Management and Managers

The

Management Process
The Management Functions
Managerial Skills
Managers Roles And Levels
Types Of Managers
Management Styles

MANAGERS

Managerial skills

Managers roles

Levels of management

Types

of managers

Management styles

What is a Manager?

The individual responsible for achieving organizational

objectives through efficient and effective utilization of
resources
A person who occupies a leading position within the
organization and performs actions and tasks specific to
managerial processes

What Does It Take to Be a Successful Manager?

Management Qualities
Integrity, industriousness, and the ability to
get along with people

Management Skills

Technical
Human and communication
Conceptual and decision-making skills

The Ghiselli Study (6 Traits of Manager

Success Inverse Order)
6) initiative
5) self-assurance
4) decisiveness
3) intelligence
2) need for occupational achievement
1) supervisory ability

Managers Skills
Conceptual and decision-making skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect.
Human and communication skills
The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
Technical skills
Job-specific skills required to perform a particular type of
work or occupation at a high level.

Applying The Concept: Managers Skills

Identify each ability as being one of the following types of
management skills:
a. technical
b. human and communication
c. conceptual and decision-making
1. The ability to see things as a whole and as the interrelationship
of their parts.
2. The ability to motivate employees to do a good job.
3. The ability to perform departmental jobs such as data entry
in a computer.
4. The ability to determine what's going wrong and correct it.
5. The ability to write memos and letters.

Managers Roles
Role - a set of expectations of how one will behave in a given
situation
Managers play various roles as necessary while performing their
management functions so as to achieve organizational objectives.

Interpersonal Roles
Roles that managers assume to provide direction and
supervision to both employees and the organization as a whole

Figurehead
symbolizing the organizations mission and what it is seeking to
achieve

Leader
training, counseling, and mentoring high employee performance

Liaison
linking and coordinating the activities of people and groups
both inside and outside the organization

Informational Roles
Roles associated with the tasks needed to obtain and transmit
information in the process of managing the organization

Monitor
analyzing information from both the internal and external
environment

Disseminator
transmitting information to influence the attitudes and
behavior of employees

Spokesperson
using information to positively influence the way people in and
out of the organization respond to it

Decisional Roles
Roles associated with methods managers use in planning
strategy and utilizing resources
Entrepreneur
deciding which new projects or programs to initiate and to invest resources in

Disturbance handler
managing an unexpected event or crisis

Resource allocator
assigning resources between functions and divisions, setting the budgets of
lower managers

Negotiator
reaching agreements between other managers, unions, customers, or
shareholders

Applying the Concept: Managers Roles

Identify each of the managerial activities as part of one of the
three role categories:
a. interpersonal role
b. informational role
c. decisional role
1. The manager discusses the new union contract with union
representatives.
2. The manager shows an employee how to fill out a form.
3. The manager reads the Wall Street Journal while having coffee
first thing in the morning.
4. The manager develops new total quality management (TQM)
techniques.
5. The sales manager discusses a complaint with a customer.

Levels of Management

Levels of Management
Chief executive officer (CEO) is companys most senior and
important manager
Top managers
Responsible for the performance of all departments and have crossdepartmental responsibility.
Establish organizational goals and monitor middle managers
Decide how different departments should interact
Ultimately responsible for the success or failure of an organization

Middle managers - Supervise first-line managers; responsible

for finding the best way to organize human and other resources
to achieve organizational goals
First line managers - Responsible for daily supervision of the
non-managerial employees who perform many of the specific
activities necessary to produce goods and services

Managers and ICs

Top managers: CEO, president, or vice president

Middle managers: Sales manager, branch manager, or

department head

First-line managers: Crew leader, supervisor, head

nurse, or office manager

Non-managers - Individual Contributors (ICs)

Non-management operative employees: Workers in

the organization who are supervised by first-line
managers.

Professionals / Specialists / Technicians

(Knowledge Workers)

Types of Managers

General Managers
Supervise the activities of several departments.

