Insights on Roles Functions of Modern Management DMG

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Insights on Roles & Functions of Modern Management DMG 111 Engineering Management Eng. R.

Insights on Roles & Functions of Modern Management DMG 111 Engineering Management Eng. R. L. Nkumbwa Copperbelt University School of Technology 2010

Overview/Agenda n n The Management Pyramid Modern Management Styles 3 +1 Roles of Management

Overview/Agenda n n The Management Pyramid Modern Management Styles 3 +1 Roles of Management 4 Functions of Management 2/24/2021 Eng. R. L. [email protected] 2010 2

Layers of Management n Operative Management n n Business Operations Management n n competition,

Layers of Management n Operative Management n n Business Operations Management n n competition, markets, resources Strategic Management n n coordination and control of direct work long term planning, visions, ’reading’ the environment Institutional Management n legitimating, society, ’lobbying’ 2/24/2021 Eng. R. L. [email protected] 2010 3

Types & Levels of Managers n Top Management: Executives n n n Middle Management:

Types & Levels of Managers n Top Management: Executives n n n Middle Management: Directors n n n Project Managers Corporate Affairs Managers First-line management n n n CEO President Vice President General Manager Non-Executive Managers Superintendent Chief Estimator Non-supervisory employees 2/24/2021 Eng. R. L. [email protected] 2010 4

The Management Pyramid Top Managers Middle Managers First-Line Managers 2/24/2021 Eng. R. L. Nkumbwa@CBU

The Management Pyramid Top Managers Middle Managers First-Line Managers 2/24/2021 Eng. R. L. [email protected] 2010 5

The Management Pyramid President, CEO, VP Top Managers • Make long-range plans • Establish

The Management Pyramid President, CEO, VP Top Managers • Make long-range plans • Establish Corporate polici • Represent the company Middle Managers First-line Managers 2/24/2021 Eng. R. L. [email protected] 2010 6

The Management Pyramid Sr PM, Controller, Marketing Manager, Sales Manager Top Managers • Implement

The Management Pyramid Sr PM, Controller, Marketing Manager, Sales Manager Top Managers • Implement goals • Make decisions • Direct first-line managers Middle Managers First-line Managers 2/24/2021 Eng. R. L. [email protected] 2010 7

The Management Pyramid Office Manager, Supervisor, Foreman, Department Head Top Managers • Implement plans

The Management Pyramid Office Manager, Supervisor, Foreman, Department Head Top Managers • Implement plans • Oversee workers • Assist middle managers Middle Managers First-line Managers 2/24/2021 Eng. R. L. [email protected] 2010 8

What Managers Do Everyday? n Managerial activities differ by n n n The functions

What Managers Do Everyday? n Managerial activities differ by n n n The functions managers serve The roles in which managers operate The dimensions of each manager’s job 2/24/2021 Eng. R. L. [email protected] 2010 9

Mintzberg (1975): The Roles of Management n Roles in Interaction: Interpersonal n n Head

Mintzberg (1975): The Roles of Management n Roles in Interaction: Interpersonal n n Head of an organization Leader Center of communication Communicative Roles: Informational n n n Surveillant Information sharer Spokesperson 2/24/2021 Eng. R. L. [email protected] 2010 10

Mintzberg (1975): The Roles of Management n Roles in Decision Making: Decisional n n

Mintzberg (1975): The Roles of Management n Roles in Decision Making: Decisional n n n Entrepreneur Problem solver Resource Prioritizes /Allocates Negotiator Role as Change Agent: Innovation 2/24/2021 Eng. R. L. [email protected] 2010 11

The Roles of Management Decisional Informational Interpersonal 2/24/2021 + Innovator! Eng. R. L. Nkumbwa@CBU

The Roles of Management Decisional Informational Interpersonal 2/24/2021 + Innovator! Eng. R. L. [email protected] 2010 12

The Manager as Innovator n n The entrepreneurial process/spirit The competence building process The

The Manager as Innovator n n The entrepreneurial process/spirit The competence building process The renewal process Where does Innovation come from? 2/24/2021 Eng. R. L. [email protected] 2010 13

The Functions of Management n n n Planning Organizing Staffing Leading Directing Controlling 2/24/2021

The Functions of Management n n n Planning Organizing Staffing Leading Directing Controlling 2/24/2021 Eng. R. L. [email protected] 2010 14

The Functions of Management Environment Planning Organizing Phases in theory Controlling 2/24/2021 Directing Eng.

The Functions of Management Environment Planning Organizing Phases in theory Controlling 2/24/2021 Directing Eng. R. L. [email protected] 2010 Phases in practice 15

Function 1: Planning Develop Strategies for Success Set Goals and Objectives Develop Action Plans

Function 1: Planning Develop Strategies for Success Set Goals and Objectives Develop Action Plans 2/24/2021 Eng. R. L. [email protected] 2010 16

Function 2: Organizing Employee Activities Facilities and Equipment Decision Making Supervision Resource Distribution 2/24/2021

Function 2: Organizing Employee Activities Facilities and Equipment Decision Making Supervision Resource Distribution 2/24/2021 Eng. R. L. [email protected] 2010 17

Function 3: Directing Implementing Plans 2/24/2021 Motivating People Eng. R. L. Nkumbwa@CBU 2010 18

Function 3: Directing Implementing Plans 2/24/2021 Motivating People Eng. R. L. [email protected] 2010 18

Function 4: Controlling Monitoring Progress Resetting the Course Correcting Deviations 2/24/2021 Eng. R. L.

