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7/29/2019 The Role of the Manager an Introduction
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The Role of the Manageran introduction
Department of
Human Resources
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Contents
The role of the manager 3
People management 4
As a manager what responsibilities 5
do I have?
What does being a manager mean? 6
Tools and resources 7
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The role of a manager
There are managers in every profession it is not a standalone field. For those of
us who become managers, we reach a stage in our career progression where we
apply for roles which have management responsibilities. We then need to build
our managerial experience and gain the knowledge and skills to enable us tocarry out the role effectively.
How we develop will vary and take many forms. We learn from role models
and observing others, from our experiences on the job, from coaching (whether
informal or formal), from training sessions and from the conversations we have
with colleagues and our staff. However, there are two key points to remember:
As a manager, you are not on your own. You have your
own support network, in particular the support from your own
manager, peers and your staff. We offer support and advice as
a HR team; develop policies and guidance to help you; provide
formal opportunities for you to access training; and facilitate other
opportunities for your development (such as this tool box). You
should never feel that you cant ask for help or advice.
There is no simple how to manage rulebook that you are
somehow missing. You are not expected to know all the answers
to questions you will face as a manager and, very often, there isnot one answer. This is the most challenging but also the most
rewarding aspect of managing others people will react differently
in different situations and preparing yourself for this through
gaining an understanding of your staff is crucial.
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People management
In brief, if we think about the employment cycle, it covers the following areas:
As a manager, you will be supporting staff at different stages of this cycle.
Developing as an effective manager requires you to know what your
responsibilities are: your level of authority, your level of accountability, the duties
you are required to discharge as a manager and who is there to help you perform
effectively. It also requires you to understand the organisation you work for,
to understand the structure of the organisation, the mechanisms, the way it
behaves and the reasons why it behaves in the way it does - the culture of the
organisation.
Recruitmentand selection
Workforce
planning, role
analysis, jobredesign
Managing
leavers:
resignations,retirement, etc
Managing
performance,
attendance andwell being
Induction
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As a manager, what responsibilitiesdo I have?
As a University, we identify a number of responsibilities which are shared by all
managers:
To communicate with staff. Managers take on an essential
responsibility for communication. Particularly with the pace of
change, it is more important than ever to keep employees informed
of whats going on. In performing the informational role, managers
are essentially two-way information conduits. Managers must
keep employees informed of all things that affect their work and
provide information to their organisation (and, often, outside their
organisation) about what the team is doing.
To undertake PDRs with staff. Through the PDR process,
to engage in the setting of objectives in order to assist in the
monitoring of performance and the development of the individual.
To assess the training and development needs of staff to
ensure that they are adequately supported in relation to their
work responsibilities. Managers are also required to ensure that
staff have completed the relevant mandatory training for their role.
To ensure appropriate management systems and procedures
are in place to meet your health and safety duties. You will find
your responsibilities contained in the Universitys Health and Safety
policy. You are required to ensure appropriate risk assessments are
carried out in respect of significant hazards and safety inspections.
To apply the Universitys Equal Opportunities Policy. Line
managers are responsible for maintaining a working environment
that is free of discrimination, harassment, victimisation and
bullying. In applying the Universities Equal Opportunities Policyand associated training, line managers have an important role
in ensuring that no person associated with MMU receives less
favorable treatment on the grounds of: gender, race or ethnic origin,
nationality, disability, sexual orientation, social background or for
any other identifiable discriminatory cause.
There will be other responsibilities for you dependent on your managerial level
within the University. You should speak to your own manager if you need to
clarify any of these.
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What does being a manager mean?
What a manager does
motivates and works with others,
helping them through coachingconversations to recognise
approaches to take/identify
solutions
keeps their staff informed, gives
explanations and reasons for
actions/changes and asks for
feedback and ideas
sets priorities with staff, ensuring
that they are clear on theirresponsibilities and the authority
that they have to make decisions
works not only with their
employees, but also with peers and
superiors, other employees and
customers
looks outwards, considering the
needs of the wider team, the
department and the Universitycreates an environment where
team members are listened to and
respected and deals with conflict
where necessary.
creates a healthy and safe
environment for their team.
What a manager does not
know all the answers (and should
not feel that they have to!)
use information as power (there
may be occasions where discretion
is necessary, but this power should
not be abused)
monitor each action staff take and
micro manage
work in isolation
take a narrow approach which
means that they and their team
members cannot understand the
wider fit across the University
avoid issues in the team, in the
hope that they will just go away.
ignore or take unnecessary risks
which endanger the health and
safety of the team.
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Tools and Resources
For further information, see:
HR Policies
MMUs policies to support managers. Many of these are supplemented by guidance on
how the policies should be applied in practice.
http://www.mmu.ac.uk/humanresources/policy/
University Staff Development Programme
This includes information about the Management Essentials suite of training, which must
be attended by managers and supervisors within the University.
The Programme also includes the Universitys Institute of Leadership and Management
(ILM) programmes. These nationally recognised qualifications include an Award in First
line management for those new to managing staff together with a Level 5 Certificate in
Leadership for more experienced managers.
http://www.mmu.ac.uk/humanresources/devandtrain/
PDR documentation
This includes information about the Universitys PDR Scheme, guidance for reviewers and
guidance for reviewees.
http://www.mmu.ac.uk/humanresources/devandtrain/
Health and Safety intranet site
This site contains the Universitys Health and Safety Policy and Safety Manual and various
support tools for you and your staff.
http://www.mmu.ac.uk/humanresources/health/
Equal Opportunities intranet siteThis site contains up-to-date information on the Universitys policy but also the action
plans which are in place to support this.
http://www.mmu.ac.uk/humanresources/equalities/