Copyright Atomic Dog Publishing, 2006 Lecture 6: Political Parties Dynamics of Democracy, Ch. 9.
Copyright Atomic Dog Publishing, 2003 Management: Skills, Roles, and Modern Challenges Chapter 2.
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Transcript of Copyright Atomic Dog Publishing, 2003 Management: Skills, Roles, and Modern Challenges Chapter 2.
Copyright Atomic Dog Publishing, 2003
Management: Skills, Roles, and Modern Challenges
Chapter 2
Copyright Atomic Dog Publishing, 20032/22
Organizational Performance
Productivity—is used to refer to what is being accomplished in the organization through the utilization of “resources”
Copyright Atomic Dog Publishing, 20033/22
The Management System
As any organization increases in size and complexity, its managers must adapt by becoming more specialized
One result of specialization is the categorization of managers into a variety of types: First-line Middle Top
Copyright Atomic Dog Publishing, 20034/22
First-Line Management Coordinates the work of others (operatives) who are
not themselves managers
Often called supervisors, office managers, or forepersons
Subordinates may be blue-collar workers, salespersons, accounting clerks, scientists, etc.
Responsible for the basic work of the organization
In daily or near daily contact with subordinates
Work with subordinates and other first-line supervisors whose tasks are related to their own
Copyright Atomic Dog Publishing, 20035/22
Middle Management
Coordinates the activity of a sub-unit of the organization
Known in many organizations as the departmental manager, plant manager, or director of operations
Unlike first-line managers, middle managers plan, organize, lead, and control the activity of other managers
Key implementer of corporate strategy
Copyright Atomic Dog Publishing, 20036/22
Top Management
Responsible for the performance of the entire organization
Small cadre of managers—chief executive officer (CEO), chief financial officer (CFO), chief information officer (CIO), president, and/or vice president
Unlike other managers, top managers are accountable to no one other than the owners of the resources used by the organization
Copyright Atomic Dog Publishing, 2003
Managerial Skills
Copyright Atomic Dog Publishing, 20038/22
Managerial Skills
Managers must possess and seek to further develop many critical skills
A skill is an ability or proficiency in performing a particular task
Various skills classifications are important in performing managerial skills
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Managerial Skills (cont.)
Technical Skills
Analytical Skills
Decision-Making Skills
Digital Skills
Human Relations Skills
Communication Skills
Conceptual Skills
Copyright Atomic Dog Publishing, 200310/22
Managerial Skills (cont.) Technical Skills—ability to use specific
knowledge, techniques, and resources in performing work Important at the first-line management level
Analytical Skills—use scientific approaches or techniques to solve problems Ability to identify key factors, and understand how
they interrelate Ability to diagnose and evaluate Ability to see how multiple, complex variables
interact and to conceive of ways to make them act in a desirable manner
Copyright Atomic Dog Publishing, 200311/22
Managerial Skills (cont.)
Decision-Making Skills—select a course of action
Digital Skills—conceptual understanding of computers and telecommunications Increases a manager’s productivity Enables managers to manipulate data and perform
“what if” scenarios
Copyright Atomic Dog Publishing, 200312/22
Managerial Skills (cont.)
Human Relations Skills—accomplish work through other people; ability to work with, communicate with, and understand others Popularity of team-based management has
increased the necessity for strong interpersonal skills
A key interpersonal attribute is political skill—the ability to get things done by understanding and working through others outside of formally prescribed organizational mechanisms
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Managerial Skills (cont.) Communication Skills—written and oral
transmission of common understanding Need for excellence in writing, speaking, listening,
and interpersonal communication skills (teamwork, working with culturally diverse populations, and adapting to change and the environment)
Conceptual Skills—ability to see the big picture, i.e., the complexities of the overall organization, and how the various parts fit together Visionary leadership—develop strategic visioning
and process tools to help it reassess and (if necessary) reframe organizational vision periodically
Copyright Atomic Dog Publishing, 2003
Managerial Roles
Copyright Atomic Dog Publishing, 200315/22
Managerial Roles
Examine what managers actually do and how they spend their time
Henry Mintzberg—conducted one of the most frequently cited studies of managerial roles
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Managerial Roles (cont.)
Liaison Role Interpersonal relationships outside of authority area
Information Roles Monitor Disseminator Spokesperson
Decision Roles Entrepreneur Disturbance handler Resource allocator Negotiator
Copyright Atomic Dog Publishing, 2003
Modern Challenges for Managers
Information Technology
Globalization
Intellectual Capital
Copyright Atomic Dog Publishing, 200318/22
Modern Challenges for Managers
Information Technology—computers, the Internet, intranets, telecommunications, software Determine the most effective technologies Determine best way to network an organization’s
system Determine necessary types of security Be aware of the opportunities and threats it poses
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Modern Challenges for Managers (cont.)
Globalization—the ability and freedom to connect to almost anyone, anytime, and anywhere From fax to Internet Global trading blocks and work trade agreements,
e.g., NAFTA, MERCOSUR, ASEAN, EU Access to local markets from anywhere
Copyright Atomic Dog Publishing, 200320/22
Modern Challenges for Managers (cont.)
Pros
Access to local markets from anywhere
Increase labor pool
Reduce costs
Cons
Cost some American workers their jobs
Sudden influx of competitively priced, foreign products
Globalization
Copyright Atomic Dog Publishing, 200321/22
Modern Challenges for Managers (cont.)
Intellectual Capital Assets in the minds of workers rather than in
machinery, bricks, and mortar Intellectual material—knowledge information,
intellectual property, experience—that can be put to use to create wealth
Sum of everything everybody in a company knows that gives it a competitive advantage
Knowledge management—techniques managers can employ to capture and use the knowledge that is generated within the organization
Copyright Atomic Dog Publishing, 2003
End of Chapter 2