MANAGEMENT –MANAGEMENT –ROLES & ROLES &

RESPONSIBILITIESRESPONSIBILITIES

Learning ObjectivesLearning Objectives

1.1. List the key duties of managersList the key duties of managers

2.2. Describe the main perspective on Describe the main perspective on leadershipleadership

3.3. State the strength and weakness of State the strength and weakness of leadershipleadership

4.4. Identify the primary approaches to Identify the primary approaches to managerial development and managerial development and educationeducation

The Manager’s RoleThe Manager’s Role

Manager role is plans,organizes,direct Manager role is plans,organizes,direct and controls on proprietors or and controls on proprietors or undertaking establishment of undertaking establishment of organizationsorganizations

The three main hierarchical levels :The three main hierarchical levels :

1.1. Top managementTop management

2.2. Middle managementMiddle management

3.3. First level or supervisory First level or supervisory managementmanagement

Managers jobs can be described in 3 Managers jobs can be described in 3 important roles :important roles :

1.1. Interpersonal rolesInterpersonal rolesThe 3 key function :The 3 key function :a. figureheada. figureheadb. liaisonb. liaisonc. leaderc. leader

2.2. Informational rolesInformational rolesThe 3 function :The 3 function :a. monitora. monitorb. disseminatorb. disseminatorc. spokespersonc. spokesperson

3. Decision making roles3. Decision making roles

The 4 functions :The 4 functions :

a. entrepreneura. entrepreneur

b. disturbance-handlerb. disturbance-handler

c. resource allocatorc. resource allocator

d. negotiatord. negotiator

Management and LeadershipManagement and LeadershipThe personal characteristics approach to The personal characteristics approach to

leadershipleadershipFleishman (1969) identify 2 classes Fleishman (1969) identify 2 classes

behavior as effective leadership:behavior as effective leadership:1.1. ConsiderationConsideration2.2. Initiating structureInitiating structureGastil (1994), there are 3 elements of Gastil (1994), there are 3 elements of

democratic leadership :democratic leadership :1.1. Maximising participation & Maximising participation &

involvement of group membersinvolvement of group members2.2. EmpowermentEmpowerment3.3. Facilitating group decision makingFacilitating group decision making

In 1960s, leadership characteristics is In 1960s, leadership characteristics is universal theories & the most known is universal theories & the most known is Blake & Moutons (1969) for Managerial Blake & Moutons (1969) for Managerial Grid.Grid.

The grid has 4 different styles of The grid has 4 different styles of management:management:

1.1. Team managementTeam management

2.2. Country club managementCountry club management

3.3. Task managementTask management

4.4. Impoverished managementImpoverished management

The leader-follower situation approachThe leader-follower situation approachKer (1974) applied framework that have 3 Ker (1974) applied framework that have 3

situational contingencies / variables:situational contingencies / variables:1.1. Subordinate considerationsSubordinate considerations2.2. Superior considerationSuperior consideration3.3. Task considerationTask considerationFiedler identified 3 aspect of a work Fiedler identified 3 aspect of a work

situation, determined the situation, determined the effectiveness leadership ;effectiveness leadership ;

1.1. The leader-follower relationshipThe leader-follower relationship2.2. Task structureTask structure3.3. The leader’s formal position and powerThe leader’s formal position and power

The contextual approach to leadershipThe contextual approach to leadership

Features : James Burns (1978)Features : James Burns (1978)

Book : LeadershipBook : Leadership

He produced 2 basic organization He produced 2 basic organization states/contexts:states/contexts:

1.1. Convergent – style management is Convergent – style management is transactionaltransactional

2.2. Divergent – style management is Divergent – style management is transformationaltransformational

Managerial Learning and Managerial Learning and AdaptationAdaptation

There are 4 factors can be discerned in There are 4 factors can be discerned in enabling managers successfully to align enabling managers successfully to align organizations, context & style organizations, context & style leadership:leadership:

1.1. Managers past experienceManagers past experience

2.2. The managers learning styleThe managers learning style

3.3. Do they perceive the whole picture?Do they perceive the whole picture?

4.4. Is the organizational context amenable ?Is the organizational context amenable ?

SummarySummary

1.1. The quality and role of manager The quality and role of manager was matter for organizationswas matter for organizations

2.2. Managers have to rely far less on Managers have to rely far less on their personality than on their their personality than on their business knowledgebusiness knowledge

3.3. The role manager is to ensure all The role manager is to ensure all available options and choices are available options and choices are identifiedidentified