PRINCIPLES OF MANAGEMENT - MANAGING & PERFORMING.pdf

Principles of Management is designed
to meet the scope and sequence
requirements of the introductory
course on management. This is a
traditional approach to management
using the leading, planning,
organizing, and controlling approach.

At the end of the lesson, you should be able
to answer these questions:
What do managers do to help
organizations achieve top performance?
What are the roles that managers play
in organizations?
What are the characteristics that
effective managers display?
Learning
Outcomes

What Do
Managers Do?
1. What do managers do
to help organizations
achieve top performance?

Managers are in constant
action. Virtually every study
of managers in action has
found that they “switch
frequently from task to
task, changing their focus
of attention to respond to
issues as they arise, and
engaging in a large volume
of tasks of short duration.”

Kotter studied a number of successful
general managers over a five-year period
and found that they spend most of their
time with others, including subordinates,
their bosses, and numerous people from
outside the organization. Kotter’s study
found that the average manager spent just
25% of his time working alone, and that
time was spent largely at home, on
airplanes, or commuting. Few of them
spent less than 70% of their time with
others, and some spent up to 90% of their
working time this way.

Why Managers
Converse?
Gather information
1.
Stay on top of things
2.
Identify problems
3.
Negotiate shared meanings
4.
Develop plans
5.
Put things in motion
6.
Give orders
7.
Assert authority
8.
Develop relationships
9.
Spread gossip
10.

The Roles
Managers Play
2. What are the roles that
managers play in
organizations?

Managers are required to interact with a
substantial number of people in the course of
a workweek. They host receptions; take clients
and customers to dinner; meet with business
prospects and partners; conduct hiring and
performance interviews; and form alliances,
friendships, and personal relationships with
many others. Numerous studies have shown
that such relationships are the richest source
of information for managers because of their
immediate and personal nature.
Interpersonal Roles

Managers are required to gather, collate, analyze,
store, and disseminate many kinds of information. In
doing so, they become information resource
centers, often storing huge amounts of information
in their own heads, moving quickly from the role of
gatherer to the role of disseminator in minutes.
Although many business organizations install large,
expensive management information systems to
perform many of those functions, nothing can
match the speed and intuitive power of a well-
trained manager’s brain for information processing.
Not surprisingly, most managers prefer it that way.
Informational Roles

Ultimately, managers are charged with the
responsibility of making decisions on behalf of
both the organization and the stakeholders with
an interest in it. Such decisions are often made
under circumstances of high ambiguity and with
inadequate information. Often, the other two
managerial roles—interpersonal and informational
—will assist a manager in making difficult
decisions in which outcomes are not clear and
interests are often conflicting.
Decisional Roles

Major
Characteristics
of the
Manager's Job
3. What are the
characteristics that
effective managers
display?

Time is fragmented. Managers have acknowledged
from antiquity that they never seem to have
enough time to get all those things done that need
to be done. In the latter years of the twentieth
century, however, a new phenomenon arose:
demand for time from those in leadership roles
increased, while the number of hours in a day
remained constant. Increased work hours was one
reaction to such demand, but managers quickly
discovered that the day had just 24 hours and that
working more of them produced diminishing
marginal returns. According to one researcher,
“Managers are overburdened with obligations yet
cannot easily delegate their tasks. As a result, they
are driven to overwork and forced to do many tasks
superficially. Brevity, fragmentation, and verbal
communication characterize their work.”

What responsibilities do managers
have in organizations?
Managerial
Responsibilities

Long-range planning - Managers occupying executive
positions are frequently involved in strategic planning and
development.
Types of Manager’s
Responsibility

development.
Responsibility
Controlling - Managers evaluate and take corrective action
concerning the allocation and use of human, financial, and
material resources.

development.
Responsibility
Controlling - Managers evaluate and take corrective action
concerning the allocation and use of human, financial, and
material resources.
Environmental scanning - Managers must continually watch
for changes in the business environment and monitor
business indicators such as returns on equity or investment,
economic indicators, business cycles, and so forth.

Supervision - Managers continually oversee the work of their
subordinates.
Responsibility

subordinates.
Responsibility
Coordinating - Managers often must coordinate the work of
others both inside the work unit and out.

subordinates.
Responsibility
Coordinating - Managers often must coordinate the work of
others both inside the work unit and out.
Customer relations and marketing - Certain managers are
involved in direct contact with customers and potential
customers

Community relations - Contact must be maintained and
nurtured with representatives from various constituencies
outside the company, including state and federal agencies,
local civic groups, and suppliers.
Responsibility

Responsibility
Internal consulting - Some managers make use of their
technical expertise to solve internal problems, acting as inside
consultants for organizational change and development.

Responsibility
Internal consulting - Some managers make use of their
technical expertise to solve internal problems, acting as inside
consultants for organizational change and development.
Monitoring products and services - Managers get involved in
planning, scheduling, and monitoring the design,
development, production, and delivery of the organization’s
products and services.

PRINCIPLES OF MANAGEMENT - MANAGING & PERFORMING.pdf

Executive managers are at the top of the hierarchy and
are responsible for the entire organization, especially its
strategic direction.
Management
Hierarchy

Management
Hierarchy
Middle managers who are at the middle of the hierarchy,
are responsible for major departments and may supervise
other lowerlevel managers.

Management
Hierarchy
Middle managers who are at the middle of the hierarchy,
are responsible for major departments and may supervise
other lowerlevel managers.
First-line managers supervise rank-and-file employees and
carry out day-to-day activities within departments.

1. Technical skills - Managers must have the
ability to use the tools, procedures, and
techniques of their special areas. An
accountant must have expertise in accounting
principles, whereas a production manager
must know operations management. These
skills are the mechanics of the job.
3 TYPES OF
MANAGERIAL SKILLS

2. Human relations skills - Human relations
skills involve the ability to work with people
and understand employee motivation and
group processes. These skills allow the
manager to become involved with and lead his
group.
3 TYPES OF
MANAGERIAL SKILLS

3. Conceptual skills - These skills represent a
manager’s ability to organize and analyze information
in order to improve organizational performance. They
include the ability to see the organization as a whole
and to understand how various parts fit together to
work as an integrated unit. These skills are required to
coordinate the departments and divisions
successfully so that the entire organization can pull
together.
3 TYPES OF
MANAGERIAL SKILLS

PRINCIPLES OF MANAGEMENT - MANAGING & PERFORMING.pdf

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