Learning Guide for Managers

MANAGEMENT: ROLES,
RESPONSIBILITIES,
REGULATIONS, REALITY
CHECKS

2013

Tiana Sanchez
Professional Coaching Services
9/1/2013

MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS

2013

WORKBOOK SECTIONS
Section 1:

WHY MANAGEMENT

Transitioning Into Management
Myths about Management
What Management is Not
SECTION 2:

ROLES

Act Like a Manager, Think Like an Employee
Act Like a Manager, Think Like a CEO
What Makes an Effective Manager?
Dysfunctional Managers
RESPONSIBILITES

CORE Responsibilities
Responsibility to the Organization
Responsibility to the Team
Teach, Engage, Align, Master
SECTION 4:

REGULATIONS

Top 3 Regulations every Manager should know: EEO, Affirmative Action, and Sexual Harassment
Ism’s that Get Managers In Trouble
Other Regulations and Labor Laws
SECTION 5:

REALITY CHECKS

10 Things Every Manager Should be Prepared to Do
10 Things Every Manager Should Avoid

Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved


SECTION 3:

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Management is defined as the person or persons directing the affairs of a business or institution. Other
common terms associated with management are planning, organizing, staffing and leading. While these
are part of the core of management there is so much more than that.
In this guidebook you will gain a better understanding of what it means to become an effective
Manager. You will be able to identify the CORE responsibilities of management and the characteristics
of an effective manager. You will “grow” through step by step understanding the importance of your
role, responsibilities, regulations that affect your role, best practices and the “reality checks” of
managing.

•Topic discussion
•Facilitator leads
the discussion

Discuss

Engage
•Students lead the
discussion with
examples and
questions.

•Break into groups
for a group
activity and
practice

Practice

Takeaway
•Debrief the
activity
•Ask students to
share

Discuss– Provide details of the topic and explain key learning objectives.
Engage – Lead with questions to engage participants through questions, examples, real-life experience
Practice - Allow students to practice new behaviors and/or techniques through group exercise
Takeaway – Commit to ONE action item from the teaching that the participant can apply today.



Each section in this guidebook is designed in 4 parts to optimize the learning experience.

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Section 1: WHY MANAGEMENT
For centuries there have been many forms of management from as early as the beginning of time.
Empires, religious sectors, kingdoms, tribes, and government all operate under a management-centric
model. As an entity grows and expands there becomes a greater need to expand the “muscle” within
that entity. Managers organize, coordinate, plan and manage the team and processes. They are a
critical part of the unit ensuring smooth operation and execution of the goals that must prove their
worthiness and ability to perform.
Modern-day Managers also play an important role as a leader. Managers play many roles and one role
is leading. That will be discussed more in Section II: Roles.

pinnacle of your career and decided it was time to move to the big leagues. It’s important that you
determine your WHY. Get clear on the expectations you have set for yourself and the expectations
others have of you. To get to where you want to go you have to first know where you are and why.
I choose to become a Manager to: _________________________________________________________
1) What do you hope to gain from this training?
2) What expectations have set for yourself?
Select the option(s) that best describes you:

Skilled and Successful
•Achieved recognizable success in your current role.

Smart and Seasoned
•Experienced, respected, and a skilled worker.

Ambitious and Self-Made
•Go-getter, paving your own way



So, why choose to become a Manager? Perhaps you were bored and wanted a challenge or reached the

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Transitioning Into Management

Thought Provoking Questions:

What are some of the biggest challenges a new Manager faces?
What are some of the most common mistakes of a new Manager?
What is the benefit of managing? Leading?

In the previous section, you identified some of the reasons you decided to become a Manager. It may

step in your career path and career. Whatever your decision it’s important that you become crystal
clear on your reason and intentions. Intentions are your purpose, your objective and aim. What do you
hope to achieve with this position? What is your desired outcome? How will this benefit you personally
and professionally? All valid questions you must ask yourself.
Transitioning into a new role or position requires a portion of focus and a dash of vulnerability. You may
have been the top producer in your former position however you are entering into a new world and
environment and the players may be the same but the game has changed.
1. Allow yourself the make mistakes.
2. Be open and vulnerable.
3. Be consistent.



have been for personal reasons, opportunity for advancement within the company, or the obvious next

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Myths About Management

Thought Provoking Questions

What are some of the biggest myths you have or had about management ?
Do you find some myths are accurate ?
What are some other myths that you know that are not listed below?

