Chapter 1

Management Skills and Managerial

Effectiveness

Management: A Skills Approach, 2/e

by Phillip L. Hunsaker

Copyright 2005 Prentice-Hall

Copyright 2005 Prentice-Hall

Learning Objectives
Understand the Nature of
Management
Explain Why Skills Are Critical to
Management Success
Describe What Skills Are Critical to
Management Success
Identify How This Book Will Help You
Develop Your Skills
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Copyright 2005 Prentice-Hall

 Managers
Oversee activities of other people to
accomplish organizational goals

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Management Functions
Planning
Organizing
Leading
Controlling

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Why Learn Management Skills?

Understanding concepts is
not enough.
Need to be able to act
appropriately
Must be able to do what is
required to get others to
behave as required

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The Importance of
Management Skills
Need both understanding
and skills to manage
effectively
Behavioral skills learned
through practice and
experience

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General Management Skills

Conceptual
Interpersonal
Technical
Political

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General Managerial Skills

Conceptual skills
refer to the mental
ability to analyze and
diagnose complex
situations
Interpersonal skills
ability to understand
and motivate other
people

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 Technical skills ability to apply specialized

knowledge or expertise
Political skills ability to build a power
base and establish the right connections

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Specific Managerial Skills

Controlling the Organizations
Environment and Its Resources
Organizing and Coordinating
Handling Information

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Specific Managerial Skills

Providing for Growth
and Development
Motivating Employees
and
Handling Conflicts
Strategic Problem
Solving

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Skills Required for

Managerial Competence
Self-Awareness Skills
Knowing Yourself
Developing Yourself
Self-Directed Career
Planning

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Required Skills for

Managerial Competence
General Integrative Skills: applicable in all
managerial activities
Interpersonal Communicating
Valuing Diversity
Developing Ethical Guideposts
Managing Time and Stress

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Required Skills for

Managerial Competence
Planning and Control Skills
Planning and Goal Setting
Evaluating Performance
Creative Problem Solving
Managing Conflict

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Designing Work

Organizing Skills

Selecting and
Developing People

Creating
High-performance
Teams
Diagnosing
and Modifying
Organizational Culture
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Leading
Leadership is the
process of providing
direction, energizing
others, and obtaining
their voluntary
commitment to the
leaders vision.

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Required Skills for Managerial

Competence
Leading Skills
Building Power Bases Motivating Others
Managing Change
Developing
People

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The Learning of Skills

How can interpersonal skills be taught?
Provide Conceptual and Behavioral
Understanding
Give Practice
Provide Feedback
Continual Use

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Experiential Learning Model

Concrete Experience

Observations and
Reflections

Testing Implications
of Concepts in New
Situations

Formation of Abstract
Concepts and Generalizations
Copyright 2005 Prentice-Hall

TIMS LEARNING MODEL

1. Self-assessment
2. Learn Skill Concepts

3. Check Concept Learning: Quiz

4. Identify Skill Behaviors: Checklist
5. Modeling Skill in a Demonstration Exercise

6. Practice the Skill in Group Exercises

7. Assess Skill Competency: Summary Checklist
8. Questions to Assist Application of the Skill
9. Exercises to Reinforce Skill Application
10. Action Planning for Continued Skill Development
Copyright 2005 Prentice-Hall

Some Guidelines for

Effective Skill Performance
Be prepared: plan how to achieve goals
Listen to understand and build respect
Ask instead of tell: use questions to respect
freedom of choice
Be affirmative: be positive
Be honest and up-front
Be assertive: say what you
expect with respect
Copyright 2005 Prentice-Hall

Organizational Performance
A measure of how efficiently and effectively
managers use available resources to satisfy
customers and achieve organizational goals

1-23

Figure 1.1

1-24

Organizational Performance
Efficiency
A measure of how well or how productively
resources are used to achieve a goal

Effectiveness
A measure of the appropriateness of the goals
an organization is pursuing and the degree to
which they are achieved.

1-25

Balancing Effectiveness
and Efficiency
Effectiveness
Entails promptly
achieving a stated
organizational objective
Managers are held
responsible for attaining
objectives.

Efficiency
Entails balancing the
amount of resources used
to achieve an objective
against what was actually
accomplished
Managers must not waste
scarce and costly
resources.

Balancing Effectiveness and

Efficiency

Balancing Effectiveness and

Efficiency (contd)

Balancing Effectiveness and

Efficiency (contd)

Efficiency & Effectiveness

Efficiency means doing the task correctly and
refers to the relationship between inputs and
outputs. Management is concerned with
minimizing resource costs.

Effectiveness means doing the right things. In

an organization, that translates into goal
attainment.

Efficiency & Effectiveness

Means

Ends

Efficiency

Effectiveness

Resource
usage

Low
waste

Goals

High
attainment

Goal
attainment

Managerial skills
Technical

skills

Human skills
Conceptual skills

Design skills
Analytical skills

Administrative skills

Technical skills
Ability to use principles, tools,
techniques, procedures etc
Top
managers
technical skills

require

least

Supervisory managers require a

high degree of technical skills

Human skills

Ability to understand, motivate, lead and

work with other people

Conceptual skills
Ability
to
understand
relationship
between the organisation and its external
environment
Ability to see the big picture

Must crucial for managers at top level

Includes recognizing how the various units
of the organisation depend on one another
and how changes in one part affect all the
others

Design skills
Ability to design a workable as well as
practical solution to the problem in
the light of realities they face
Getting to the root of the problems
and recommending solutions

Analytical skills
Use of scientific techniques
managerial problems

for

solving

Administrative skills
Ability of getting the things done through
others by implementing the plans
Ability to communicate, cooperate and
coordinate with others to get the things
done .

