Learning Guide for Managers

2013

Tiana Sanchez

Professional Coaching Services

9/1/2013

MANAGEMENT: ROLES, RESPONSIBILITIES,

REGULATIONS, REALITY CHECKS

Copyright © Tiana Sanchez Professional Coaching Services, 2013. All rights reserved 1

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MANAGEMENT: ROLES, RESPONSIBILITIES, REGULATIONS, REALITY CHECKS 2013

WORKBOOK SECTIONS

Section 1: WHY MANAGEMENT

Transitioning Into Management

Myths about Management

What Management is Not

SECTION 2: ROLES

Act Like a Manager, Think Like an Employee

Act Like a Manager, Think Like a CEO

What Makes an Effective Manager?

Dysfunctional Managers

SECTION 3: RESPONSIBILITES

CORE Responsibilities

Responsibility to the Organization

Responsibility to the Team

Teach, Engage, Align, Master

SECTION 4: REGULATIONS

Top 3 Regulations every Manager should know: EEO, Affirmative Action, and Sexual Harassment

Ism’s that Get Managers In Trouble

Other Regulations and Labor Laws

SECTION 5: REALITY CHECKS

10 Things Every Manager Should be Prepared to Do

10 Things Every Manager Should Avoid


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Management is defined as the person or persons directing the affairs of a business or institution. Other

common terms associated with management are planning, organizing, staffing and leading. While these

are part of the core of management there is so much more than that.

In this guidebook you will gain a better understanding of what it means to become an effective

Manager. You will be able to identify the CORE responsibilities of management and the characteristics

of an effective manager. You will “grow” through step by step understanding the importance of your

role, responsibilities, regulations that affect your role, best practices and the “reality checks” of

managing.

Each section in this guidebook is designed in 4 parts to optimize the learning experience.

Discuss– Provide details of the topic and explain key learning objectives.

Engage – Lead with questions to engage participants through questions, examples, real-life experience

Practice - Allow students to practice new behaviors and/or techniques through group exercise

Takeaway – Commit to ONE action item from the teaching that the participant can apply today.

•Topic discussion

•Facilitator leads the discussion

Discuss

•Students lead the discussion with examples and questions.

Engage •Break into groups for a group activity and practice

Practice

•Debrief the activity

•Ask students to share

Takeaway


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Section 1: WHY MANAGEMENT

For centuries there have been many forms of management from as early as the beginning of time.

Empires, religious sectors, kingdoms, tribes, and government all operate under a management-centric

model. As an entity grows and expands there becomes a greater need to expand the “muscle” within

that entity. Managers organize, coordinate, plan and manage the team and processes. They are a

critical part of the unit ensuring smooth operation and execution of the goals that must prove their

worthiness and ability to perform.

Modern-day Managers also play an important role as a leader. Managers play many roles and one role

is leading. That will be discussed more in Section II: Roles.

So, why choose to become a Manager? Perhaps you were bored and wanted a challenge or reached the

pinnacle of your career and decided it was time to move to the big leagues. It’s important that you

determine your WHY. Get clear on the expectations you have set for yourself and the expectations

others have of you. To get to where you want to go you have to first know where you are and why.

I choose to become a Manager to: _________________________________________________________

1) What do you hope to gain from this training?

2) What expectations have set for yourself?

Select the option(s) that best describes you:

•Achieved recognizable success in your current role.

Skilled and Successful

•Experienced, respected, and a skilled worker.

Smart and Seasoned

•Go-getter, paving your own way

Ambitious and Self-Made


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Transitioning Into Management

Thought Provoking Questions:

What are some of the biggest challenges a new Manager faces?

What are some of the most common mistakes of a new Manager?

What is the benefit of managing? Leading?

In the previous section, you identified some of the reasons you decided to become a Manager. It may

have been for personal reasons, opportunity for advancement within the company, or the obvious next

step in your career path and career. Whatever your decision it’s important that you become crystal

clear on your reason and intentions. Intentions are your purpose, your objective and aim. What do you

hope to achieve with this position? What is your desired outcome? How will this benefit you personally

and professionally? All valid questions you must ask yourself.

