLo lLs comonenLs
llndlng beLLer ways Lo erform Lhe acLlon
8eorganlzlng each [ob acLlon Lo be more efflclenL
Aso sLudled workerreaLed faLlgue robems
caused by lghLlng heaLlng and Lhe deslgn of
Loos and machlnes
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
Max Wee
eveoed Lhe conceL of boteooctocy as a forma
sysLem of organlzaLlon and admlnlsLraLlon
deslgned Lo ensure efflclency and effecLlveness
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
eber's Principle of Bureaucracy
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
Jebets llve 9tloclples of oteooctocy
1 AuLhorlLy ls Lhe ower Lo hod eoe accounLabe for Lhelr
acLlons
2 oslLlons ln Lhe flrm shoud be hed based on erformance
noL socla conLacLs
3 oslLlon duLles are ceary ldenLlfled so LhaL eoe know
whaL ls eecLed of Lhem
4 Llnes of auLhorlLy shoud be ceary ldenLlfled such LhaL
workers know who reorLs Lo who
3 8ues sLandard oeraLlng rocedures (Ss) and norms
gulde Lhe flrm's oeraLlons
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
nen| Iao|
SynLheslzed varlous LeneLs or rlncles of
organlzaLlon and managemenL
Pe ublshed @he rlncles of SclenLlflc
ManagemenL ln Lhe uSA ln 1911
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
Iao|'s 14 |nc|p|es of Managemen
1 1 lvlsloo of wotk lvlsloo of wotk dlvlde work lnLo seclalzed Lasks
and asslgn resonslbllLles Lo seclflc lndlvlduas
2 2 Aototlty Aototlty deegaLe auLhorlLy aong wlLh
resonslbllLy
3 3 lsclplloe lsclplloe make eecLaLlons cear and sancLlon
vloaLlons
4 4 uolty of commooJ uolty of commooJ each emoyee shoud be
asslgned ony Lo one suervlsor
3 3 uolty of Jltectloo uolty of Jltectloo emoyees' efforLs focused on
achlevlng organlzaLlona ob[ecLlves
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
obotJlootloo of loJlvlJool lotetest to te qeoetol obotJlootloo of loJlvlJool lotetest to te qeoetol
lotetest lotetest Lhe genera lnLeresL musL redomlnaLe
kemooetotloo kemooetotloo sysLemaLlcay reward efforLs LhaL
suorLs Lhe organlzaLlon's dlrecLlon
8 8 ceottollzotloo ceottollzotloo deLermlne Lhe reaLlve lmorLance
of suerlor and subordlnaLe roes
9 9 colot colo colot colo kee communlcaLlons wlLhln Lhe
chaln of command
10 10 OtJet OtJet order [obs and maLerla so Lhey suorL
Lhe organlzaLlon's dlrecLlon
%Ie voI:LIon oI MunugemenL %Ieory %Ie voI:LIon oI MunugemenL %Ieory
11 11 polty polty managers shoud be klnd and falr Lo Lhelr
subordlnaLes
12 12 toblllty of teoote toblllty of teoote managemenL shoud rovlde
ordery ersonne annlng and ensure LhaL
reacemenLs are avalabe Lo fl vacancles
1J 1J oltlotlve oltlotlve emoyees who are aowed Lo orlglnaLe
and carry ouL ans wl eerL hlgh eves of efforL
14 14 sptlt Je cotps sptlt Je cotps romoLlng Leam slrlL wl buld
harmony and unlLy wlLhln Lhe organlzaLlon
ApproucIes Lo MunugemenL ApproucIes Lo MunugemenL
1 Lmp||ca| o Case Appoac
SLudles eerlence Lhrough cases
denLlfles successes and falures
2 Con|ngenc o |ua|ona| Appoac
Managerla racLlce deends on clrcumsLances (le a conLlngency or a
slLuaLlon)
onLlngency Lheory recognlzes Lhe lnfuence of glven souLlons on
organlzaLlona behavlor aLLerns
3 Maema|ca| o "Managemen c|ence" Appoac
Sees managlng as maLhemaLlca rocesses conceLs symbos and modes
Looks aL managemenL as a urey oglca rocess eressed ln
maLhemaLlca symbos and reaLlonshls
4 Dec|s|on 1eo Appoac
