Mamonova MamonovaMOB Lecture Notes Managing and the Manager's Job

8/7/2019 Mamonova MamonovaMOB Lecture Notes Managing and the Manager's Job

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Managing and theManaging and theManagers JobManagers Job


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ManagementManagement

A set of activities directedA set of activities directedat an organization'sat an organization'sresources (human,resources (human,financial, physical andfinancial, physical andinformation), with the aiminformation), with the aimof achieving ofof achieving of

organizational goals in anorganizational goals in anefficient and effectiveefficient and effectivemannermanner


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AA managermanager is a person whois a person whointegrates the work of othersintegrates the work of others..


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Why do we need managersWhy do we need managers??


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Basic management activitiesBasic management activities

(functions)(functions)

Planning and decision makingPlanning and decision making

OrganizingOrganizing

LeadingLeadingControllingControlling


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PlanningPlanning

setting and organizations goalssetting and organizations goals

and directing how to best toand directing how to best to

achieve themachieve them


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Decision makingDecision making

-- part of the planning that involvespart of the planning that involves

selecting a course from a set ofselecting a course from a set of

alternativesalternatives


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OrganizingOrganizing--

grouping activities and resourcesgrouping activities and resourcesin a logical wayin a logical way


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LeadingL

eading-- the set ofprocesses to getthe set ofprocesses to get

members of the organization tomembers of the organization to

work together to further thework together to further theinterests of the organizationinterests of the organization


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ControllingControlling-- monitoring and correctingmonitoring and correcting

ongoing activities to facilitate goalongoing activities to facilitate goal

attainmentattainment..


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Kinds of ManagersKinds of Managers

Top managersTop managers

Middle managersMiddle managers

First line managersFirst line managers


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Areas of ManagementAreas of Management

Marketing ManagersMarketing Managers

Financial ManagersFinancial Managers

Operations ManagersOperations ManagersHuman Resource ManagersHuman Resource Managers

Administrative ManagersAdministrative Managers

Other Kinds ofManagersOther Kinds ofManagers


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Managerial RolesManagerial Roles

((Mintzgbergs categories)Mintzgbergs categories)

Interpersonal RolesInterpersonal Roles

Informational RolesInformational Roles

Decisional RolesDecisional Roles


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Interpersonal RolesInterpersonal Roles

FigureheadFigurehead

LeaderLeader

LiasonLiason


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Informational RolesInformational Roles

MonitorMonitor

DisseminatorDisseminator

SpokespersonSpokesperson


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Decisional RolesDecisional Roles

EntrepreneurEntrepreneur

Disturbance handlerDisturbance handler

Resource allocatorResource allocatorNegotiatorNegotiator


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Managerial SkillsManagerial Skills

Conceptual SkillsConceptual Skills ability to think in theability to think in theabstract and see the big pictureabstract and see the big picture

Interpersonal SkillsInterpersonal Skills the ability tothe ability tocommunicate with, understand, and motivatecommunicate with, understand, and motivate

Technical SkillsTechnical Skills skills necessary toskills necessary toaccomplish or understand tasks relevant to theaccomplish or understand tasks relevant to theorganizationorganization

Political SkillsPolitical Skills ability to enhance onesability to enhance onesposition and establish the rightposition and establish the rightconnectionsconnections


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Management CompetenciesManagement Competencies

Competency is a cluster of of relatedCompetency is a cluster of of relatedknowledge, skills, and attitudesknowledge, skills, and attitudesrelated to effective managerialrelated to effective managerialperformanceperformance

MCIMCI management charter initiativemanagement charter initiative


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The Changing ManagerThe Changing ManagerOld ManagerOld Manager

Operates in climateOperates in climateof predictabilityof predictabilityand stabilityand stabilityThe bossThe bossCovets authorityCovets authorityHoards infoHoards infoTreat people as allTreat people as allthe samethe sameOversees onOversees on--sitesiteemployeesemployees

