What does a manager do

Who Are Managers And Where Do They Work?

Organization
A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizationsforprofit as well as not-for-profit organizations. Where managers work (manage).

Common characteristics
Goals, Structure, People

Common Characteristics of Organizations

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

Managers
Individuals in an organization who direct the activities.

Organizational Levels

Identifying Managers
First-line managers
Supervisors responsible for directing the dayto-day activities of operative employees

Middle managers
Individuals at levels of management between the first-line manager and top management

Top managers
Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members

How Do We Define Management?

Management
The process of getting things done, effectively and efficiently, through and with other people Efficiency
Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs

Effectiveness
Means doing the right things; goal attainment

Management Process Activities

Management process: planning, organizing, leading, and controlling

Mintzbergs Managerial Roles

Interpersonal
Figurehead Leader Liaison

Decisional
Entrepreneur Disturbance handler Resource allocator Negotiator

Informational
Monitor Disseminator Spokesperson

Managerial roles (Mintzberg, 1979)

INTERPERSONAL ROLES
FIGUREHEAD The manager acts as the representative of the organisation Attends key external meetings Gives out staff achievement awards Handles public relations, key publicity items and media issues LEADER The manager is concerned with the relationships between staff, what motivates them, and what needs they may have LIAISON The manager networks with others outside the organisation or department

Managerial roles (Mintzberg, 1979)

INFORMATIONAL ROLES
MONITOR Managers must monitor the internal and external environment in order to stay up to date with changes DISSEMINATOR The manager has the responsibility to pass on information within the organisation Has a duty to keep all staff accurately informed

SPOKESPERSON The manager gives information about the organisation to others outside of the organisation

Managerial roles (Mintzberg, 1979)

DECISIONAL ROLES
ENTREPRENEUR This role requires managers to be innovative To be able to introduce and manage change DISTURBANCE HANDLER The manager has to be able to resolve problems and handle conflict

RESOURCE ALLOCATOR All managers have to control and distribute resources Human resources (people), financial resources (money) and material resources (equipment) and information NEGOTIATOR All managers will have to negotiate and debate issues, in order to successfully allocate resources and

Is The Managers Job Universal?

Level in the organization
Do managers manage differently based on where they are in the organization?

Profit versus not-for-profit

Is managing in a commercial enterprise different than managing in a noncommercial organization?

Size of organization
Does the size of an organization affect how managers function in the organization?

Distribution of Time per Activity by Organizational Level

Is The Managers Job Universal? (contd)

Management concepts and national borders
Is management the same in all economic, cultural, social and political systems?

Making decisions and dealing with change.

Do managers all make decisions and deal with change in the same ways?

General Skills for Managers

Conceptual skills
A managers mental ability to coordinate all of the organizations interests and activities

Interpersonal skills
A managers ability to work with, understand, mentor, and motivate others, both individually and in groups

Technical skills
A managers ability to use the tools, procedures, and techniques of a specialized field

Political skills
A managers ability to build a power base and establish the right connections

Specific Skills for Managers

Behaviors related to a managers effectiveness:
Controlling the organizations environment and its resources. Organizing and coordinating. Handling information. Providing for growth and development. Motivating employees and handling conflicts. Strategic problem solving.

Why Study Management?

We all have a vested interest in improving the way organizations are managed.
Better organizations are, in part, the result of good management.

You will eventually either manage or be managed.

Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations.

Management Development
Three main components or strategies used to provide management development: Management education

Management training On-the-job experiences

Skills Needed at Different Management Levels

Conceptual Skills
Using information to solve business problems
Identifying of opportunities for innovation Recognizing problem areas and implementing solutions

Selecting critical information from masses of data

Understanding of business uses of technology

Communication Skills
Ability to transform ideas into words and actions

Credibility among colleagues, peers, and subordinates

Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic formats

Effectiveness Skills
Contributing to corporate mission/departmental objectives

Customer focus
Multitasking: working at multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing improvements

Effectiveness Skills (contd)

Setting and maintaining performance standards internally and externally

Setting priorities for attention and activity

Time management

How The Managers Job Is Changing

The Increasing 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.

Innovation
Doing things differently, exploring new territory, and taking risks
Managers should encourage employees to be

Characteristics of Organizations

Interpersonal Skills
Coaching and mentoring skills Diversity skills: working with diverse people and cultures Networking within the organization

Networking outside the organization

Working in teams; cooperation and commitment