Function 4: Controlling Monitoring Progress Resetting the Course Correcting Deviations 2/24/2021 Eng. R. L. [email protected] 2010 19

Functions of Management Versus Leadership 1/2 n n Management produces Order and Consistency Planning

Functions of Management Versus Leadership 1/2 n n Management produces Order and Consistency Planning / Budgeting n n n n Establish agendas Set time tables Allocate resources n n Provide structure Make job placements Establish rules and procedures 2/24/2021 Leadership produces Change and Movement Establishing Direction n Organizing / Staffing n n n Create a vision Clarify big picture Set strategies Aligning People n n n Communicate goals Seek commitment Build teams and coalitions Eng. R. L. Nk[email protected] 2010 20

Functions of Management Versus Leadership 2/2 n n Management Controlling / Problem Solving n

Functions of Management Versus Leadership 2/2 n n Management Controlling / Problem Solving n n n Develop incentives Generate creative solutions Take corrective action n n Leadership Motivating and Inspiring n n n Inspire and energize Empower subordinates Satisfy unmet needs John P. Kotter 1990 2/24/2021 Eng. R. L. [email protected] 2010 21

What Skills Do Managers Need? (Katz 1955) n Interpersonal skills n Sensitivity n Persuasiveness

What Skills Do Managers Need? (Katz 1955) n Interpersonal skills n Sensitivity n Persuasiveness n Technical skills n Empathy n Conceptual skills n Specialized knowledge n Logical reasoning n (Including when and n Judgment how to use the skills) 2/24/2021 n Analytical abilities Eng. R. L. [email protected] 2010 Adapted from Exhibit 1. 5: Managers’ Skills 22

Importance of Managerial Skills at Different Organizational Levels Importance High Interpersonal skills Technical skills

Importance of Managerial Skills at Different Organizational Levels Importance High Interpersonal skills Technical skills Conceptual skills Low Entry Level Managers 2/24/2021 Mid-Level Managers Top Level Managers Adapted. Eng. from Exhibit Relative Importance of 2010 Managerial Skills at Different Organizational Levels 23 R. L. 1. 6: [email protected]

EXHIBIT 1. 5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS 2/24/2021 Eng. R. L. Nkumbwa@CBU

EXHIBIT 1. 5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS 2/24/2021 Eng. R. L. [email protected] 2010 1 -24 24

Who Succeeds? Who Doesn’t Potential managerial leaders share traits early on: Bright, with outstanding

Who Succeeds? Who Doesn’t Potential managerial leaders share traits early on: Bright, with outstanding track records Those who don’t quite make it: Have been successful, but generally only in one area or type of job. Have survived stressful situations Frequently described as moody or volatile. May be able to keep their temper with superiors during crises but are hostile toward peers and subordinates. 2/24/2021 Eng. R. L. [email protected] 2010 Those who succeed: Have diverse track records, demonstrated ability in many different situations, and a breadth of knowledge of the business or industry. Maintain composure in stressful situations, are predictable during crises, are regarded as calm and confident. Adapted from Exhibit 1. 7: Who Succeeds? Who Doesn't? 25

Who Succeeds? Who Doesn’t Potential managerial leaders share traits early on: Have a few

Who Succeeds? Who Doesn’t Potential managerial leaders share traits early on: Have a few flaws Those who don’t quite Those who succeed: make it: Cover up problems while Make a few mistakes, but trying to fix them. If the prob- when they do, they admit lem can’t be hidden, they to them and handle them tend to go on the defensive with poise and grace. and even blame someone else for it. Ambitious and oriented toward problem solving May attempt to micromanage a position, ignoring future prospects, may staff with the incorrect people or neglect the talents they have, may depend too much on a single mentor, calling their own decision-making ability into question. 2/24/2021 While focusing on problem solutions, keep their minds focused on the next position, help develop competent successors, seek advice from many sources. Adapted from Exhibit 1. 7: Who Succeeds? Who Doesn't? 26 Eng. R. L. [email protected] 2010

Who Succeeds? Who Doesn’t Potential managerial leaders share traits early on: Good people skills

Who Succeeds? Who Doesn’t Potential managerial leaders share traits early on: Good people skills Those who don’t quite Those who succeed: make it: May be viewed as charming Can get along well with but political or direct but different types of people, tactless, cold, and arrogant. are outspoken without People don’t like to work with being offensive, are viewed them as direct and diplomatic. Source: Adapted from M. W. Mc. Call, Jr. and M. M. Lombardo, “Off the Track: Why and How Successful Executives Get Derailed, ” Technical Report #21 (Greensboro, N. C. : Center for Creative Leadership, 1983), pp. 9 -11. 2/24/2021 Eng. R. L. [email protected] 2010 Adapted from Exhibit 1. 7: Who Succeeds? Who Doesn't? 27