locuses on Lhe maklng of declslons ersons or grous maklng declslons
and Lhe declslonmaklng rocess
Some LheorlsLs use declslon maklng as a srlngboard Lo sLudy a enLerrlse
acLlvlLles @he boundarles are no onger ceary deflned
ApproucIes Lo MunugemenL ApproucIes Lo MunugemenL
S keeng|nee|ng Appoac
oncerned wlLh fundamenLa reLhlnklng rocess anaysls radlca
redeslgn and dramaLlc resuLs
6 sems Appoac
SysLems have boundarles buL Lhey aso lnLeracL wlLh Lhe eLerna
envlronmenL LhaL means organlzaLlon are oen sysLems
8ecognlzes Lhe lmorLance of sLudylng lnLerreaLedness of annlng
organlzlng and conLrolng ln an organlzaLlon as we as ln Lhe many
subsysLems
7 oc|oecn|ca| Appoac
@echnlca sysLem has a greaL effecL on Lhe socla sysLem (ersona
aLLlLudes grou behavlor)
locuses on roducLlon offlce oeraLlons and oLher areas wlLh cose
reaLlonshls beLween Lhe Lechnlca sysLem and eoe
ApproucIes Lo MunugemenL ApproucIes Lo MunugemenL
8 Goup 8eav|o Appoac
mhaslzes behavlor of eoe ln grous
ased on socloogy and socla sychoogy
rlmarly sLudles grou behavlor aLLerns
@he sLudy of arge grous ls ofLen caed organlzaLlona behavlor
9 Inepesona| 8eav|o Appoac
locuses on lnLerersona behavlor human reaLlons eadershl and
moLlvaLlon
ased on lndlvldua sychoogy
10 Coopea|ve oc|a| sems Appoac
oncerned wlLh boLh lnLerersona and grou behavlora asecLs
eadlng Lo a sysLem of cooeraLlon
anded conceL lncudes any cooeraLlve grou wlLh a cear
urose
ApproucIes Lo MunugemenL ApproucIes Lo MunugemenL
11 Mck|nse's 7 Iameok
@he seven S's are (1) sLraLegy (2) sLrucLure (3) sysLems (4) sLye (3)
sLaff (6) shared vaues and (7) skls
12 1oa| ua|| Managemen Appoac
locuses on rovldlng deendabe saLlsfylng roducLs and servlces
(emlng) or roducLs or servlces LhaL are flL for use (!uran) as we
as conformlng Lo lLs qualLy requlremenLs (rosby)
13 Managemen ocess o pea|ona| Appoac
raws LogeLher conceLs rlncles Lechnlques and knowedge
from oLher fleds and managerla aroaches
14 Manage|a| ko|es Appoac
rlglna sLudy conslsLed of observaLlons of flve chlef eecuLlves
n Lhe basls of Lhls sLudy Len managerla roes were ldenLlfled and
groued lnLo lnLerersona lnformaLlona and declslon roes
%Ie MunugerIuI RoIes ApproucI: %Ie MunugerIuI RoIes ApproucI:
Managerla 8oes
1 nLerersona 8oes grow dlrecLy ouL of Lhe
auLhorlLy of a manager's oslLlon and lnvove
deveolng and malnLalnlng oslLlve reaLlonshls
wlLh slgnlflcanL oLhers
2 nformaLlona 8oes erLaln Lo recelvlng and
LransmlLLlng lnformaLlon so LhaL manager can serve
as Lhe nerve cenLers of Lhelr organlzaLlona unlLs
3 eclslona 8oes lnvove maklng slgnlflcanL declslons
LhaL affecL Lhe organlzaLlon
SpecIIIc MunugerIuI RoIes SpecIIIc MunugerIuI RoIes
nterpersono/ ko/es
ko|e Desc|p|on
llgurehead
erforms symbolc duLles of a ega
or socla naLure
Leader
ulds reaLlonshls wlLh
subordlnaLes and communlcaLes
wlLh he and lnformaLlon
Llalson
MalnLalns neLworks of conLacLs
ouLslde work unlL who rovlde he
and lnformaLlon
SpecIIIc MunugerIuI RoIes SpecIIIc MunugerIuI RoIes
nformotiono/ ko/es
ko|e Desc|p|on
MonlLor
Seeks lnLerna and eLerna
lnformaLlona abouL lssues LhaL can
affecL organlzaLlon
lssemlnaLor
@ransmlLs lnformaLlon lnLernay
LhaL ls obLalned form elLher lnLerna
or eLerna sources
Sokeserson
@ransmlLs lnformaLlon abouL Lhe
organlzaLlon Lo ouLslders
SpecIIIc MunugerIuI RoIes SpecIIIc MunugerIuI RoIes
