6. Learning ObjectivesLearning Objectives
Define Managers And Management.Define Managers And Management.
Explain What Managers Do.Explain What Managers Do.
Describe The Competencies Used InDescribe The Competencies Used In
Managerial Work And Assess YourManagerial Work And Assess Your
Current Competency Levels.Current Competency Levels.
7. Introductory Concepts: What Are
Managerial 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
8. 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
9. A Model of ManagerialA Model of Managerial
CompetenciesCompetencies
(adapted from Figure 1.1)(adapted from Figure 1.1)
Teamwork
Competency
Teamwork
Competency
Global
Awareness
Competency
Global
Awareness
Competency
Strategic
Action
Competency
Strategic
Action
Competency
Planning and
Administration
Competency
Planning and
Administration
Competency
Self-Management
Competency
Self-Management
Competency
Communication
Competency
Communication
Competency
10. A Model of ManagerialA Model of Managerial
CompetenciesCompetencies
(adapted from Figure 1.1)(adapted from Figure 1.1)
Teamwork
Competency
Teamwork
Competency
Global
Awareness
Competency
Global
Awareness
Competency
Strategic
Action
Competency
Strategic
Action
Competency
Planning and
Administration
Competency
Planning and
Administration
Competency
Self-Management
Competency
Self-Management
Competency
Communication
Competency
Communication
Competency
Managerial
Effectiveness
Managerial
Effectiveness
11. 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
12. Characteristics of anCharacteristics of an
OrganizationOrganization
An organization has a structure.An organization has a structure.
An organization consists of a group ofAn organization consists of a group of
people striving to reach goals thatpeople striving to reach goals that
individuals acting alone could not achieve.individuals acting alone could not achieve.
13. ManagementManagement
OrganizationOrganization
Two or more people who work together in a structuredTwo or more people who work together in a structured
way to achieve a specific goal or set of goals.way to achieve a specific goal or set of goals.
GoalsGoals
Purpose that an organization strives to achieve;Purpose that an organization strives to achieve;
organizations often have more than one goals, goals areorganizations often have more than one goals, goals are
fundamental elements of organization.fundamental elements of organization.
The Role of ManagementThe Role of Management
To guide the organizations towards goalTo guide the organizations towards goal
accomplishmentaccomplishment
14. - People responsible for- People responsible for
directing the efforts aimeddirecting the efforts aimed
at helping organizationsat helping organizations
achieve their goals.achieve their goals.
- A person who plans,- A person who plans,
organizes, directs andorganizes, directs and
controls the allocation ofcontrols the allocation of
human, material, financial,human, material, financial,
and information resourcesand information resources
in pursuit of thein pursuit of the
organization’s goals.organization’s goals.
15. ManagementManagement
ManagementManagement refers to the tasks and activitiesrefers to the tasks and activities
involved in directing an organization or one ofinvolved in directing an organization or one of
its units: planning, organizing, leading, andits units: planning, organizing, leading, and
controlling.controlling.
The process of reaching organizational goals byThe process of reaching organizational goals by
working with and through people and otherworking with and through people and other
organizational resources.organizational resources.
16. Functional Managers: A manager responsible for
just one organizational activity 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
Function: A classification referring to a group of
similar activities in an organization like marketing ormarketing or
operations.operations.
17. General Managers: responsible for the operations
of more complex units—for example, a company or
division
Oversee work of functional managers
Responsible for all the activities of the unit
Need to acquire strategic and multicultural
competencies to guide organization
(cont’d)
Many Other types of managers
18. Basic Managerial FunctionsBasic Managerial Functions
(adapted from Figure 1.2)(adapted from Figure 1.2)
OrganizingOrganizing
PlanningPlanning
ControllingControlling
LeadingLeading
21. PlanningPlanning involves tasksinvolves tasks
that must be performed tothat must be performed to
attain organizational goals,attain organizational goals,
outlining how the tasksoutlining how the tasks
must be performed, andmust be performed, and
indicating when theyindicating when they
should be performed.should be performed.
22. 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
23. Organizing means assigning the planned tasks to various individuals or groupsOrganizing means assigning the planned tasks to various individuals or groups
within the organization and cresting a mechanism to put plans into action.within the organization and cresting a mechanism to put plans into action.
24. 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
25. Leading (Leading (InfluencingInfluencing) means guiding the activities of) means guiding the activities of
the organization members in appropriate directions.the organization members in appropriate directions.
Objective is to improve productivity.Objective is to improve productivity.
26. 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
27. 1. Gather information that measures recent performance1. Gather information that measures recent performance
2. Compare present performance to pre-established standards2. Compare present performance to pre-established standards
3. Determine modifications to meet pre-established standards3. Determine modifications to meet pre-established standards
28. Controlling
Process by which a person, group,
or
organization consciously monitors
performance and takes corrective
action
Discussed in depth in Chapter 10
29. Basic Levels of ManagementBasic Levels of Management
(adapted from Figure 1.3)(adapted from Figure 1.3)
Top
Managers
Middle Managers
First-Line Managers
Nonmanagers
Top
Managers
Middle Managers
First-Line Managers
Nonmanagers
30. 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
31. Levels of ManagementLevels of Management
First-line Managers:First-line Managers: have direct responsibility forhave direct responsibility for
producing goods or servicesproducing goods or services Foreman, supervisors,Foreman, supervisors,
clerical supervisorsclerical supervisors
Middle Managers:Middle Managers:
Coordinate employee activitiesCoordinate employee activities
Determine which goods or services to provideDetermine which goods or services to provide
Decide how to market goods or services to customersDecide how to market goods or services to customers
Assistant Manager, Manager (Section Head)Assistant Manager, Manager (Section Head)
Top Managers:Top Managers: provide the overall direction of an
organization Chief Executive Officer, President, Vice
President
32. 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
33. 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
35. Introductory Concepts: What Are
Managerial 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
36. 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
37. 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 Communication
Used to announce major events/decisions/
activities and keep individuals up to date
Negotiation
Used to settle disputes, obtain resources,
and exercise influence
38. 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 agreed
upon completion dates
Time management
Budgeting and financial management
39. Accomplishing tasks through small groups of
people who are collectively responsible and
whose job requires coordination
Designing teams properly involves having
people participate in setting goals
Creating a supportive team environment gets
people committed to the team’s goals
Managing team dynamics involves settling
conflicts, sharing team success, and assign tasks
that use team members’ strengths
40. 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
41. 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
42. 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
Multicultural CompetencyMulticultural Competency
43. 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
44. 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
45. Learning Framework for Managing
Part I: Overview of Management
Part II: Managing the Environment
Part III: Planning and Control
Part IV: Organizing
Part V; Leading