Learning Objectives

1. Describe the basic functions of management

2. Identify where in an organization managers are
located
3. Discuss the challenges people encounter as they
become first-line managers
4. Describe the roles managers adopt to perform the
basic functions of management
5. Outline the competencies managers must have to be
effective

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Management and
Managers

Management: The art of getting things done through

people in the organization
Managers give organizations a sense of
and direction

purpose

Managers create new ways of producing and

distributing goods and services
Managers change how the world works through
their actions

Leaders versus Managers

Process

Management

Leadership

Vision
* Plans and budgets
Establishment * Develops process steps
and set timelines

* Set the direction and develops

the vision
* Develops strategic plans to
achieve the vision

Development
and
Networking

* Organizes and staffs

* Maintain structure

* Aligns organization
* Communicates the vision,
mission, and direction

Vision
Execution

* Controls processes
* Identifies problems

* Motivates and inspires

* Energizes employees to
overcome barriers to change

Vision Outcome * Manages vision order

* Promotes useful and dramatic
and predictability
changes
* Provides expected results
Source: Adapted from Leadership versus management: Whats the difference?, The Journal for Quality and Participation, 2006

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Functions of
Management
Planning &
Strategizing

Controlling

Organizing

Leading &
Developing

Planning &
Strategizing
Planning a formal process whereby managers choose goals,
identify actions, allocate responsibility for implementing
actions, measuring the success of actions, and revising plans
Planning is used to develop overall strategies
A strategy is an action that managers take to attain the goals
Planning goes beyond strategy development to include the
regulation of a wide variety of organizational activities
Strategizing the process of thinking through on a continual
basis what strategies an organization should pursue to attain its
goals

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Who Makes the

Strategic Decisions?

Source: Improving Strategic Planning: A McKinsey Survey, The McKinsey Quarterly, September 2006

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Organizing
Organizing involves deciding:
Who will perform the task?
Where will decisions be made?
Who reports to whom?
How will different parts of the organization fit
together to accomplish the common goal?

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Controlling
The process of monitoring
performance against goals,
intervening when goals are not met,
and taking corrective action
First step Drafting plans
Important aspect is creating
incentives that align employees and
organizations interests

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Leading & Developing

Leading is the process of motivating, influencing,
and directing others in the organization to work
productively in pursuit of organization goals.
Developing employees the task of hiring, training,
mentoring, and rewarding employees in an
organization, including other managers.

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Skilled Leaders:
Drive strategic thinking
Have a plan for organization
Proactively structure the organization
Exercise control with a deft hand
Use the right kind of incentives
Get the best out of people
Build a high-quality team

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Types of Managers

General
Managers
Functional
Managers

Frontline
Managers

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Becoming a Manager
From Specialist to Manager
- Journey begins when people are successful at a specialist task
that they were hired to do
- Need to be able to get things done through other people

Mastering the Job

- Tends to be a large difference between expectations and reality
- Workload is tremendous
- Biggest challenge within the first year = People challenges

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Management Roles

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Interpersonal roles
Leader
Figurehead

Negotiator
Resource
Allocator

Managerial
roles

Disturbance
handler

Decisional roles

Liaison

Entrepreneur

Monitor
Disseminator

Spokesperson

Informational
roles

Interpersonal Roles
Roles that involve interacting with other people
inside and outside the organization
Management jobs are people-intensive
Interpersonal roles:
- Figureheads: Greet visitors, Represent the company at

community events, Serve as spokespeople, and Function as

emissaries for the organization
- Leader: Influence, motivate, and direct others as well as
strategize, plan, organize, control, and develop
- Liaison: Connect with people outside their immediate unit

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Informational Roles

Collecting, Processing and

Disseminating
Roles: Monitor,
disseminator, and
spokesperson

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Decisional Roles

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Whereas interpersonal roles deal with people and

informational roles deal with knowledge, decisional roles
deal with action
Decisional roles:
- Entrepreneur: Managers must make sure their organizations
innovate, change, develop, and adopt
- Disturbance handler: Addressing unanticipated problems as
they arise and resolving them expeditiously
- Resource allocator: How best to allocate scarce resources
- Negotiator: Negotiation is continual for managers

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Management
Competencies
Motivational
Preferences

Skills

Includes

Values

Managerial Skills

Conceptual
Skills
Technical
Skills

Human
Skills

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Managerial Values
Enacted Values
Espoused Values
Shared Values
Ethical Values

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Managerial Motivation
Desire to Compete
Desire to Exercise Power
Desire to be Distinct
Desire to Take Action

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