Transitioning into a new role or position requires a portion of focus and a dash of vulnerability. You may

have been the top producer in your former position however you are entering into a new world and

environment and the players may be the same but the game has changed.

1. Allow yourself the make mistakes.

2. Be open and vulnerable.

3. Be consistent.


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Myths About Management

Thought Provoking Questions

Let’s dispel some myths and misconceptions that have been circulating about management. If you have

made the following assumptions about management, I suggest you re-visit your intentions. It is in your

best interest that you clearly understand the difference between fact and myth.

Managers Make More Money

Fact: There is a standard pay increase but it is relevant to job performed. Oftentimes managers

work 50-60 hours a week. There is no overtime for managers as an exempt employee so when

calculated, do they really get paid more?

You Get to Boss People Around

Fact: Managers hold employees responsible for fulfilling their role in the company. Managers

organize, plan, lead, coach, counsel, praise and develop employees.

Increased Job Security

Fact: Managers are dispensable. Failure to perform at any level can result in loss of your

position or job.

Managers are Leaders

Fact: All Managers are not leaders but can become leaders by developing leadership skills.

What are some of the biggest myths you have or had about management?

Do you find some myths are accurate?

What are some other myths that you know that are not listed below?


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What Management Is Not


Management IS NOT about…

A fancy title, corner office, a company credit card or having lunch with the CEO.

Pleasing everyone and making everyone like you.

Bossing people around to get them to do what you want.

Job security.

At a spark to your resume to make it look good.

Management IS about…

Self-awareness and self-management.

Guiding, teaching, communicating, coaching, assessing, listening and taking action.

Perfecting your “hard skills” and increasing “soft skills.”

Increasing your understanding about company structure and “executing for excellence.”

Challenging you in every way possible.

Are there misconceptions about the role of a manager?

Do you think most employees comprehend the complexities of management ?

Can we be effective in a role we do not fully understand?


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Management: Roles,

Responsibilities, Regulations and Reality Checks

SECTION II.

ROLES


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Section 2 ROLES

“A manager is responsible for the application and performance of knowledge.” Peter Drucker

Peter F. Drucker was a writer, professor, management consultant and self-

described “social ecologist,” who explored the way human beings organize

themselves and interact much the way an ecologist would observe and analyze

the biological world.

Hailed by BusinessWeek as “the man who invented management,” Drucker

directly influenced a huge number of leaders from a wide range of organizations

across all sectors of society. Among the many: General Electric, IBM, Intel, Procter

& Gamble, Girl Scouts of the USA, The Salvation Army, Red Cross, United Farm

Workers and several presidential administrations.

Peter Drucker did not really invent management but what he did was explore and view management

through a different lens which offered a new perspective to the role of management.

A managers role can be likened to a teacher guiding students, helping each student to reach their

highest potential; a parent teaching their child to be accountable for their actions and encouraging them

to do their very best but also providing correction when needed; a doctor advising a patient on the steps

to maintaining a healthy lifestyle through more activity and eating the right foods which will help them

live a more productive life; a mechanic assessing a vehicle to locate the problem and fix it before it

causes irrevocable damage to the vehicle.

Role is the part, position, job and responsibility. Your roles may change depending on environment,

circumstances, and needs of the organization. We oftentimes refer to roles as “hats.” An ever-changing

wardrobe accessory that Managers learn to wear even when they are removed from the workplace.

What hat do you wear most often? What hat do you dislike? What hat brings you the greatest

satisfaction? Is there a one-size-fits-all hat? What is the one hat that you NEVER take off?


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Act Like a Manager, Think Like an Employee

Thought Provoking Question

What does “acting like a manager and thinking like an employee” really mean? Just like there are myths

about management, there are also myths about employees. Not all employees clock in to collect a

paycheck. They desire guidance, direction, clear expectations, recognition, appreciation, and correction.

“Thinking like an employee” is understanding the team. Being cognizant and in-the-know.

Act Like a Manager, Think Like a CEO

What is most important to a CEO? Is it the customer and achieving bottom line results? Is it

sustainability and growth? Managing the budget? Are shareholders and stakeholders the most

important thing to CEO’s? OR, is it the employees, the human capital and key asset in the organization?

