MANAGEMENT SUMMARY CHAPTER 01
1.1 Managers and where do they work?
Someone who coordinates and oversees the work of other people so organizational
goals can be achieved. Coordinating the work of a departmental group or supervising.
Where do managers work?
A deliberate arrangement of
people to accomplish specific
1.2 WHY MANAGERS ARE IMPORTANT?
QUESTION NO 02: WHY ARE MANAGERS IMPORTANT TO ORGANIZATIONS, WHAT ARE
THEIR KEY RESPONSIBILITES IN AN ORGANIZATION?
1. ORGANIZATIONS NEED THEIR MANAGERIAL SKILLS AND ABILITIES
As organizations deal with today’s challenges as changing workforce dynamics, the
worldwide economic climate, changing technology and ever increasing globalization
hence they play an important role in identifying critical issues and crafting responses
2. MANAGERS ARE CRITICAL TO GETTING THINGS DONE
These managers deal with all kinds of issues as the company’s myriad tasks are carried
out. They create and coordinate the workplace environment and work systems so that
others can perform those tasks. They find reasons and bring work and tasks on track
back if there is an issue.
Single most important variable in an employee productivity and loyalty isn’t
pay/benefits or environment it’s the quality of relationship between employee and
other direct supervisors
And. study states that managerial ability was important in creating organizational value.
Managers can provide leadership to their teams, providing a purpose and direction that
employees can trust. They help employees reach their goals and handle the daily
production and processes of a business. They also plan the next steps for managing
projects and potential hires
What are the five key responsibilities of a manager?
At the most fundamental level, management is a discipline that consists of a set
of five general functions: planning, organizing, staffing, leading and
1.3 WHATDO MANAGERS DO?
Q 01- What are 3 main roles performed by a manager?
At the most fundamental level, management is a discipline that consists of
a set of five general functions: planning,organizing,staffing,leading
Management function that
involves setting goals establishing
strategies for achieving those goals
and developing plans to integrate
and coordinate activities
Management function that
involves arranging and structuring
work to accomplish the organizational goals
Management function that involves
working with and going through people
to accomplish organizational goals
Management function that involves
monitoring, comparing and correcting
MINTZBERG MANAGERIAL ROLES AND CONTEMPORARY MODEL OF MANAGING:
QUESTION 03- INTRODUCTION:
Henry Mintzberg, a well-known
management researcher studied actual
managers at work and concluded:
Managerial Role: Refers to specific actions
or behaviors expected or exhibited by the
Managerial role that involves:
Interpersonal roles: People and
subordinates that are ceremonial and symbolic in nature
Informational roles: collecting, receiving and
Decisional roles: Revolves around making choices and
Mintzberg proposed that manager activities included
both reflection (thinking) and action (doing)
CONCLUSION: Managers regardless of the type of
organization and level in organization perform similar
roles. However emphasis he gives changes according to his level .
The classical functions provide clear and
discrete methods of classifying the
thousands of activities managers carry
out and the technique they use in terms
of the functions they perform for the
achievement of goals, however his
approach and additional model of
managing do offer us other insights into
UPS, company that understands importance of management skills
Robert Katz proposed that managers need 3 critical skills in managing.