Let’s dispel some myths and misconceptions that have been circulating about management. If you have
made the following assumptions about management, I suggest you re-visit your intentions. It is in your

Managers Make More Money
Fact: There is a standard pay increase but it is relevant to job performed. Oftentimes managers
work 50-60 hours a week. There is no overtime for managers as an exempt employee so when
calculated, do they really get paid more?
You Get to Boss People Around
Fact: Managers hold employees responsible for fulfilling their role in the company. Managers
organize, plan, lead, coach, counsel, praise and develop employees.
Increased Job Security
Fact: Managers are dispensable. Failure to perform at any level can result in loss of your
position or job.
Managers are Leaders
Fact: All Managers are not leaders but can become leaders by developing leadership skills.



best interest that you clearly understand the difference between fact and myth.

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What Management Is Not


Are there misconceptions about the role of a manager?
Do you think most employees comprehend the complexities of management ?
Can we be effective in a role we do not fully understand?
Management IS NOT about…
 A fancy title, corner office, a company credit card or having lunch with the CEO.

 Bossing people around to get them to do what you want.
 Job security.
 At a spark to your resume to make it look good.
Management IS about…
 Self-awareness and self-management.
 Guiding, teaching, communicating, coaching, assessing, listening and taking action.
 Perfecting your “hard skills” and increasing “soft skills.”
 Increasing your understanding about company structure and “executing for excellence.”
 Challenging you in every way possible.



 Pleasing everyone and making everyone like you.

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Management: Roles,
Responsibilities, Regulations and
Reality Checks
SECTION II.


ROLES


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Section 2 ROLES
“A manager is responsible for the application and performance of knowledge.” Peter Drucker
Peter F. Drucker was a writer, professor, management consultant and selfdescribed “social ecologist,” who explored the way human beings organize
themselves and interact much the way an ecologist would observe and analyze
the biological world.
Hailed by BusinessWeek as “the man who invented management,” Drucker
directly influenced a huge number of leaders from a wide range of organizations
across all sectors of society. Among the many: General Electric, IBM, Intel, Procter
& Gamble, Girl Scouts of the USA, The Salvation Army, Red Cross, United Farm
Workers and several presidential administrations.
Peter Drucker did not really invent management but what he did was explore and view management

A managers role can be likened to a teacher guiding students, helping each student to reach their
highest potential; a parent teaching their child to be accountable for their actions and encouraging them
to do their very best but also providing correction when needed; a doctor advising a patient on the steps
to maintaining a healthy lifestyle through more activity and eating the right foods which will help them
live a more productive life; a mechanic assessing a vehicle to locate the problem and fix it before it
causes irrevocable damage to the vehicle.
Role is the part, position, job and responsibility. Your roles may change depending on environment,
circumstances, and needs of the organization. We oftentimes refer to roles as “hats.” An ever-changing
wardrobe accessory that Managers learn to wear even when they are removed from the workplace.
What hat do you wear most often? What hat do you dislike? What hat brings you the greatest
satisfaction? Is there a one-size-fits-all hat? What is the one hat that you NEVER take off?



through a different lens which offered a new perspective to the role of management.

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Act Like a Manager, Think Like an Employee
Thought Provoking Question

What is your most important role as a Manager ?
Define the role of an employee ?
What are the most common challenges among Management and Staff?
What does “acting like a manager and thinking like an employee” really mean? Just like there are myths
about management, there are also myths about employees. Not all employees clock in to collect a
paycheck. They desire guidance, direction, clear expectations, recognition, appreciation, and correction.