Functional Managers
Supervise the activities of related tasks.
Common functional areas:
Marketing / Sales / Product Development
Operations / Production / Services Delivery
Finance / Accounting
Human Resources / Personnel Management
Infrastructure (IT, Real Estate, Legal)

Project Managers
Coordinate employees across several functional departments to
accomplish a specific task.

Relative Amount of Time That Managers

Spend on the Managerial Functions

Skill Types Needed

Applying The Concept:

Differences Among Management Levels
Identify the level of management in the following five instances:
a. top
b. middle
c. first-line
1. Supervises the operative employees.
2. Has greater need for conceptual skills than for technical
skills.
3. Spends more time leading and controlling.
4. Reports to an executive.
5. Needs a balance of management skills and performs all of the
management functions.

Management Styles
Personalized collections of procedures and actions a manager
develops and applies according to his / her skills, qualities and
experience in order to successfully manage different situations.

Individual styles
1.
2.

3.

Authoritarian and
Autocratic
Participative and
Democratic
Delegative / Laissez-faire

Adaptive Styles
1.
2.
3.
4.

Directive
Participative
Coaching
Delegative

Individual Management Styles

1.

2.

3.

Authoritarian and Autocratic

the manager tells his or her employees what to do and how to do
it, without getting their advice
should normally only be used on rare occasions
Participative and Democratic
the manager includes one or more employees in the decision
making process, but the manager normally maintains the final
decision making authority
is normally used when the manager has part of the information,
and his/her employees have other parts
Delegative (Free-rein, Laissez-faire)
the manager allows the employees to make the decisions, however,
the manager is still responsible for the decisions that are made
is used when employees are able to analyze the situation and
determine what needs to be done and how to do it

Individual Management Styles

Adaptive Styles
2 Types of Managerial Attitudes
Command

Support

Setting tasks
Deciding what, when, where
and how should be done
Following how the tasks are
performed
One-way (downwards)
communication

Encouraging cooperation
Listening to the employees
Involving employees in the
decision-making process
Both-ways (bidirectional)
communication

Support

Adaptive Styles

Participative

Coaching

PS

CS

Delegative

Directive

DeS

DiS

Command

Motivation

Adaptive Styles
Incapable but motivated
and involved employee

Capable and motivated

employee

DiS

DeS

Incapable and
unmotivated or fearful
employee

Capable, but
unmotivated or fearful
employee

CS

PS
Capability

Directive Style: I decide, you act

When to use it:

How to use it:

In crisis
On very close deadlines
With unexperienced
employees

Find problems
Set objectives and roles
Plan to solve problems
Make decisions
Set tasks
Evaluate and control how the
tasks are performed

Participative Style: I listen and offer support,

you act
When to use it:

With capable, but not totally

involved employees
With not sufficiently trained
employees who need
additional support

How to use it:

Manager and employee work

together to find problems and set
objectives
The employee is consulted
regarding the best way to perform
the task
The manager supplies support, help
and resources on request
Splits the responsibility for the
results with the employee
Cooperates with the employee to
evaluate results

Coaching Style: I decide, we discuss it, you act

When to use it:

With fearful or unconfident

employees
With unexperienced and/or
partially untrained employees
who dont yet possess all the
skills needed for the job

How to use it:

The manager finds problems

and sets objectives
The manager makes the plan
to solve the problems and
then discusses it with the
employee
The manager explains his/her
decisions and request ideas
and contributions; supports
and encourages initiative
Makes the final decisions after
consulting the employee
Coordinates the employee
and evaluates the results

Delegative Style: You decide, you act, I assess

When to use it:

When employees are capable,

motivated and confident

How to use it:

Manager and employee work

together to find problems and
set objectives
The employee plans, decides
and solves problems
The manager assesses the
employees work at specific
intervals
The employee self evaluates
and takes responsibility

The Use of Management Styles

Statistically:
54% of managers use a single style in all situations (usually the
authoritarian)
35% of managers use alternatively 2 styles according to
circumstances
10% of managers use 3 styles adapted both to the employees
they have and to their own personal inclinations
1% of managers use all styles

Differences between Large and Small Businesses

Differences between Large and Small Businesses