Chapter 1 Managers and the Management Process Management 301 R Johnson Haley Klein 1 Management Live a Self management the capacity to act with a strong sense of self awareness i Helps us stay confidence build on strengths overcome weaknesses and avoid viewing ourselves more positive or negative than justified 2 1 1 What does it mean to be a manager a Managers a person who supervises supports and help activate work efforts to achieve the performance goals of individuals teams or even an organization as a whole b Organizations have different types and levels of managers 1 See Figure 1 1 on page 4 a Top Managers CEP president or executive director who report to board of directors or board of trustees in a nonprofit organization b Middle Managers report to top managers c d Nonmanagerial workers First line managers report to middle managers ii First Line Managers formally supervises small work group composed of nonmanagerial workers and Team Leaders 1 Most people enter workforce as technical specialist often advance to positions of initial managerial responsibility building blocks for organization performance 2 Examples Department head supervisor and team leader iii Middle Managers persons in charge of relatively large departments or divisions consisting of several smaller work units or teams 1 Must be able to work well with people from all parts of the organization 2 Examples Typical Business Division manager Regional manager and Plant manager and Typical Nonprofit Division manager Regional manager and Branch Manager iv Top Managers part of senior management team that is responsible for the performance of an organization as a whole or for one of its larger parts 1 Must be alert to trends and developments in the external environment recognize potential problems and opportunities set strategy and lead the organization to success 2 Future oriented strategic thinkers in tune with environments and able to make good decisions under competitive and uncertain conditions 3 Examples Typical Business CEO President VP and Typical Nonprofit Executive director President administrator VP v Board of Directors whose members are elected by stockholders to represent their ownership interests in business corporations 1 Board of Trustees top managers report to these people in a nonprofit organization elected by local citizens appointed by government or invited by existing members 2 Both are supposed to oversee the affairs of the organization and the performance of its top management 3 Governance oversight of top management by an organization s board of directors or board of trustees c Accountability is a cornerstone of managerial performance i Accountability the requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility 1 Usually flows upward in relation to the pyramid 2 Always accompanied by dependency 3 Large part of the study of management is all about learning how to best manage the dynamics of accountability and dependency d Effective managers help others achieve high performance and satisfaction i Effective Manager someone who successfully helps others achieve both high performance and satisfaction in their work ii Quality of Work Life QWL the overall quality of human experiences in the workplace 1 High QWL respected and valued by employer e Managers must meet multiple and changing expectations i The best managers are those that work alongside and advising those that work for them not directing them around ii Upside Down Pyramid view puts customers at the top of the organization being served by workers who are supported by the managers below them See Figure 1 2 Management is at bottom and expected to help those above them coaching and helping v directing and order giving f Working Mother magazine 3 1 2 What do managers do and what skills do they use a Efforts bring together resources technology and human talents to get things done managers are expected to make things happen in ways that best serve the goals of the organization the needs of its customers and the interest of its employees and members b Managerial work is often intense and demanding i Henry Mintzberg quote on managers can always do more ii Workdays for managers were intense hectic and fast paced the pressure for always improving performance was all encompassing c Managers plan organize lead and control i Management Process planning organizing leading and controlling the use of resources to accomplish performance goals ii Planning the process of setting performance objectives and determining what actions should be taken to accomplish them 1 Concern at Ernst Young s top management about firm s retention rates for women high turnover rate for women iii Organizing the process of assigning tasks allocating resources and coordinating the activities of individuals and groups 1 Bring people and resources together to put plans into action 2 At Ernst Young created special task forces to tackle the problem iv Leading the process of arousing people s enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives 1 build commitments to plans and influence others to do their best work in implementing them 2 Deborah Holmes implemented great things at Ernst Young v Controlling the process of measuring work performance comparing results to objectives and taking corrective action as needed 1 They stay in contact with people as they work gather and interpret information on performance results and use this information to make adjustments 2 Ernst Young compared how things were before to how they were after successfully 1 d Managers enact informational interpersonal and decisional roles i Three roles developed by Mintzberg that he believed all good managers enact Interpersonal roles how a manager interacts with other people inside and outside the work unit 2 Informational roles how a manager exchanges and processes giving receiving and analyzing of information a Figurehead Leader b Liaison c a Monitor b Disseminator Spokesperson c 3 Decisional roles how a manager uses information in decision making to solve problems or address opportunities a Entrepreneur b Disturbance handler c Resource allocator d Negotiator e Managers pursue action agendas and engage in networking i Agenda Setting managers develop important action priorities 1 Agendas go from incomplete and loosely connected more specific ii Networking managers build and maintain positive relationships
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