ecisiono/ ko/es
ko|e Desc|p|on
nLrereneur
Acs as |n||ao des|gne and encouage of
cange and |nnova|on
lsLurbance Pander
1akes coec|ve ac|on en ogan|za|on
faces |mpoan unexpeced d|ff|cu||es
8esource AocaLor
D|s|ues esouces of a|| pes |nc|ud|ng
|me fund|ng equ|pmen and uman
esouces
negoLlaLor
kepesens e ogan|za|on |n ma[o
nego|a|ons affec|ng e manage's aeas
of espons||||
MunugemenL SLyIes MunugemenL SLyIes
AdmlnlsLraLors
AdmlnlsLraLors ook Lo comany rues and reguaLlons for
sovlng a robems @hey lve by Lhe book and are usuay
very good emoyees @hey show LoLa oyaLy Lo Lhe
organlzaLlon and have robaby been wlLh Lhe comany for
many years
AdmlnlsLraLors are usuay noL very good communlcaLors
uslng Lhe offlcla comany channes for a
communlcaLlons whlch are ofLen lmlLed Lo one eve
uwards and downwards
@hey are noL good ln resovlng conflcL ooklng Lo comany
rues for resovlng Lhese n slLe of Lhelr raLher
mechanlsLlc aroach
@hey are generay resecLed by Lhelr sLaff and by eers
for Lhelr organlzaLlona oyaLy and knowedge
MunugemenL SLyIes MunugemenL SLyIes
@lme Servers
@hese are generay oder mangers who have osL lnLeresL ln Lhelr [ob
and envlronmenL and are marklng Llme unLl reLlremenL or movlng Lo
anoLher [ob
@hey Lake a necessary acLlon Lo avold sLress and malnLaln a ow
rofle wlLhln Lhe comany
ALhough Lhese mangers are noL generay azy Lhelr ow moLlvaLlon
means LhaL Lhey do Lhe mlnlmum amounL of work needed Lo hod
down a [ob
eclslons are avolded slnce Lhey coud ead Lo mlsLakes
ersona sLaLus ls very lmorLanL Lo Lhem
@lme servers usuay have good managemenL eerlence and lf
moLlvaLed can become a very vauabe asseL Lo Lhe organlzaLlon
@hey ofLen conslder Lhemseves Lo be faLher or moLher flgures"
@hey undersLand eoe and can buld an effecLlve Leam lf Lhey Lry
@hey recognlze achlevemenLs ln oLhers and are ready Lo acknowedge
Lhem
MunugemenL SLyIes MunugemenL SLyIes
lmbers
@hese manager are drlven by eLreme ersona amblLlon
and wl sacrlflce everyLhlng lncudlng sef and famly Lo
geL Lo Lhe Lo of Lhe cororaLe adder
@hey wanL Lo achleve and Lo be seen Lo have achleved
eseclay by Lhose ln a suerlor oslLlon
lmbers wl ursue ersona advancemenL by falr means
or fou Powever Lhey become demoLlvaLed lf Lhls does
noL show qulck resuLs and Lhls can evenLuay ead Lo
sLress
Sef lnLeresLs come before Lhose of Lhe organlzaLlon and
eers wl be foughL ln order Lo galn an advanLage and Lo
buld an emlre
SLaLus ls lmorLanL buL ony as a slgn of senlorlLy
MunugemenL SLyIes MunugemenL SLyIes
Ceneras
@hls ls usuay a younger erson who ehlblLs oLs of energy
@he genera lkes Lo rue and manluaLe ower buL ls
achlevemenL orlenLed ower ls used Lo geL Lasks done
Ceneras work eLremey hard drlvlng Lhemseves and Lhose
around Lhem
Ceneras are soclabe and ml we aL a eves @hey usuay geL
Lhelr way wlLh eers by overwhemlng aLhough eers can
resenL Lhls lf lL ls done Loo ofLen
SLaLus ls lmorLanL Lo generas buL for Lhe uury assoclaLed
wlLh lL noL as a symbo of senlorlLy
@hey are sLrongwled lndlvlduas ofLen wlLh Lhe same
characLerlsLlcs as a sefmade enLrereneurs
usuay Lhey are oLlmlsLlc abouL Lhe fuLure someLlmes
wrongy
MunugemenL SLyIes MunugemenL SLyIes
SuorLers
SuorLers malnLaln a baanced vlew abouL Lhe word Lhe organlzaLlon
subordlnaLes and Lhemseves
@hey are usuay eerlence managers who are knowedgeabe ln