Technical skills: Job-specific knowledge and techniques needed proficiently perform
Interpersonal skills: Ability to work well with other people both individually and in
Conceptual skills: Skills managers use to think and conceptualize about abstract and
Using these skills managers are able to understand relationships among various subunits
and visualize how organization fits into broader environment. Managers then effectively
direct employees work
FOCUS ON CUSTOMER
FOCUS ON SOCIAL
FOCUS ON EMPLOYEE
COMPETITION OF FOOD, SERVICE AND CONCEPT
FOCUS ON CUSTOMER:
2 Strategies – Create what is demanded or Market it in a way to make a
demand of it
FOCUS ON TECHNOLOGY:
Better service (Updated room service)
Food technology as food processing or order taking by robotic
FOCUS ON SOCIAL MEDIA
FOCUS ON INNOVATION:
Business growth by marketing, Operations and HR by Training and
And surveys to make it even better
FOCUS ON SUSTAINABILITY:
Sustainability: To perform a task without any harm to the environment
FOCUS ON EMPLOYEE:
Customer oriented organization as balance between work and social
life to achieve goals
Employee focused as observe and identify their weak points for training
“SATISFY THOSE WHO SATISY YOUR CUSTOMERS”
Management has long been associated with the five basic functions: planning,
organizing, staffing, directing, and controlling. These default dimensions are sufficient
when pursuing a fixed target in a stable landscape. But take away the stability of the
landscape, and one needs to start thinking about the fluidity of the target. This is what’s
happening today, and managers must move away from the friendly confines of these
five tasks. To help organizations meet today’s challenges, managers must move from:
directive to instructive, restrictive to expansive, exclusive to inclusive, repetitive to Mini
Directive to instructive: When robots driven by artificial intelligence (AI) do more tasks
like finish construction or help legal professionals more efficiently manage invoices,
there will be no need for a supervisor to direct people doing such work. This is already
happening in many industries — workers are being replaced with robots, especially for
work that is more manual than mental, more repetitive than creative.
What will be needed from managers is to think differently about the future in order to
shape the impact AI will have on their industry. This means spending more time
exploring the implications of AI, helping others extend their own frontiers of knowledge,
and learning through experimentation to develop new practices. Learning, not
knowledge, will power organizations into the future; and the central champion of
learning should be the manager.
Restrictive to expansive: Too many managers micromanage. They don’t delegate or let
direct reports make decisions, and they needlessly monitor other people’s work. This
tendency restricts employees’ ability to develop their thinking and decision making —
exactly what is needed to help organizations remain competitive.
Managers today need to draw out everyone’s best thinking. This means encouraging
people to learn about competitors old and new, and to think about the ways in which
the marketplace is unfolding.
Exclusive to inclusive: Too many managers believe they are smart enough to make all
the decisions without the aid of anyone else. To them, the proverbial buck always stops
at their desks. Yet, it has been our experience that when facing new situations, the best
managers create leadership circles, or groups of peers from across the firm, to gain
more perspective about problems and solutions.
Managers need to be bringing a diverse set of thinking styles to bear on the challenges
they face. Truly breakaway thinking gets its spark from the playful experimentation of
many people exchanging their views, integrating their experiences, and imagining
Repetitive to innovative: Managers often encourage predictability — they want things
nailed down, systems in place, and existing performance measures high. That way, the
operation can be fully justifiable, one that runs the same way year in and out. The
problem with this mode is it leads managers to focus only on what they know — on
perpetuating the status quo — at the expense of what is possible.
Organizations need managers to think much more about innovating beyond the status
quo – and not just in the face of challenges. Idris Mootee, CEO of Idea Couture
Inc., could not have said it better: “When a company is expanding, when a manager
starts saying ‘our firm is doing great’, or when a business is featured on the cover of a
national magazine – that’s when it’s time to start thinking. When companies are under
the gun and things are falling apart, it is not hard to find compelling reasons to change.
Companies need to learn that their successes should not distract them from innovation.
The best time to innovate is all the time.”
Problem solver to challenger: Solving problems is never a substitute for growing a
business. Many managers have told us that their number one job is “putting out fires,”
fixing the problems that have naturally arisen from operating the business. We don’t
think that should be the only job of today’s manager. Rather, the role calls for finding
better ways to operate the firm — by challenging people to discover new and better
ways to grow, and by reimagining the best of what’s been done before. This requires
practicing more reflection — to understand what challenges to pursue, and how one
tends to think about and respond to those challenges.
Employer to entrepreneur: Many jobs devolve into trying to please one’s supervisor.
The emphasis on customers, competitors, innovations, marketplace trends, and
organizational performance morphs too easily into what the manager wants done today
— and how he or she wants it done. Anyone who has worked for “a boss” probably
knows the feeling.
The job of a manager must be permanently recast from an employer to an
entrepreneur. Being entrepreneurial is a mode of thinking, one that can help us see
things we normally overlook and do things we normally avoid. Thinking like an
entrepreneur simply means to expand your perception and increase your action — both
of which are important for finding new gateways for development. And this would make
organizations more future facing — more vibrant, alert, playful — and open to the
perpetual novelty it brings
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