Managing and the Manager's Job

What do managers do, anyway?

What is a Manager’s Job?

Peters and Waterman – Treating people decently and asking them to share and produce things that work.

Drucker – To make people productive

How would you define a manager’s job?

? ?

Organizational Resources

Human resources: labor Financial: capital Physical: raw materials,

production facilities and equipment Information: data

What is Management?

A set of activities planning and decision making,

organizing, leading, and controllingdirected at an organization’s resources human, financial, physical, and

informationwith the aim of achieving organizational goals in an efficient and effective manner.

The Manager’s Job - Traditional Approach

Planning - Determine what goals to set, and how to achieve them.

Organizing - Arranging tasks, delegating responsibility and allocating resources.

Leading - Inspiring and empowering employees to work toward leader’s vision.

Controlling - Measuring performance, compare with objectives, make corrections.

Basic Purpose of Management

EFFICIENTLYEFFICIENTLYUsing resources wisely and

in a cost-effective way

EFFECTIVELYEFFECTIVELYMaking the right decisions and

successfully implementing them

AndAnd

Kinds of Managers by Level and Area

Mar

ketin

g

Admin

istra

tion

Other

Human

reso

urces

Operat

ions

Finan

ce

Middle managers

Areas of Management

Levels of Management

First-line managers

Top managers

Figure 1.3

Mintzberg “Managerial Work” Main Ideas

Managers do a great deal of work quickly Managerial work is brief, fragmented, and

varied Managers prefer working on things that are

current, specific, and ad hoc Managers’ primary job is communication Managers like verbal communication best Managers control their own work.

Mintzberg's Managerial Roles

Interpersonal: Sample Activity Figurehead: Cuts ribbon for new plant Leader: Encourages employees to

improve productivity Liaison: Coordinates

activities of two project groups.

Mintzberg's Managerial Roles

Informational: Sample Activity Monitor: Scans industry reports for

trends Disseminator: Sends memos outlining

new organizational goals Spokesperson: Makes

a speech to discuss plans for growth.

Mintzberg's Managerial Roles

Decisional: Sample activity Entrepreneur: Develops new product Disturbance handler: Resolves conflict Resource allocator:

Reviews budget Negotiator: Works

with union on contract.

The Nature of Managerial Work

How CEOs spend a typical day

Unscheduled Scheduled Meetings

59%

Desk Work22%

Meetings10%

Telephone6%

Touring Facilities3%

Managerial Skills

Technical - can you do a market analysis? Interpersonal - are you a team player? Conceptual - do you see connections? Diagnostic - can you find the problem? Communication - can you convey ideas? Decision-Making - can you allocate

resources? Time-Management - do you get things done?

Sources of Management Skills

Sound educationalbase; continuedlife-long educationalexperiences

Successfulacquisition andutilization of basicmanagement skills

Initial job experiences;continued experiencesthrough a variety ofjob assignments

Figure 1.4

Future Managers

In California, UCSF study shows: 33% of all employees (ee’s) hold single,

full-time job year round 22% of ee’s with full-time jobs have held

them for at least three years 40% of all ee’s have held same job for

past 3 years

Given these statistics, what do you think managers will do in the future?? ?