Act Like a Manager, Think Like a CEO
What is most important to a CEO ?
Define the role of a CEO?
What is most important to a CEO? Is it the customer and achieving bottom line results? Is it
sustainability and growth? Managing the budget? Are shareholders and stakeholders the most
important thing to CEO’s? OR, is it the employees, the human capital and key asset in the organization?
As a Manager, one of your most important roles is stepping into the role, metaphorically, of your CEO to
subjectively gain new perspective. It then becomes your responsibility to weave together those roles to
become an effective manager. Step into their role and ask yourself, as a CEO…


What do I value?



What motivates me?



What discourages me?



“Thinking like an employee” is understanding the team. Being cognizant and in-the-know.

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What Makes an Effective Manager?


What are some characteristics of a “good” manager ?
What are some characteristics of a “bad” manager ?
Are there dysfunctional managers on a functional team?
“Practice Golden-Rule 1 of Management in everything you do. Manage others the way you would like to
be manage,” says Brian Tracy. Do you agree or disagree with this statement? What could pose as a

types of Managers?
The “Veteran” – Tends to be effective. Seasoned, experienced. Highly knowledgeable. Respect
from peers and colleagues. Longevity on the job. What are some cons of this type of manager?
The “Rookie” – Tends to be moderately effective. Inexperienced but moldable. Eager to learn and
be the best. Highly committed. Determined. What are cons of this type of manager?
The “Best Friend” – Tends to have low effectiveness. Likable. Appears in-the-know. Team player.
Fun to be around. What are cons of this type of Manager?
The “By the Book” Manager – Tends to be moderately effective. Strict. Follows protocol. Manages
by policy and procedures. What are cons of this type of Manager.
The Leader – Tends to be highly effective. Has the pulse of the team. Works cohesively, managing
to each individual strength. Are there cons with this type of Manager?


conflict if you manage everyone the way you would like to be managed? Let’s explore the following

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Dysfunctional Managers
Dysfunctional, ineffective, inexperienced and emotionally unintelligent managers have the ability to
debilitate and cause serious damage to a functioning team. Be aware of noticeable signs of a
dysfunctional manager and broken team. Ineffective managers tend to:
1. Observe conflict but rather than working to resolve it, they feed into it.
2. Talk more than they listen.
3. Discipline more than they coach.
4. Disrespect team members.
5. Point the blame and play “out of bounds.”
6. Look for what is wrong instead of looking for what is right.

8. Manage each employee the same rather than manage to their individual strengths.
9. Become an absentee and disengaged manager.
“Broken” Teams
1. Lack effective communication – The right hand is not talking to the left hand.
2. Lack trust and respect of superiors.
3. Become disinterested and disengaged.
4. Productivity levels decrease.
5. Performance is sub-standard, below average.
What does it take to become an effective manager? Is it simply managing others the way you want to
be managed? That may be part of it but to become an effective manager you must embrace the four
CORE fundamentals of management which will be discussed in the next section.



7. Belittle employees and display a superior attitude.

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Management: Roles,
Reality Checks
SECTION II.


RESPONSIBILITY


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Section 3 RESPONSIBILITES
Another word for responsibility is ACCOUNTABILITY. Managers are held accountable for what occurs on
their watch, the good and the not-so-good. Managers are liable for the performance of their team and
take OWNERSHIP of the outcomes. “A manager is responsible for the application and performance of
knowledge,” says Consultant and Author Peter Drucker. If this is a valid statement then managers must
know how to not only apply what they know but perform what they know.
Another known expert on Management and Leadership is Franklin Covey. Franklin Covey states,
“Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is
leaning against the right wall.” So, if I summarize these beliefs, a managers’ responsibility is knowledge,

CORE Responsibilities
When you accept the role of managing you are taking on a new level of responsibility. A responsibility
to influence. You become accountable not only to yourself but others. The “heart” of your role is driven
by four CORE basic principles. Communication. Ownership. Resolve. Execute for Excellence.

MANAGER
COMMUNICATION
OWNERSHIP
RESOLVE
EXECUTE for EXCELLENCE



application, performance and efficiency.

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Responsibility to the Organization – Partnership
Pat Riley, NBA Head Coach and winner of multiple championship titles offers these wise words,
“Management must speak with one voice. When it doesn't management itself becomes a peripheral
opponent to the team's mission. There is a partnership and responsibility that should be reflected in the
Managers actions and words that support and align with the organizations. It is similar to a “marriage”
or relationship, for better or for worse, in sickness and in health. When the company is succeeding and
when the company is struggling. One voice. One vision.
 Pursue – Bottom line results and manage productivity.
 Influence – Decisions and people.

