what does a manager do 2010

8/3/2019 What does a manager do 2010

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What does a manager do



Who Are Managers And Where

Do They Work?• Organization

– A systematic arrangement of people brought

together to accomplish some specificpurpose; applies to all organizations—for-profit as well as not-for-profit organizations.

– Where managers work (manage).• Common characteristics

– Goals, Structure, People



Common Characteristics ofOrganizations



People Differences

• Operatives

– People who work directly on a job or task andhave 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 day-

to-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 makingdecisions about the direction of theorganization and establishing policies that

affect all organizational members



How Do We DefineManagement?

• Management

– The process of getting things done, effectively

and efficiently , through and with other people

– Efficiency

• Means doing the thing correctly; refers to therelationship between inputs and outputs; seeks tominimize resource costs

– Effectiveness

• Means doing the right things; goal attainment



ManagementProcessActivities

Management process:

planning, organizing,leading, and controlling



Mintzberg’s Managerial Roles

• Interpersonal

– Figurehead

– Leader

– Liaison

• Informational

– Monitor

– Disseminator

– Spokesperson

• Decisional

– Entrepreneur

– Disturbancehandler

– Resource allocator

– Negotiator



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 betweenstaff, what motivates

them, and what needs

they may have

• LIAISON

The manager networkswith others outside the

organisation or

department




INFORMATIONAL ROLES

• MONITOR

Managers must monitor

the internal and

external environment in

order to stay up to datewith 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




DECISIONAL ROLES

• ENTREPRENEUR

This role requires

managers to be

innovative

To be able to introduceand manage change

• DISTURBANCE HANDLER

The manager has to be

able to resolve problems

and handle conflict

•RESOURCEALLOCATOR

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 successfullyallocate resources and



Is The Manager’s Job

Universal?• Level in the organization

– Do managers manage differently based onwhere they are in the organization?

• Profit versus not-for-profit

– Is managing in a commercial enterprisedifferent than managing in a non-

commercial organization?

• Size of organization

– Does the size of an organization affect how

managers function in the organization?



Distribution of Time per

Activityby Organizational Level



Is The Manager’s Job

Universal? (cont’d) • 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 manager’s mental ability to coordinate all of the

organization’s interests and activities

• Interpersonal skills

– A manager’s ability to work with, understand,mentor, and motivate others, both individually andin groups

• Technical skills

– A manager’s ability to use the tools, procedures,

and techniques of a specialized field

• Political skills

– A manager’s ability to build a power base andestablish the right connections



Specific Skills for Managers• Behaviors related to a manager’s

effectiveness :

– Controlling the organization’s environment

and its resources.

– Organizing and coordinating.

– Handling information.

– Providing for growth and development.

– Motivating employees and handlingconflicts.

– Strate ic roblem solvin .



Why Study Management?• We all have a vested interest in

improving the way organizations aremanaged.

– Better organizations are, in part, the resultof good management.

• You will eventually either manage or bemanaged.

– Gaining an understanding of the

management process provides thefoundation for developing managementskills and insight into the behavior ofindividuals and the organizations.



Management Development

Three main components or strategiesused to provide management

development:

• Management education

• Management training

• On-the-job experiences



Skills Needed at Different

Management Levels



Conceptual Skills

• Using information to solve businessproblems

• Identifying of opportunities for innovation

• Recognizing problem areas andimplementing solutions

• Selecting critical information from masses

of data

• Understanding of business uses oftechnology

• ’



Communication Skills

• Ability to transform ideas into words andactions

• Credibility among colleagues, peers, andsubordinates

• Listening and asking questions

• Presentation skills; spoken format

• Presentation skills; written and/or graphic

formats



Effectiveness Skills

• Contributing to corporatemission/departmental objectives

• Customer focus• Multitasking: working at multiple tasks in

parallel

• Negotiating skills

• Project management

• Reviewing operations and implementingim rovements



Effectiveness Skills (cont’d)

• Setting and maintaining performancestandards internally and externally

• Setting priorities for attention and activity• Time management



How The Manager’s Job Is

Changing• The Increasing Importance of Customers

– Customers: the reason that organizationsexist

• Managing customer relationships is theresponsibility of all managers and employees.

• Consistent high quality customer service isessential for survival.

• Innovation

– Doing things differently, exploring newterritory, 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 andcommitment

what does a manager do 2010

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