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

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• 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.

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• 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.