 Advocate – Change, growth, sustainability.

Responsibility to the Team - Leadership
Sheryl Sandberg, author or Lean In and Chief Operating Officer at Facebook focuses on strength of the
team to lead and excel by stating, “We try to be a strengths-based organization, which means we try to
make jobs fit around people rather than make people fit around jobs. We focus on what people's natural
strengths are and spend our management time trying to find ways for them to use those strengths every
day. “ As a Manager you are responsible to you team and provide guidance and leadership.
 Teach – Coach with purpose and intention.
 Engage – Communicate effectively. Invite input.
 Align – Personal goals to team goals. Skills match job.
 Master – Core competencies.

TEACH
ENGAGE

ALIGN
MASTER



 Support – Company goals, objectives, vision, mission.

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TEACH
What is the role and responsibility of the manager relating to teaching, training and developing the team?
What are the benefits of one-on-one coaching, reviews, and performance measurements?
What is the result of a team that lacks ongoing training and development?
ENGAGE
What is engagement and what does it look like, feel like and sound like in the workplace?
What are signs of an individual or team that is disengaged?

When managers are engaged, how does the team benefit?
When team members are engaged how does the company benefit?
ALIGN
What is alignment and what does it feel like, feel like and sound like in the workplace?
What is the result when a team is working toward the same goal with clear objectives?
Is it important to align company values with team goals? Company values with personal values?
When goals are clearly defined and the company vision is effectively communicated, are teams more
engaged?
MASTER
When do you know when an individual or team has mastered a skill or competency?



Does the Manager have control over the team’s level of engagement?

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Management: Roles,
Reality Checks

REGULATIONS



SECTION IV.

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Section 4: REGULATIONS
Organizations need guidelines and structure to hold leadership accountable. Regulations provide a set
of rules and principles to ensure organizations operate fairly and without bias. Laws are established to
uphold a standard set of rules and acts as a template or commandment for best “lawful” practices. We
can learn how properly treat employees by learning from others’ costly errors. It’s important to
recognize that unfair practices and treatment of employees is real and still happens. To fully operate as
an effective manager you must be knowledgeable of important regulations that impact your


organization, you as a Manager and your subordinates.


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Top 3 Regulations Every Manager Should Know
EQUAL EMPOYMENT OPPORTUNITY (EEO) – Antidiscrimation legislation ensures employers make fair
and unbiased employment decisions and not on the basis of a candidates race, gender, ethnicity,
religion, age, color, military/veteran status, or disability status. Employment decisions such as hiring,
compensation, promotions and terminations should be job and business related.
AFFIRMATIVE ACTION – A practice when employers identify noticeable imbalances in their workforce
and take actionable steps to correct underrepresentation of protected classes. The following are
considered Protected classes by Federal Law:
 Citizenship

 Color

 Family Status

 Religion

 Disability Status

 National Origin

 Veteran Status

 Age Sex Pregnancy

 Genetic Information

SEXUAL HARASSMENT – Workplace harassment is prohibited which means discrimination against
someone based on gender is not tolerated and is considered unlawful. Offensive language or
commentary against a protected class is considered a form of harassment. Common sexual harassment
claims fall in two types of categories:
 Quid Pro Quo means “this for that” or “something for something.” An employee is offered
career advancement in the form of pay increases or promotion for exchange of sexual demands.
 Hostile Work Environment affects employee’s performance, psychological well-being due to the
severity and pervasiveness of the harassment. The work environment becomes unsafe,
unhealthy, intimidating and threatening.



