2. Overview
The Management Pyramid
Management Styles
3 +1 Roles of Management
4 Functions of Management
3. Layers of Management
Operative management
coordination and control of direct work
Business operations management
competition, markets, resources
Strategic management
long term planning, visions, ’reading’ the
environment
Institutional management
legitimating, society, ’lobbying’
4. Types of Managers
Top Management: executives
CEO
President
VP
Middle Management: directors
Project Managers
First-line management
Superintendent
Chief Estimator
Non-supervisory employees
6. What Managers Do
Managerial activities differ by
The functions managers serve
The roles in which managers
operate
The dimensions of each
manager’s job
7. Mintzberg (1975): The Roles
of Management
Roles in interaction: Interpersonal
Head of an organization
Leader
Center of communication
Communicative roles: Informational
Surveillant
Information sharer
Spokesperson
8. Mintzberg (1975): The Roles
of Management
Roles in decision making: Decisional
Entrepreneur
Problem solver
Resource allocator
Negotiator
Role as change agent: Innovation
14. Function 2: Organizing
Employee ActivitiesEmployee Activities
Facilities and EquipmentFacilities and Equipment
Decision MakingDecision Making
SupervisionSupervision
Resource DistributionResource Distribution
17. Functions of Management
Versus Leadership 1/2
Management produces
Order and Consistency
Planning / Budgeting
Establish agendas
Set time tables
Allocate resources
Organizing / Staffing
Provide structure
Make job placements
Establish rules and
procedures
Leadership produces
Change and Movement
Establishing Direction
Create a vision
Clarify big picture
Set strategies
Aligning People
Communicate goals
Seek commitment
Build teams and
coalitions
18. Functions of Management
Versus Leadership 2/2
Management
Controlling /
Problem Solving
Develop incentives
Generate creative
solutions
Take corrective
action
Leadership
Motivating and
Inspiring
Inspire and energize
Empower
subordinates
Satisfy unmet needs
John P. Kotter 1990
19. What Skills Do Managers Need? (Katz
1955)
Interpersonal skills
Sensitivity
Persuasiveness
Empathy
Conceptual skills
Logical reasoning
Judgment
Analytical abilities
Adapted from Exhibit 1.5: Managers’ Skills
Technical skills
Specialized knowledge
(Including when and
how to use the skills)
20. Importance Importance of Managerial Skills at
Different Organizational Levels
High
Low
Entry Level
Managers
Mid-Level
Managers
Top Level
Managers
Adapted from Exhibit 1.6: Relative Importance of Managerial Skills at Different Organizational Levels
Interpersonal skills
Technical skills
Conceptual skills
22. Who Succeeds? Who Doesn’t
Potential managerial leaders
share traits early on:
Have survived stressful
situations
Frequently described as
moody or volatile. May be
able to keep their temper
with superiors during crises
but are hostile toward peers
and subordinates.
Maintain composure in
stressful situations, are
predictable during crises,
are regarded as calm and
confident.
Those who don’t quite
make it:
Those who succeed:
Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?
Bright, with outstanding
track records
Have been successful, but
generally only in one area or
type of job.
Have diverse track
records, demonstrated
ability in many different
situations, and a breadth of
knowledge of the business
or industry.
23. Who Succeeds? Who Doesn’t
Potential managerial leaders
share traits early on:
Ambitious and oriented
toward problem solving
May attempt to micro-
manage a position, ignoring
future prospects, may staff
with the incorrect people or
neglect the talents they
have, may depend too much
on a single mentor, calling
their own decision-making
ability into question.
While focusing on problem
solutions, keep their minds
focused on the next
position, help develop
competent successors,
seek advice from many
sources.
Those who don’t quite
make it:
Those who succeed:
Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?
Have a few flaws Cover up problems while
trying to fix them. If the prob-
lem can’t be hidden, they
tend to go on the defensive
and even blame someone
else for it.
Make a few mistakes, but
when they do, they admit
to them and handle them
with poise and grace.
Notas del editor
The organizing function will be discussed in detail in Chapter 7. In this chapter, however, we will discuss the three levels of a corporate hierarchy--top, middle, bottom--commonly known as the management pyramid.
In general, top managers are the upper-level managers who have the most power and who take overall responsibility for the organization. An example is the chief executive officer (CEO). Top managers establish the structure for the organization as a whole, and they select the people who fill the upper-level positions. Top managers also make long-range plans, establish major policies, and represent the company to the outside world at official functions and fund-raisers.
What managers do can be integrated with any of the four perspectives. In fact the type of work managers perform will probably differ between the “perspectives” discussed in the previous slides.
Planning is the primary management function, the one on which all others depend. Managers engaged in planning develop strategies for success, establish goals and objectives for the organization, and translate their strategies and goals into action plans.
Organizing, the process of arranging resources to carry out the organization’s plans, is the second major function of managers. During the organizing stage, managers think through all the activities that employees carry out (from programming the organization’s computers to mailing its letters), as well as all the facilities and equipment employees need in order to complete those activities. They also give people the ability to work toward organizational goals by determining who will have the authority to make decisions, to perform or supervise activities, and to distribute resources.
Leading—the process of influencing and motivating people to work effectively and willingly toward company goals—is the third basic function of management. Leading becomes even more challenging in today’s business environment, where individuals who have different backgrounds and unique interests, ambitions, and personal goals are melded into a productive work team.
Controlling is the fourth basic managerial function. In management, controlling means monitoring a firm’s progress toward meeting its organizational goals and objectives, resetting the course if goals or objectives change in response to shifting conditions, and correcting deviations if goals or objectives are not being attained.
This exhibit summarizes discussion of the three sets of skills discussed in chapter one, as essential to good managerial performance. The exhibit has been modified for presentation, and is animated to permit point-by-point discussion.
I like to stress to students that too often managers over-rely on interpersonal skills. However, careers in management depend heavily on the managers technical skills, and especially on the managers conceptual skills. That is also seen in Exhibit 1.6, which follows this slide.
Exhibit 1.6 is found on page 33 of the text. It is animated to permit point-by-point discussion of the three managerial skills.
This slide shows the relative importance of the three skills at different levels of management. This slide clearly shows the growing importance of conceptual skills, as one progresses “up the corporate ladder.” It should be pointed out that the relative importance of each skill may not be accurately portrayed, but that it is probably a fair representation. The slide is animated to aid in the discussion.
Exhibit 1.7 I seen on page 33 of the text) is presented on three animated slides to permit point-by-point discussion. Three slides were taken to permit larger sized text which should be readable from the audience in most classrooms. However, they will appear seamlessly as “one” slide as the exhibit progresses, if presented in the “View Show” mode.