As a Manager, one of your most important roles is stepping into the role, metaphorically, of your CEO to

subjectively gain new perspective. It then becomes your responsibility to weave together those roles to

become an effective manager. Step into their role and ask yourself, as a CEO…

What do I value?

What motivates me?

What discourages me?

What is your most important role as a Manager?

Define the role of an employee?

What are the most common challenges among Management and Staff?

What is most important to a CEO?

Define the role of a CEO?


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What Makes an Effective Manager?


“Practice Golden-Rule 1 of Management in everything you do. Manage others the way you would like to

be manage,” says Brian Tracy. Do you agree or disagree with this statement? What could pose as a

conflict if you manage everyone the way you would like to be managed? Let’s explore the following

types of Managers?

The “Veteran” – Tends to be effective. Seasoned, experienced. Highly knowledgeable. Respect

from peers and colleagues. Longevity on the job. What are some cons of this type of manager?

The “Rookie” – Tends to be moderately effective. Inexperienced but moldable. Eager to learn and

be the best. Highly committed. Determined. What are cons of this type of manager?

The “Best Friend” – Tends to have low effectiveness. Likable. Appears in-the-know. Team player.

Fun to be around. What are cons of this type of Manager?

The “By the Book” Manager – Tends to be moderately effective. Strict. Follows protocol. Manages

by policy and procedures. What are cons of this type of Manager.

The Leader – Tends to be highly effective. Has the pulse of the team. Works cohesively, managing

to each individual strength. Are there cons with this type of Manager?

What are some characteristics of a “good” manager?

What are some characteristics of a “bad” manager?

Are there dysfunctional managers on a functional team?


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Dysfunctional Managers

Dysfunctional, ineffective, inexperienced and emotionally unintelligent managers have the ability to

debilitate and cause serious damage to a functioning team. Be aware of noticeable signs of a

dysfunctional manager and broken team. Ineffective managers tend to:

1. Observe conflict but rather than working to resolve it, they feed into it.

2. Talk more than they listen.

3. Discipline more than they coach.

4. Disrespect team members.

5. Point the blame and play “out of bounds.”

6. Look for what is wrong instead of looking for what is right.

7. Belittle employees and display a superior attitude.

8. Manage each employee the same rather than manage to their individual strengths.

9. Become an absentee and disengaged manager.

“Broken” Teams

1. Lack effective communication – The right hand is not talking to the left hand.

2. Lack trust and respect of superiors.

3. Become disinterested and disengaged.

4. Productivity levels decrease.

5. Performance is sub-standard, below average.

What does it take to become an effective manager? Is it simply managing others the way you want to

be managed? That may be part of it but to become an effective manager you must embrace the four

CORE fundamentals of management which will be discussed in the next section.


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Management: Roles, Responsibilities, Regulations and

Reality Checks

SECTION II.

RESPONSIBILITY


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Section 3 RESPONSIBILITES

Another word for responsibility is ACCOUNTABILITY. Managers are held accountable for what occurs on

their watch, the good and the not-so-good. Managers are liable for the performance of their team and

take OWNERSHIP of the outcomes. “A manager is responsible for the application and performance of

knowledge,” says Consultant and Author Peter Drucker. If this is a valid statement then managers must

know how to not only apply what they know but perform what they know.

Another known expert on Management and Leadership is Franklin Covey. Franklin Covey states,

“Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is

leaning against the right wall.” So, if I summarize these beliefs, a managers’ responsibility is knowledge,

application, performance and efficiency.

CORE Responsibilities

When you accept the role of managing you are taking on a new level of responsibility. A responsibility

to influence. You become accountable not only to yourself but others. The “heart” of your role is driven

by four CORE basic principles. Communication. Ownership. Resolve. Execute for Excellence.

MANAGER

COMMUNICATION

OWNERSHIP

RESOLVE

EXECUTE for EXCELLENCE


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Responsibility to the Organization – Partnership

Pat Riley, NBA Head Coach and winner of multiple championship titles offers these wise words,

“Management must speak with one voice. When it doesn't management itself becomes a peripheral

opponent to the team's mission. There is a partnership and responsibility that should be reflected in the

Managers actions and words that support and align with the organizations. It is similar to a “marriage”

or relationship, for better or for worse, in sickness and in health. When the company is succeeding and

when the company is struggling. One voice. One vision.

