Who is a manager. Purpose Appreciate differences in different levels of management. Focus on Skill...
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Transcript of Who is a manager. Purpose Appreciate differences in different levels of management. Focus on Skill...
Who is a manager
Purpose
• Appreciate differences in different levels of management.
• Focus on Skill sets managers need
• Management as a career option
Broad types of managers
• Line managers directly contribute to the production of the organization’s basic goods or services.
Line mangers
M a ria F rit z G u an
JoeV P
T o n i Ja son
R e g g ieV P
A m an T o m
G re tch enV P
C a rlaP re s id e n t
• Creates a chain of authority, responsibility, and communication across levels of an organization. (Note much different from book and on tests consider my definition).
• That is a manager has direct supervision responsibilities.
ss
• In accounting, finance, marketing, MIS, production, Transportation and Logistics you may eventually become a manager if you choose to pursue direct supervision of others.
Staff manager
• Use special technical expertise to advise and support line workers.
• Staff positions. No direct responsibility but need to get line managers to comply with organizational directives across departments or functions.
• Example: Human Resources and IT.
In this course
• I largely focus on line management.
Level of management
• What managers do varies by different levels. Correspondingly different skills need to be emphasized.
video
• Three levels.
In either case
• Top managers are mostly involved with strategic planning. Long term decisions.
• Crisis management with group outside of the organization.
Middle managers
• Operate large units or departments.
• No direct supervision.
• Establish policies and procedures (top down control mechanism) or support (motivational mechanisms) to maximize worker assistance in meeting customer needs.
• Moderate term decision making
Supervisors or team leaders
• Day to day decisions with direct supervision. Ensure that those responsible for the work do the work in compliance with organizational goals.
• As we will learn this is not always the watchdog perspective.
• Managers may delegate responsibility and accountability.
Regardless
• Each level engages in planning, organizing, leading, and controlling.
• Each level focuses on different issues.
• Provide examples.
• This course focuses on how different levels of management plan, organize, lead, and to a lesser extent control.
• Tendency to focus on top management perspective
• Purpose is to get those who become managers to be familiar with expectations.
What does it take to be an effective manager.
• How many want to be manager of some unit?
• Why?
• If not, how to effectively work with your manager.
exercise
• Think of someone. Movie, book, real person. What do they do that is Planning, leading, organizing, controlling?
• Come up with one each.
Managerial skill Set
• Human skills--Preeminent. Include Human relations skills and communication skills.
• Conceptual skills--tolerance of uncertainty, planning skills, creativity.
• Technical skills (managers come from functional areas and need to know marketing, accounting, etc.)
ESSENTIAL MANAGERIALSKILLS -- Robert Katz
Lower-levelManagers
Middle-levelManagers
Upper-levelManagers
TECHNICAL SKILLSThe ability to perform specific tasks
HUMAN SKILLSThe ability to work well with people
CONCEPTUAL SKILLSThe ability to solve complex problems
Applicability to different levels of Management
• Conceptual more important at higher levels (general management skills).
• Technical most important at lower levels.
• Interesting transitions and raises issues related to the Peter Principle--Rising to levels of incompetence.
Personal characteristics
• On next slides
• Write S if perceive strong
• Write G if Good but room to grow
• Write W for weak--this one needs work
• U for unsure.
• Leadership--ability to influence others
• self-objectivity-know thyself
• Critical thinking—gather and analyze information to make creative solutions.
• Teamwork-- work effectively with others especially in dealing with differences—conflict, negotiation, consensus building.
• Oral communication
• Written communication
• Professionalism--Ability to create a good impression
• Self management; Resistance to stress, tolerance for uncertainty, flexibility.
Are these learned skills?
• For the most part they are.
• Learnable as adults.
• Example: Oral communications
Was there anyone with 10 points?
Demand for Managers is far greater than natural supply
• Training and development is essential.
Research suggests
• 2/3 are universal for all companies
• 1/3 unique skills for any company.
• Companies are increasingly using core competencies of managers. Some universal some specific.
Case 3M
• Fundamental--Personal qualities
• Ethics and integrity
• Intellectual capacity
• maturity and judgement
• Some overlap.
Essential
• Focus on continual development
• Customer orientation
• Developing people
• inspiring others
• business results
• Largely unique
Visionary
• Global perspective
• vision and strategy (creating alignment)
• Nurturing innovation
• Building alliances
• Organizational agility (ability to leverage 3M culture and assets)
Summary
• What does it take to be an effective manager--career issues.
• Don’t forget about this. Your first project will entail this information.