Chapter 2

-- Mullah Nasrudin
13th Century Sufi sage, Central Asia

GOOD JUDGMENT COMES FROM

EXPERIENCE; EXPERIENCE COMES
FROM BAD JUDGMENT.
(p. 24)
40

IN A TIME OF DRASTIC CHANGE, IT IS THE

LEARNERS WHO WILL INHERIT THE
FUTURE. THE LEARNED USUALLY FIND
THEMSELVES PREPARED FOR A WORLD
THAT NO LONGER EXISTS.
-- Eric Hoffer
Moral philosopher, USA

(p. 24)
41

OPENING QUESTION:

How can we best prepare todays managers

for tomorrows global challenges?

42

CONSIDER:
MANAGEMENT DEVELOPMENT AT

GOOGLE
1. What is unique about Googles approach to
providing global training for younger managers?
2. What are some advantagesand disadvantages
of this approach to training?
3. If you ran this program for Google, how would you
improve upon it?
4. Under what circumstances might this approach to
training be easily adapted to other companies?

(p. 24)
43

Topic for today:

Developing global management skills

Traditional views of management

Global managers: Variety of the species
Rethinking managerial roles
Rethinking managerial skills
Developing global management skills

44

What is management? Some definitions

Coordination and control of people, material, and
processes to achieve organizational objectives as
efficiently and effectively as possible.
Getting things done through coordinated efforts.
Planning, organizing, leading and controlling.
Coordinating and overseeing the work activities of
others so that their activities are completed
efficiently and effectively.
(pp. 26-28)
45

CONSIDER: IS MANAGEMENT
UNIVERSAL?
1. Are these definitions of management universal or
can they vary across different geographic regions?
2. If these definitions are universal, how might their
implementation vary across national and regional
boundaries?
3. What are the implications of such possible variations
for global management development?

46

Types of Global Managers

Expatriates

Frequent flyers

Virtual managers

Management Focus

Long-term
Face to face
Live in foreign
country

Short term
Face to face
Frequent visits

Remote
Work through
technology

Mode of
communication

Mostly face to face

Mixed face-to-face
and virtual

Mostly virtual

Key success factors

Deep knowledge of
local culture
Local language
Local business
environment
Global business
issues

Understanding of
cultural issues
Multilingual skills
important
Deep understanding
of global issues

Some understanding
of cultural
differences and
variation in business
practices
Multilingual skills
useful

Cultural challenge

Regional myopia:
overemphasis of local
versus global

Global myopia:
overemphasis of
global versus local

Technological myopia:
ignore impact of
culture on uses and
applications of
technology

(p. 29)
47

CONSIDER: EXPATS AT LG
1. Why did LG seek to hire several senior executives
from abroad?
2. To date, what benefits and possible drawbacks
have emerged as a result of their decision?
3. What are the advantages and disadvantages for the
expatriates of taking such overseas assignments?
4. What can both LG and the expats themselves do to
enhance the likelihood of success in such ventures?

(p. 30)
48

CONSIDER: ADHIRA IYENGAR,

FREQUENT FLYER
1. What are the key managerial challenges faced by
frequent flyers like Iyengar in running her business
on-the-go?
2. In her hectic life, how can she insure that important
details do not fall through the cracks?
3. What personal characteristics might serve to enhance
the chances of success for frequent flyer
entrepreneurs like Iyengar?

(p. 32)
49

Building Global Management Skills

Managerial
Competencies
Planning, coordination,
and control within a
culture

Global
Management
Skills
Integration of
management and
cross-cultural
skills

Multicultural
Competencies
Understanding and
working effectively
across cultures

(p. 37)

Key multicultural competencies

A cosmopolitan outlook
Intercultural communication skills
Cultural sensitivity
Rapid acculturation skills
Flexible management style
Cultural synergy

(p. 38)
51

CONSIDER: MULTICULTURAL
COMPETENCIES

1. Are these the right multicultural skills for global

managers to have? Why or why not?
2. Are there other important skills?

52

MANAGERS NOTEBOOK:

Developing Global Management

Skills
What many people fail to understand about being
a global manager is that the view from 10,000
meters up is often very different than the view from
ground level, where the managerial challenges are
immediate and very real.

53

MANAGERS NOTEBOOK:

Becoming a global manager

1. While the basic definition of management may be
fairly constant across cultures, its implementation can
vary widely.
2. Global managers come in a variety of shapes and
sizes (e.g., expats, frequent flyers), and each
requires its own qualifications and skills.
3. Global management skills typically consist of a
combination of managerial and multicultural
competencies.
4. Successful global managers are always learning.
54

MANAGERS NOTEBOOK:

The experiential learning cycle

Concrete
experiences

Active
experimentation

Learning
Environment

Abstract
conceptualization

Reflective
observation

(p. 40)

(p. 42)
56

MANAGERS NOTEBOOK:

What are we missing?

1. What are we missing here?

2. To what extent do you think the average manager
can successfully adapt to various cultures and
environments around the globe?
3. Are multicultural competencies largely developed or
inherited?

4. What can companies do to enhance the likelihood of

managers success here?
57

Application:
Building a skills development program
1. Several multicultural skills have been discussed here and
elsewhere. As a group, identify what you consider to be
the three most important multicultural skills for managers
to have in order to build successful careers in global
business.
2. Next, provide the outline of a management development
program aimed at developing these three skills in young
and largely inexperienced managers.
3. How will you know if your program has been successful?
What criteria will you use?

58

Think about it: Developing your

global management skills
1. What type of global assignment do you believe you are
best suited for? Why?
2. What multicultural competences do you currently
possess?
3. Based on what has been discussed, outline a learning
strategy to further develop your own particular
multicultural competencies.

4. What are your greatest challenges in achieving this plan?

59