Pursue – Bottom line results and manage productivity.

Influence – Decisions and people.

Support – Company goals, objectives, vision, mission.

Advocate – Change, growth, sustainability.

Responsibility to the Team - Leadership

Sheryl Sandberg, author or Lean In and Chief Operating Officer at Facebook focuses on strength of the

team to lead and excel by stating, “We try to be a strengths-based organization, which means we try to

make jobs fit around people rather than make people fit around jobs. We focus on what people's natural

strengths are and spend our management time trying to find ways for them to use those strengths every

day. “ As a Manager you are responsible to you team and provide guidance and leadership.

Teach – Coach with purpose and intention.

Engage – Communicate effectively. Invite input.

Align – Personal goals to team goals. Skills match job.

Master – Core competencies.

TEACH

ENGAGE

ALIGN

MASTER


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TEACH

What is the role and responsibility of the manager relating to teaching, training and developing the team?

What are the benefits of one-on-one coaching, reviews, and performance measurements?

What is the result of a team that lacks ongoing training and development?

ENGAGE

What is engagement and what does it look like, feel like and sound like in the workplace?

What are signs of an individual or team that is disengaged?

Does the Manager have control over the team’s level of engagement?

When managers are engaged, how does the team benefit?

When team members are engaged how does the company benefit?

ALIGN

What is alignment and what does it feel like, feel like and sound like in the workplace?

What is the result when a team is working toward the same goal with clear objectives?

Is it important to align company values with team goals? Company values with personal values?

When goals are clearly defined and the company vision is effectively communicated, are teams more

engaged?

MASTER

When do you know when an individual or team has mastered a skill or competency?


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Reality Checks

SECTION IV.

REGULATIONS


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Section 4: REGULATIONS

Organizations need guidelines and structure to hold leadership accountable. Regulations provide a set

of rules and principles to ensure organizations operate fairly and without bias. Laws are established to

uphold a standard set of rules and acts as a template or commandment for best “lawful” practices. We

can learn how properly treat employees by learning from others’ costly errors. It’s important to

recognize that unfair practices and treatment of employees is real and still happens. To fully operate as

an effective manager you must be knowledgeable of important regulations that impact your

organization, you as a Manager and your subordinates.


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Top 3 Regulations Every Manager Should Know

EQUAL EMPOYMENT OPPORTUNITY (EEO) – Antidiscrimation legislation ensures employers make fair

and unbiased employment decisions and not on the basis of a candidates race, gender, ethnicity,

religion, age, color, military/veteran status, or disability status. Employment decisions such as hiring,

compensation, promotions and terminations should be job and business related.

AFFIRMATIVE ACTION – A practice when employers identify noticeable imbalances in their workforce

and take actionable steps to correct underrepresentation of protected classes. The following are

considered Protected classes by Federal Law:

Race

Color

Religion

National Origin

Age Sex Pregnancy

Citizenship

Family Status

Disability Status

Veteran Status

Genetic Information

SEXUAL HARASSMENT – Workplace harassment is prohibited which means discrimination against

someone based on gender is not tolerated and is considered unlawful. Offensive language or

commentary against a protected class is considered a form of harassment. Common sexual harassment

claims fall in two types of categories:

Quid Pro Quo means “this for that” or “something for something.” An employee is offered

career advancement in the form of pay increases or promotion for exchange of sexual demands.

Hostile Work Environment affects employee’s performance, psychological well-being due to the

severity and pervasiveness of the harassment. The work environment becomes unsafe,

unhealthy, intimidating and threatening.


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Ism’s that Get Managers in Trouble

According the Webster’s Dictionary, discrimination is, “the practice of unfairly treating a person or group

of people differently from other people or groups of people.”

It’s a fact that discrimination occurs in the workplace. Preventative measures must be taken by upper

management to ensure that proper procedures and protocols are in place to address and eliminate

unfair treatment of employees. Before eliminating, one must first be aware that discrimination exists.

