MANAGING: A COMPETENCY BASED APPROACH
11th EditionChapter 1—Developing Managerial
Competencies
Prepared by
Argie ButlerTexas A&M University
Don Hellriegel
Susan E. Jackson
John W. Slocum, Jr.
Chapter 1: PowerPoint 1.1
Developing Managerial Competencies
Learning Goals
1. Explain why managerial competencies are important
2. Discuss the basic functions and levels of management
3. Describe the competencies used in managerial work and assess your current competency levels
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Introductory Concepts: What AreManagerial Competencies?
Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness
Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations
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Why are Managerial Competencies Important?
You need to use your strengths to do your best
You need to know your weaknesses
You need developmental experiences at work to become successful leaders and address your weakness
You probably like to be challenged with new learning opportunities
Organizations do not want to waste human resources
Globalization deregulation, restructuring, and new competitors add to the complexity of running a business
Chapter 1: PowerPoint 1.4 (Adapted from Figure 1.1)
TeamworkCompetency
CommunicationCompetency
Planning andAdministration
Competency
MulticulturalCompetency Self-Management
Competency
StrategicAction
Competency
ManagerialEffectiveness
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What Is An Organization?
A formal and coordinated group of people who function to achieve particular goals
These goals cannot be achieved by individuals acting alone
An organization has a structure, discussed in depth in Chapter 11
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What Is A Manager?
A person who plans, organizes, leads and controls the allocation of human, material, financial, and information resources in pursuit of the organization’s goals
What sets managers apart from individual employees?
Managers are evaluated on how well the people they direct do their jobs
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Making decisions to guide the organization through planning, organizing, leading, and controlling
Getting tasks done through people
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Functional Managers: supervise employees having expertise in one area, such as accounting, human resources, sales, finance, marketing, or production
Focus on technical areas of expertise
Use communication, planning and administration, teamwork and self-management competencies to get work done
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General Managers: responsible for the operations of more complex units—for example, a company or division
Oversee work of functional managers
Need to acquire strategic and multicultural competencies to guide organization
(cont’d)
Many Other types of managers
Chapter 1: PowerPoint 1.10 (Adapted from Figure 1.2)
Functions and Levels of Management: What Are the Basic Managerial Functions?
LeadingPlanning
Organizing
Controlling
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What Are the Basic Managerial Functions?: Planning
Determining organizational goals and means to reach them
Managers plan for three reasons
1. Establish an overall direction for the organization’s future
2. Identify and commit resources to achieving goals
3. Decide which tasks must be done to reach those goals
Discussed in depth in Chapter 7 & 8
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What Are the Basic Managerial Functions?
Snapshot
“The success you’ve enjoyed over time leads you into a rut. It’s time to challenge managers to think out of the box. Strategic planning is one way to get managers to think out of the box.”
Kenneth Chenault, CEO, American Express
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What Are the Basic Managerial Functions?: Organizing
Process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company
Includes creating departments and job descriptions
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What Are the Basic Managerial Functions?: Leading
Getting others to perform the necessary tasks by motivating them to achieve the organization’s goals
Crucial element in all functions
Discussed throughout the book and in depth in Chapter 15—Dynamics of Leadership
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What Are the Basic Managerial Functions?: Controlling
Process by which a person, group, ororganization consciously monitors performance and takes correctiveaction
Discussed in depth in Chapter 10
Chapter 1: PowerPoint 1.16 (Adapted from Figure 1.3)
TopManagers
Middle Managers
First-Line Managers
Nonmanagers
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What are the Basic Levels of Management?: First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the organization’s work
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management, teamwork, and communication competencies to get work done
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What Are the Basic Levels of Management?: Middle Managers
Responsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement
Responsible for coordinating activities of first-line managers
Establish target dates for products/services to be delivered Need to coordinate with others for resources Ability to develop others is important Rely on communication, teamwork, and planning and
administration competencies to achieve goals
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What Are the Basic Levels of Management?: Top Managers
Responsible for providing the overall direction of an organization
Develop goals and strategies for entire organization
Spend most of their time planning and leading
Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies
Use of multicultural and strategic action competencies to lead firm is crucial
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Six Core Managerial Competencies:What It Takes to Be a Great Manager
Communication Competency
Planning and Administration Competency
Teamwork Competency
Strategic Action Competency
Multicultural Competency
Self-Management Competency
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Communication Competency
Ability to effectively transfer and exchange information that leads to understanding between yourself and others
Informal Communication Used to build social networks and good
interpersonal relations
Formal CommunicationUsed to announce major events/decisions/
activities and keep individuals up to date
NegotiationUsed to settle disputes, obtain resources,
and exercise influence
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Deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done
Information gathering, analysis, and problem solving from employees and customers
Planning and organizing projects with agreedupon completion dates
Time management
Budgeting and financial management
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Accomplishing tasks through small groups ofpeople who are collectively responsible andwhose job requires coordination
Designing teams properly involves havingpeople participate in setting goals
Creating a supportive team environment gets people committed to the team’s goals
Managing team dynamics involves settlingconflicts, sharing team success, and assign tasksthat use team members’ strengths
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Strategic Action Competency
Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them
Understanding how departments or divisions of the organization are interrelated
Taking key strategic actions to position the firm for success, especially in relation to concern of stakeholders
Leapfrogging competitors
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Snapshot
“Sony must sell off businesses that don’t fit its core strategy of fusing gadgets with films, music, and game software. That means selling off its businesses in its Sony Financial Holdings, which are very profitable.”
Howard Stringer, CEO, Sony
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Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations
Cultural knowledge and understanding of the events in at least a few other cultures
Cultural openness and sensitivity to how others think, act, and feel
Respectful of social etiquette variations
Accepting of language differences
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Self-Management Competency
Developing yourself and taking responsibility
Integrity and ethical conduct
Personal drive and resilience
Balancing work and life issues
Self-awareness and personal development activities
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Snapshot
“My strengths and weaknesses haven’t changed a lot in 51 years. The important thing is to recognize the things you don’t do well and build a team that reflects what you know the company needs.”
Anne Mulcahy, CEO, Xerox
Self-Management Competency
Chapter 1: PowerPoint 1.29 (Adapted from Figure 1.4)
Learning Framework for Managing
Part I: Overview of Management
Part II: Managing in Turbulent Environments
Part III: Planning and Control
Part IV: OrganizingCompetence
Leading