managemenL Lechnlques and ay Lhem where Lhey can
SuorLers work Lhrough eoe ln achlevlng Lhelr alms
@hey are good aL deegaLlon and deveo Lhelr subordlnaLes by glvlng Lhem
resonslbllLy
@he eoe worklng under Lhem are hlghy moLlvaLed
SuorLers' ersona Lechnlca knowedge ls usuay acklng buL Lhls
comensaLed for by Lhe suorL Lhey Lhemseves recelve from Lhe seclalsLs
wlLhln Lhelr dearLmenL
SuorLers are good facllLaLors and are very good ln managlng change
@hey recognlze achlevemenL and reward lL
@hey Lend Lo be oners and do noL ml we wlLh eers
@hls means LhaL Lhey can ofLen mlss ouL on lnformaLlon from Lhe graevlne so
LhaL Lhey are noL aways webrlefed on organlzaLlona maLLers
MunugemenL SLyIes MunugemenL SLyIes
nlce Cuys
@hese managers are usuay weakwled and are more
lnLeresLed ln belng lked by eers and subordlnaLes Lhan
ln achlevlng LargeLs
@hey do noL crlLlclze Lhelr subordlnaLes even when Lhey
are oor erformers and may ln facL suorL Loo much so
unconsclousy reLardlng Lhelr deveomenL
MunugemenL SLyIes MunugemenL SLyIes
osses
osses are eLremey lnfelbe and are ofLen mlsLaken for
sLrongmlnded eoe
usuay Lhey are ony sLrong Lakers and hlde behlnd abuslve
anguage
@hey Lry Lo Lerrorlze subordlnaLes and eers creaLlng conflcL Lo
emhaslze Lhelr own ower
Managers ln Lhe boss caLegory are ofLen broughL lnLo a
comany Lo acL as PaLcheL Men"
n Lhe shorLLerm Lhey can show resuLs buL ln ongLerm Lhey
are very desLrucLlve causlng more harm Lhan good
@hey are lnsecure ln Lhemseves and geL securlLy by humllaLlng
oLhers ln ublc
@hey advance by olnLlng ouL Lhe mlsLakes of oLhers and noL by
Lhelr own achlevemenLs
Ive IIIpIno SLyIes oI MunugemenL Ive IIIpIno SLyIes oI MunugemenL
1 Managers by kayod"
kayod" ls a llllno Lerm whlch means Lo sweaL lL ouL or Lo glve onesef Lo hard
work"
@hls manager ls acLlonhungry hlghy dedlcaLed buL hls manners are raLher forma
and LhaL of an lnLroverL
Pe ls a serlous worker and wl noL glve ln Lo brlblng or any anomaous deas
2 Managers by LusoL"
LusoL" ls anoLher llllno word whlch means calLalzlng on a oohoe"
@hus Lhls manager wl be aways on Lhe ookouL for oohoe of anyLhlng and wl
use Lhem Lo avold Loo much work or shorLcuLs and Lo do unconvenLlona or even
lega ways Lo aLLaln ob[ecLlves Ceneray an eLroverL
Pe deas wlLh eoe lnformay
3 Managers by Llbro"
Llbro" ln nglsh book
@hls Lye of manger oeraLes by Lhe dlcLaLes of Lhe book
WhaL Lhe manuas oLher forma documenLs say
Pe ls sysLemaLlc and anayLlca
Pe usuay has adequaLe forma Lralnlng ln managemenL
Ive IIIpIno SLyIes oI MunugemenL Ive IIIpIno SLyIes oI MunugemenL
4 Managers by ldo"
@hls manager eaves hls managerla skls by oldo or by ear
Pe has a vasL fled of racLlca eerlences Lo comensaLe for hls ack of
forma managemenL educaLlon
Pe ls Lhe ooslLe of Lhe Llbro" manager
3 Managers by ugnayan"
Pe ls a hybrld of a Lye of managers
Pence he ls one Lye of manager now and dlfferenL ln anoLher Llme
deendlng on Lhe slLuaLlon
Pe ls a glfLed reconcler of a hlosohers and belefs hed by varlous Lyes
of managers
Pe lnLegraLes varlous sLyes of managemenL deendlng on Lhe need and
condlLlons of hls organlzaLlon
Pe ls arLlclaLory and coordlnaLlve
keference Moooqemeot A Clobol 9etspectlve by Jeltlc ooJ koootz 11
t
Jltloo
Moooqemeot by klcotJ l oft 8
t
Jltloo (2008)
Prepored by Prof 58io / Prof l6ermon
lonothon 5 8io 2010