Chapter 1

The Manager’s Job

 1.1

Manager

-  A person responsible for the work performance of group

members
-  Holds the formal authority to commit organizational
resources, even if the approval of others required

Management – The process of using organizational

resources to achieve organizational objectives through
planning, organizing, staffing, leading and controlling
Managerial Levels 1.2

Chairman of the Board,

CEO, president, executive
vice president, vice
Top- president, group team
Level leader, chancellor
Mgrs.
Director, branch manager,
Middle- department chairperson,
chief of surgery, team
Level Mgrs.
leader

First-Level Supervisor, office

Mgrs. manager, crew chief

Individual Contributors Tool-and-die maker, cook,

(Operatives and word processing technician,
Specialists) assembler
Adapted from Exhibit 1.1
Types of
Managers
  Functional and General Managers
  Administrators

  Entrepreneurs and Business Owners

  Team Leaders

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 1.1

Types of Managers
1.  Functional Managers – supervise the work of employees engaged in
specialized activities such as accounting, marketing, etc.
2.  General Managers – responsible for the work of several different groups
that perform a variety of functions.
3.  Administrators – a managers who work in a public (government) or non
profit organization rather than in a business firms.
4.  Entrepreneurs and Small-Business Owners –
Entrepreneur – a person who founds and operates an innovative business
Small Business Owner – An individual who owns and operates a
small business
5. Team Leaders – A manager who coordinates the work of small group of
people, while acting as a facilitator and catalyst.
The Process of Management
  Managers use human, financial,
physical, and information resources
  Planning (goals and plans)

  Organizing and Staffing

  Leading (includes setting a vision)

  Controlling (measures performance

and makes adjustments)
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 1.3

The Process of Management

Organizing
Planning Leading Controlling
& Staffing
Human
Resources

Financial
Resources
Manager Goals

Physical
Resources

Information
Resources

Managerial Functions
 Four Managerial Functions
1.  Planning
- involves setting goals and figuring out ways of reaching them
- looking into the future
2. Organizing and Staffing
- process of making sure the necessary human and physical resources
are available to carry out a plan and achieve organizational goals.
3. Leading
- influencing others to achieve organizational objectives.
- involves energizing, directing, persuading others and creating vision.
4. Controlling
- involves comparing actual performance to a predetermined standard
- Any significant difference between actual and desired performance
would prompt a manager to take corrective action.
17 Managerial Roles
  Planning   Organizing and
1.  Strategic planner Staffing
2.  Operational planner 3.  Organizer
4.  Liaison
5.  Staffing coordinator
6.  Resource allocator
7.  Task delegator

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Leading (roles 8 through 15)
8.  Figurehead 13.  Team player
9.  Spokesperson 14.  Technical
10.  Negotiator problem solver
11.  Motivator and 15.  Entrepreneur
coach
12.  Team builder

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Controller Roles
16.  Monitor
17.  Disturbance handler

Role emphasis varies with

management level. For example,
executives engage in more
strategic planning.
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 5 Key Managerial Skills
1. Technical Skills (hard skills)
- understanding of and proficiency in a specific activity that involves
methods, process, procedures, or techniques
2. Interpersonal Skills (human relations)
- human relations - requires communication skills
- work effectively as a team member and to build cooperative effort in
the unit
3. Conceptual Skill (big picture)
- ability to see the organization as a total entity.
4. Diagnostic Skill (investigate and solve problems)
- investigation of a problem and then to decide on and implement a remedy
5. Political Skill (acquire, retain power, connection)
- ability to obtain power and prevent others from taking it away in order
to reach objectives.
- establishing the right connection and impressing the right people
13
Manager as Integrator of Five
Mindsets
  Managing Self: reflective mindset
  Managing Organizations: analytical

mindset
  Managing Context: worldly mindset

  Managing Change: action mindset

  Managing Relationships:

collaborative mindset
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How to Develop Management
Skills
1.  Conceptual knowledge
2.  Knowledge demonstrated by
examples
3.  Skill-development exercises
4.  Feedback on skill utilization
5.  Frequent practice including
adjustments based on feedback
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Evolution of Management
Thought
  Classical approach (scientific,
administrative management)
  Behavioral approach (people focus)

  Quantitative approach

  Systems perspective

  Contingency approach (situational)

  Information technology & beyond

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Traditional versus Modern Managerial Roles
Old Manager
  Thinks of self as manager
or boss
  Follows chain of command
  Works within a set
organizational structure
  Makes most
decisions alone
  Hoards information
  Tries to master one major
discipline
  Demands long hours
1.7
New Manager
  Thinks of self as sponsor, team
leader, or internal consultant
  Deals with anyone necessary to
get job done
  Changes organizational structure
in response to market change
  Invites others to join in decision
making
  Shares information
  Tries to master broad
array of disciplines
  Demands results
Adapted from Exhibit 1.6
Thank you

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