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Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin 1–1

CHAPTER 1

THE CHALLENGE OF MANAGEMENT


LECTURE OUTLINE• Overview of management• What managers actually do• Managerial qualities• Management job roles• 21st century management


OVERVIEW OF MANAGEMENT

‘Management is achievement of organisational goals through the major functions of planning, organising, leading and controlling.’


OVERVIEW OF MANAGEMENT• Planning

The process of setting goals and deciding how best to achieve them.

• Organising

The process of allocating human and non-human resources so that plans can be carried out successfully.

• Leading The process of influencing others to engage in the work behaviours necessary to reach organisational goals.

• Controlling The process of regulating organisational activities so that actual performance conforms to expected organisational standards and goals.


1. Planning1. Planning

4. Controlling4. Controlling

3. Leading3. Leading

2. Organising2. Organising

Achievement of organisational goals via:Achievement of organisational goals via:

OVERVIEW OF MANAGEMENT


THE MANAGEMENT PROCESS

To be successful, the functions of planning,leading, organising and controlling need to belinked to:

• work agenda

• work methods and roles.

With reliance upon an organisational pool ofknowledge and management skills, which leads to:

• organisational performance.


THE MANAGEMENT PROCESS

WorkAgenda

WorkMethods &

Roles

ManagementFunctions:

•Planning•Organising

•Leading•Controlling

Performance(goal achievement)

Knowledge Base& Key

Management Skills


WHAT MANAGERS ACTUALLY DO

Henry Mintzberg’s study of managersconcluded:

• They perform great quantity of work at unrelenting pace.

• Work is typically varied, fragmented, brief.

• Prefer to deal with current, specific, ad hoc issues.


• Effective managers are at the centre of a network of contacts.

• Prefer verbal communication—especially via phone.

• Control of own activities—good information essential for this control.

WHAT MANAGERS ACTUALLY DO


MANAGERIAL ROLES

• Interpersonal• Informational• Decisional


INTERPERSONAL ROLE

• Figureheads: Projecting a set of values, communicating an image.

• Leader role: Needs to be informed, as well as informing. Leadership skills commonly lacking in managers.

• Liaison role: Developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures.


INFORMATIONAL ROLE

• Monitor: Sifting, sorting, selecting information (to help set the agenda)—phone, meetings, memos, social functions, mail, public gatherings.

• Disseminator: The passing of relevant information to subordinates.

• Spokesperson: Has to be able to express it, have solid verbal skills—right message at right time.


DECISIONAL ROLE

• Entrepreneurial: Ability to identify opportunities and threats—able to do this in diverse situations—work or leisure.

• Disturbance handler: More information available, more likely correct decision is made.

• Resource allocator: To divisions or departments; managers need to have an understanding of what resources are needed for effective functioning (e.g. budget gamesmanship).


DECISIONAL ROLE

Negotiator: Managers need precise and relevantinformation to facilitate this role. Therefore, the bestmanagers:

• Place themselves at the centre of a vast network of contacts that are social, political, occupational, organisational, international.

• Can sift, sort, and select valuable information.

• Have secretaries who network, who filter and edit information to avoid overload.


MANAGERIAL WORK AGENDAS

• Kotter’s study of managers suggested that managers focus their efforts through work agendas, i.e.:

A loosely connected set of tentative goals and tasks that a manager is attempting to accomplish.

• Such agendas address immediate and long-term job responsibilities supported by formal organisational plans.


MANAGERIAL KNOWLEDGE, SKILLS & PERFORMANCE

Knowledge baseManagers need a relevant, fairly extensive knowledge base for their particular managerial job. This may be in several areas e.g.:

• Knowledge of industry• Knowledge of product • Knowledge of market • Knowledge of technology


Skills baseManagers also need particular skills in order to function effectively in achieving their objectives. Key skills include:

• Technical skills • Human relations skills • Conceptual skills




Performance goalsManagers must also be able to function in two key ways:

• Effectively – an ability to choose and achieve appropriate goals

• Efficiently– an ability to make the best use of resources


VERTICAL DIFFERENCES IN MANAGEMENT ROLES

Top managers—planning, conceptual skills

Middle managers—mixed skill needs

First line managers/supervisors—leading, technical skills

Operational level staff


HORIZONTAL DIFFERENCES IN MANAGEMENT ROLES• Functional managers

Specific, technical focus

• General managersBroad, whole of organisation/unit responsibilities

• Project managersIntegrative, team focus


MANAGING IN THE21st CENTURY

• Change & innovation/technology• Diversity: markets, products & staff• Globalisation• Quality & organisational development


LECTURE SUMMARY• Overview of management

– Management function (PLOC)

• What managers actually do– Roles: interpersonal, decisional, informational,

negotiator– Work agenda & methods

• Managerial knowledge, skills & performance

– Management job types– Vertical & horizontal differences in management roles

• Managing in the 21st century– Change, innovation, diversity, globalisation, quality &

organisational development

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