MANAGERIAL FUNCTIONS

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Who Are Managers?

Manager
Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.

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Classifying Managers
First-line Managers
Are at the lowest level of management and manage the work of non-managerial employees.

Middle Managers
Manage the work of first-line managers.

Top Managers
Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

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Managerial Levels

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What Is Management?
Managerial Concerns
Efficiency Doing things right
Getting the most output for the least inputs

Effectiveness Doing the right things

Attaining organizational goals

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Effectiveness and Efficiency in Management

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What Do Managers Do?

Functional Approach
Planning
Defining

goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

Organizing
Arranging

work to accomplish organizational goals.

Leading
Working

with and through people to accomplish goals. comparing, and correcting the work.

Controlling
Monitoring,

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Management Functions

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What Do Managers Do? (contd)

Management Roles Approach
(Mintzbergs managerial roles) Interpersonal roles
Figurehead,

leader, liaison

Informational roles
Monitor,

disseminator, spokesperson

Decisional roles
Disturbance

handler, resource allocator, negotiator

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What Do Managers Do? (contd)

Skills Approach
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, to see the organization as a whole, and to understand the relationships among the various subunits, and to visualize how the organization fits into its broader environment.
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Skills Needed at Different Management Levels

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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

Understanding of organizations business model

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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

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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
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Effectiveness Skills (contd)

Setting and maintaining performance standards internally and externally Setting priorities for attention and activity Time management

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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

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Management Skills and Management Function Matrix

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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 aware of and act on opportunities for innovation.

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Changes Impacting the Managers Job

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What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish some specific purpose

Common Characteristics of Organizations

Have a distinct purpose (goal) Composed of people Have a deliberate structure

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Characteristics of Organizations

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The Changing Organization

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Why Study Management?

The Value of Studying Management
The universality of management Good management is needed in all organizations. The reality of work Employees either manage or are managed. You can gain a great deal of insight into the way your boss behaves and the internal workings of organizations by studying management. Rewards and challenges of being a manager Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts.
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Universal Need for Management

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Rewards and Challenges of Being A Manager

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21st Century Management Philosophy

Take care of yourself and treat others fairly. It makes better people who do good things. Better people translate into better business.
Tom Gegax, founder and CEO of Tires Plus a good example of what todays successful managers are like and the skills they must have in dealing with the problems and challenges of managing in the twenty-first century - putting balance in his personal and work life; and transferred this philosophy to the workplace.
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Management Issues 1
In todays environment, which is more important to organizations efficiency or effectiveness ? Explain your choice.

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Management Issues 2
Is your college instructor a manager ? Discussion in terms of managerial functions, managerial roles and skills.

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Management Issues 3
Can you think of situations where management does not matter to organizations ? Explain.

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Management Issues 4
Why do you think skills of job candidates have become so important to employers ? What are the implications for (a) managers, in general, and (b) you personally ?

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Management Issues 5
Is there one best style of management ? Why or why not ?

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REFERENCE:
Robbins, Stephen P., Coulter, Mary: Management, 10th ed., Pearson Prentice Hall, c2007.
American Management Association Survey of Managerial Skills and Competencies
www.ama.org

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The END

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