BECORE1 MINTZBERG’S MANAGERIAL ROLES AND A CONTEMPORARY

MANAGEMENT AND ORGANIZATION MODEL OF MANAGING

ROLES:
LESSON 1  specific actions or behaviors expected of and exhibited by
MANAGERS IN THE WORKPLACE a manager

WHO IS A MANAGER? INTERPERSONAL:

MANAGER:  Figurehead, leader, liaison
 someone who coordinates and oversees the work of other INFORMATIONAL:
people so that organizational goals can be accomplished  Monitor, disseminator, spokesperson
DECISIONAL:
LEVELS OF MANAGEMEN  Entrepreneur, disturbance handler, resource allocator,
FIRST-LINE MANAGERS: negotiator
 manage the work of non-managerial employees
MANAGEMENT SKILLS
MIDDLE MANAGERS: TECHNICAL SKILLS:
 manage the work of first-line managers  Knowledge and proficiency in a specific field

TOP MANAGERS: HUMAN SKILLS:

 responsible for making organization-wide decisions and
establishing plans and goals that affect the entire
organization
 The ability to work well with other people
CONCEPTUAL SKILLS:
 The ability to think and conceptualize about abstract and
complex situations concerning the organization

CHALLENGES FACING MANAGERS TODAY AND INTO THE

FUTURE
 FOCUS ON TECHNOLOGY
 FOCUS ON DISRUPTIVE INNOVATION
 FOCUS ON SOCIAL MEDIA
 FOCUS ON ETHICS
 FOCUS ON POLITICAL UNCERTAINTY
WHERE DO MANAGERS WORK?  FOCUS ON THE CUSTOMER
ORGANIZATION:
 a deliberate arrangement of people to accomplish some THE UNIVERSALITY OF MANAGEMENT
specific purpose  The reality that management is needed in all types and
sizes of organizations, at all organizational levels, in all
CHARACTERISTICS OF AN ORGANIZATION organizational areas, and in organizations no matter was
 DISTINCT PURPOSE located
 DELIBERATE STRUCTURE
 PEOPLE UNIVERSAL NEED FOR MANAGEMENT

WHY ARE MANAGERS IMPORTANT?

 Organizations need their managerial skills and abilities
now more than ever
 Managers are critical to getting things done
 Managers do matter to organizations

WHAT DO MANAGERS DO?

 Management involves coordinating and overseeing the
work activities of others
 that their activities are completed efficiently and
effectively.

EFFICIENCY AND EFFECTIVENESS REWARDS OF BEING A MANAGER

EFFICIENCY: doing things right
- getting the most output from the least amount of input
EFFECTIVENESS: doing the right things
- attaining organizational goals
 Responsible for creating a productive work environment
 Recognition and status in your organization and in the
community
 Attractive compensation in the form of salaries, bonuses,
and stock options

MANAGEMENT FUNCTIONS
PLANNING:
 Defining goals, establishing strategies to achieve goals,
and developing plans to integrate and coordinate
activities

ORGANIZING:
 Arranging and structuring work to accomplish
organizational goals

LEADING:
 Working with and through people to accomplish goals

CONTROLLING:
 Monitoring, comparing, and correcting work
LESSON 2
MAKING DECISIONS
WHAT IS A DECISION?
Decision—a choice among two or more alternatives
Decision making in management Is the process of making a
choice between two or more options.
This involves evaluating the pros and cons of various choices
and choosing the best option to achieve a desired outcome.
In management, decision making is about acting in a way that
meets organizational goals and objectives.
DECISION MAKING PROCESS
WHAT COUNTS AS EVIDENCE?
 When we say ‘evidence’’, we basically mean information.
It may be based on numbers or it may be qualitative or
descriptive.
 Evidence may come from scientific research suggesting
generally applicable facts about the world, people, or
organizational practices.
 Evidence may also come from local organizational or
business indicators, such as company metrics or
observations of practice conditions.
WHAT SOURCES OFEVIDENCE SHOULD BE CONSIDERED?

THE POWER OF CROWDSOURCING

CROWDSOURCING:
 a decision-making approach where you solicit ideas and
input from a network of people outside of the traditional
set of decision makers.
TYPE OF CROWDSOURCING
 Better solutions to difficult problems
DECISIONS MANAGERS MAY MAKE:  Better innovations
 Better decision-making