 Race

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Ism’s that Get Managers in Trouble
According the Webster’s Dictionary, discrimination is, “the practice of unfairly treating a person or group
of people differently from other people or groups of people.”
It’s a fact that discrimination occurs in the workplace. Preventative measures must be taken by upper
management to ensure that proper procedures and protocols are in place to address and eliminate
unfair treatment of employees. Before eliminating, one must first be aware that discrimination exists.
People often chose to turn a blind eye or state, “discrimination does not happen in our organization.”
Whether there is intent to not allow it to happen is not the same as it actually happening. It’s
impossible to be everywhere so we have to demand our leadership team provides guidance so the
managers are able to effectively carry out the message to treat people equally regardless of status, age,

Have you experienced discrimination?
Have you witnessed discrimination against an individual or a group?

Sexism – Prejudice or discrimination based on sex; especially: discrimination against women
Racism – Prejudice, discrimination, poor treatment of or violence against people because of their race.
Classism – Prejudice or discrimination based on class. e.g. Social or economic status.
Ableism – Discrimination or prejudice against individuals with disabilities.
Ageism – Prejudice or discrimination against a particular age-group and especially the elderly.
Nepotism – The unfair practice by a powerful person of giving jobs and other favors to relatives.
Favoritism – The unfair practice of treating some people better than others.



gender, or relationship.

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Other Regulations and Labor Laws
During the years 1999-2003, there have been over 477 selected key laws that directly affect the wages,
hours, working conditions, benefits, and special labor relations affecting millions of private and public
sector workers. Highlighted below are a few important labor law topics that Managers should be
knowledgeable about. Refer to Labor Laws and Regulations on the Department of Labor website for the
complete list and details of each law.

Health care issues

Prevailing wages on public works projects

Public employees (general)

Leaves

State employees

Occupational health

Local government & trial court employees

Unemployment insurance & state disability
insurance

Educational employees: K-12 & community
colleges

Workers’ compensation

University of California & California State
University

Job training
Discrimination (FEHA)

Public employee retirement and health plan
systems

The Ism’s provide a real view of discrimination and biases in the workplace. An area not void of these
same biases is in the hiring and firing of employees. Managers should also be knowledgeable about
Hiring Practices and Termination Practices which include appropriate interview questions, testing and
assessments, documentation, written warnings, appraisals to name a few. Testing and Assessments are
considered an instrumental part of the hiring process to determine “best fit candidates.” Managers
should familiarize themselves with the US Department of Labor, Employment and Training Publication
1999.



Labor standards

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Management: Roles,
Reality Checks

REALITY CHECKS



SECTION V.

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Section 5: REALITY CHECKS

Parenting is a role that requires patience, guidance and resiliency. A parent finds out within the first day
some new and often times harsh realities in their new role. Sleep, a once habitual event, occurs in
spurts. Baby weight won’t just magically disappear with time and age. And no matter how many times
you ask, a simple plea will not prevent a baby from crying. These factual realities provided early on
before the baby arrives, allows the parent to get acclimated with the idea of an expected shift in their
life and routine. The results are better prepared parents able to adjust to their new role with a better

If you had to give advice to a new manager, what “reality checks” would you give them?

REALITY CHECK #1
REALITY CHECK #2
REALITY CHECK #3
REALITY CHECK #4
REALITY CHECK #5



sense of what’s to come.

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20 Best Practices for Managers

Avoid

Make Mistakes

Blame

Be Unpopular

Assumptions

Be Disliked

Easy Way Out

Work

Victim Language

Be Decisive

Being the Hero

Challenge Status Quo

The "I" Approach

Doubt Yourself

Chasing Titles

Get Uncomfortable

"Yes" Syndrome

Fail

Quick Fixes

Succeed

Biases



Prepare To

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References and Work Cited
Merriam Webster Dictionary (2013). Citations and References.
Drucker, Peter. “Peter Drucker’s Life and Legacy.” The Drucker Institute. Retrieved December
2013, from http://www.druckerinstitute.com/link/about-peter-drucker/
Society for Human Resource Management. The SHRM Learning System: Workforce Planning
and Employment (Version 2009) Citations and References. Jonathan Segal Partner, Wolf, Block,
Schorr and Solis-Cohen, LLP. Philadelphia, Pennsylvania
California Labor and Workforce Development Agency. Labor Laws (1999-2003). Citations and
References


US Department of Labor Employment and Training Administration (1999). Testing and
Assessment: An Employers Guide to Good Practices. Citations and References.


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