People often chose to turn a blind eye or state, “discrimination does not happen in our organization.”

Whether there is intent to not allow it to happen is not the same as it actually happening. It’s

impossible to be everywhere so we have to demand our leadership team provides guidance so the

managers are able to effectively carry out the message to treat people equally regardless of status, age,

gender, or relationship.

Have you experienced discrimination?

Have you witnessed discrimination against an individual or a group?

Sexism – Prejudice or discrimination based on sex; especially: discrimination against women

Racism – Prejudice, discrimination, poor treatment of or violence against people because of their race.

Classism – Prejudice or discrimination based on class. e.g. Social or economic status.

Ableism – Discrimination or prejudice against individuals with disabilities.

Ageism – Prejudice or discrimination against a particular age-group and especially the elderly.

Nepotism – The unfair practice by a powerful person of giving jobs and other favors to relatives.

Favoritism – The unfair practice of treating some people better than others.


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Other Regulations and Labor Laws

During the years 1999-2003, there have been over 477 selected key laws that directly affect the wages,

hours, working conditions, benefits, and special labor relations affecting millions of private and public

sector workers. Highlighted below are a few important labor law topics that Managers should be

knowledgeable about. Refer to Labor Laws and Regulations on the Department of Labor website for the

complete list and details of each law.

Labor standards

Prevailing wages on public works projects

Leaves

Occupational health

Unemployment insurance & state disability

insurance

Workers’ compensation

Job training

Discrimination (FEHA)

Health care issues

Public employees (general)

State employees

Local government & trial court employees

Educational employees: K-12 & community

colleges

University of California & California State

University

Public employee retirement and health plan

systems

The Ism’s provide a real view of discrimination and biases in the workplace. An area not void of these

same biases is in the hiring and firing of employees. Managers should also be knowledgeable about

Hiring Practices and Termination Practices which include appropriate interview questions, testing and

assessments, documentation, written warnings, appraisals to name a few. Testing and Assessments are

considered an instrumental part of the hiring process to determine “best fit candidates.” Managers

should familiarize themselves with the US Department of Labor, Employment and Training Publication

1999.


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REALITY CHECKS


Reality Checks

SECTION V.


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Section 5: REALITY CHECKS

Parenting is a role that requires patience, guidance and resiliency. A parent finds out within the first day

some new and often times harsh realities in their new role. Sleep, a once habitual event, occurs in

spurts. Baby weight won’t just magically disappear with time and age. And no matter how many times

you ask, a simple plea will not prevent a baby from crying. These factual realities provided early on

before the baby arrives, allows the parent to get acclimated with the idea of an expected shift in their

life and routine. The results are better prepared parents able to adjust to their new role with a better

sense of what’s to come.

If you had to give advice to a new manager, what “reality checks” would you give them?

REALITY CHECK #1

REALITY CHECK #2

REALITY CHECK #3

REALITY CHECK #4

REALITY CHECK #5


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20 Best Practices for Managers

Prepare To

Make Mistakes

Be Unpopular

Be Disliked

Work

Be Decisive

Challenge Status Quo

Doubt Yourself

Get Uncomfortable

Fail

Succeed

Avoid

Blame

Assumptions

Easy Way Out

Victim Language

Being the Hero

The "I" Approach

Chasing Titles

"Yes" Syndrome

Quick Fixes

Biases


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References and Work Cited

Merriam Webster Dictionary (2013). Citations and References.

Drucker, Peter. “Peter Drucker’s Life and Legacy.” The Drucker Institute. Retrieved December

2013, from http://www.druckerinstitute.com/link/about-peter-drucker/

Society for Human Resource Management. The SHRM Learning System: Workforce Planning

and Employment (Version 2009) Citations and References. Jonathan Segal Partner, Wolf, Block,

Schorr and Solis-Cohen, LLP. Philadelphia, Pennsylvania

California Labor and Workforce Development Agency. Labor Laws (1999-2003). Citations and

References

US Department of Labor Employment and Training Administration (1999). Testing and

Assessment: An Employers Guide to Good Practices. Citations and References.

http://www.druckerinstitute.com/link/about-peter-drucker/

Learning Guide for Managers

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