TYPES OF DECISIONS
STRUCTURED PROBLEMS AND PROGRAMMED DECISIONS
 STRUCTURED PROBLEMS:
straightforward, familiar, and easily defined problems
 PROGRAMMED DECISIONS:
repetitive decisions that can be handled by a routine
approach
Procedure:
a series of sequential steps used to respond
to a well-structured problem
Rule:
an explicit statement that tells managers
what can or cannot be done
Policy:
a guideline for making decisions
MANAGEMENT DECISION MAKING MODELS
 RATIONAL DECISION-MAKING MODEL UNSTRUCTURED PROBLEMS AND NONPROGRAMMED
 BOUNDED RATIONALITY DECISION-MAKING MODEL DECISIONS
 INTUITIVE DECISION-MAKING MODEL  UNSTRUCTURED PROBLEMS:
 CREATIVE DECISION-MAKING MODEL problems that are new or unusual and for which
information is ambiguous or incomplete
WHAT IS EVIDENCE-BASED MANAGEMENT?  NONPROGRAMMED DECISIONS:
 Evidence-based management is an approach that involves unique and nonrecurring and involve custom-made
consciously setting aside the accepted conventions and solutions
hierarchy of opinion, and instead, using critical thinking
and the best available evidence to make decisions. FOUR DECISION-MAKING STYLES
 Using it to make managerial and people-related decisions DIRECTIVE STYLE:
can drive better outcomes in every aspect of a business, low tolerance for ambiguity and seek rationality
from diversity and inclusion to profitability. ANALYTIC STYLE:
 The systematic use of the best available evidence to seek rationality but have a higher tolerance for
improve management practice. ambiguity
CONCEPTUAL STYLE:
intuitive decision makers with a high tolerance for
ambiguity
BEHAVIORAL STYLE:
intuitive decision makers with a low tolerance for
ambiguity
DECISION-MAKING BIASES AND ERRORS
OVERCONFIDENCE BIAS:
 holding unrealistically positive views of oneself and one’s
performance

IMMEDIATE GRATIFICATION BIAS:

 choosing alternatives that offer immediate rewards and
avoid immediate costs

ANCHORING EFFECT:
 fixating on initial information and ignoring subsequent
information

SELECTIVE PERCEPTION BIAS:

 selecting, organizing and interpreting events based on the
decision maker’s biased perceptions

CONFIRMATION BIAS:
 seeking out information that reaffirms past choices while
discounting contradictory information

FRAMING BIAS:
 selecting and highlighting certain aspects of a situation
while ignoring other aspects

AVAILABILITY BIAS:
 losing decision-making objectivity by focusing on the
most recent events

REPRESENTATION BIAS:
 drawing analogies and seeing identical situations when
none exist

RANDOMNESS BIAS:
 creating unfounded meaning out of random events

SUNK COSTS ERRORS:

 forgetting that current actions cannot influence past
events and relate only to future consequences

SELF-SERVING BIAS:
 taking quick credit for successes and blaming outside
factors for failures

HINDSIGHT BIAS:
mistakenly believing that an event could have been predicted
once the actual outcome is known (after-the-fact)
LESSON 3 THE SPECIFIC ENVIRONMENT
MANAGING THE EXTERNAL ENVIRONMENT AND THE SPECIFIC ENVIRONMENT:
ORGANIZATION’S CULTURE  the part of the environment directly relevant to the
achievement of organizational goals
THE MANAGER: OMNIPOTENT OR SYMBOLIC? 1. Suppliers
OMNIPOTENT VIEW: 2. Customers
 managers are directly responsible for an organization’s 3. Competitors
success or failure 4. Government agencies
5. Special interest groups
SYMBOLIC VIEW:
 much of an organization’s success or failure is due to WHAT IS ORGANIZATIONAL CULTURE?
external forces outside managers’ control ORGANIZATIONAL CULTURE:
 the shared values, principles, traditions, and ways of doing
MANAGERIAL CONSTRAINTS things
 In reality, managers are neither all-powerful nor helpless.  that influence the way organizational members act and
But their decisions and actions are constrained. that distinguish the organization from other organizations
 External constraints come from the organization’s
environment and internal constraints come from the DIMENSIONS OF ORGANIZATIONAL CULTURE
organization’s culture  Attention to detail
 Outcome Orientation
THE ENVIRONMENT AND ENVIRONMENTAL UNCERTAINTY  People Orientation
ENVIRONMENT:  Team Orientation
 institutions or forces outside of the organization that  Aggressiveness
could potentially affect performance.  Stability
 ENVIRONMENTS DIFFER ON DEGREE OF  Innovation and Risk Taking
ENVIRONMENTAL UNCERTAINTY
 DEGREE OF CHANGE
 In a dynamic environment the components
in an organization’s environment change
frequently
 In a stable environment the components in
an organization’s environment change
very little

 DEGREE OF COMPLEXITY
 Refers to the level of intricacy,
interconnectedness, and unpredictability
present in a situation, task, project, or
system. It involves multiple variables,
elements, and relationships that make
understanding, analysis, and problem-
solving more challenging. HOW EMPLOYEES LEARN CULTURE
1. STORIES
2. RITUALS
3. MATERIAL ARTIFACTS AND SYMBOLS
4. LANGUAGE

TYPES OF MANAGERIAL DECISIONS AFFECTED BY CULTURE

THE EXTERNAL ENVIRONMENT

 Those factors and forces outside the organization that
affect its performance
LESSON 4
MANAGING IN A GLOBAL ENVIRONMENT
LESSON 5
MANAGING DIVERSITY
LESSON 6
MANAGING SOCIAL RESPONSIBILITY AND ETHICS