New ManagerNew Manager

Thrives on chaosThrives on chaos

The coachThe coachEmpowers employeesEmpowers employees

Shares infoShares info

Is sensitive toIs sensitive to

differencesdifferencesOversees onOversees on--site andsite and

virtual employeesvirtual employees


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Effective practice ofEffective practice of

managementmanagementrequires a synthesis of science and art,

a blend of rational objectivity and intuitive

insights.Most managers attain their skills through

a combination of education and experience


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Managerial effectivenessManagerial effectiveness

EfficiencyEfficiency refers to the relationshiprefers to the relationshipbetween inputs and outputsbetween inputs and outputs

EffectivenessEffectiveness -- accomplishingaccomplishingorganizational goalsorganizational goals


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Organizational stakeholdersOrganizational stakeholders

StakeholdersStakeholders are groups within andare groups within andoutside the organization that have anoutside the organization that have aninterest in it.interest in it.

Employees, customers, management,Employees, customers, management,board of directors, investors, competitors,board of directors, investors, competitors,

suppliers, government, special interestsuppliers, government, special interestgroupsgroups


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Effectiveness CriteriaEffectiveness Criteria

Financial measuresFinancial measures

ProductivityProductivity

GrowthGrowthCustomer satisfactionCustomer satisfaction

QualityQuality

FlexibilityFlexibility

Employee growth and satisfactionEmployee growth and satisfaction

Social acceptanceSocial acceptance


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The Ethical and SocialContextThe Ethical and SocialContext

of Managementof Management


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After studying this unit youAfter studying this unit you

will be able towill be able to

Discuss the formation of individual ethics andDiscuss the formation of individual ethics anddescribe three areas of special ethical concern fordescribe three areas of special ethical concern formanagersmanagers

Trace the development o f the concept of socialTrace the development o f the concept of social

responsibility and specify to whom or whatresponsibility and specify to whom or whatorganization might be considered responsible.organization might be considered responsible.

Describe some the activities organizations mayDescribe some the activities organizations mayengage in to manage social responsibilityengage in to manage social responsibility


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Ethics an individuals personal belief

regarding what is right and wrong,

good or bad


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Ethical behaviour

behavior that conforms

to generally accepted social

norms


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IndividualEthicsIndividualEthics is shaped byis shaped by

Family influencesFamily influences

Peer influencesPeer influences

Life experiencesLife experiencesPersonal values and moralsPersonal values and morals

Situational factorsSituational factors


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Managerial ethics

are the standards that guide

individual managers in their work


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The Domain of ManagerialThe Domain of Managerial

EthicsEthics

How the organization treats itsHow the organization treats itsemployeesemployees

How the organization treats itsHow the organization treats itsemployeesemployees

How the organization treatsHow the organization treatseconomic agentseconomic agents


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How the organization treatsHow the organization treats

its employeesits employees

Hiring and firingHiring and firing

Wages and working conditionsWages and working conditions

PrivacyPrivacy


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its employeesits employees

Conflicts of interestConflicts of interest

SecrecySecrecy

Honesty and expense accountsHonesty and expense accounts


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economic agentseconomic agents

CustomersCustomers

CompetitorsCompetitors

StockholdersStockholdersSuppliersSuppliers

DealersDealers

UnionsUnions


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Code ofEthicsCode ofEthics

ConfidentialityConfidentialityConflicts of interestsConflicts of interestsAccepting giftsAccepting gifts

Supporting equal employees rightsSupporting equal employees rightsEnvironmental issuesEnvironmental issuesProduct and workplace safetyProduct and workplace safetyEmployee health screeningEmployee health screening

Stakeholder interestsStakeholder interests


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Social ResponsibilityIs the set of obligations organization has

to protect and enhance the societal

context in which it functions.


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Areas of Social responsibilityAreas of Social responsibility

Organizational ConstituentsOrganizational Constituents

The Natural EnvironmentThe Natural Environment

General Social WelfareGeneral Social Welfare


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OrganizationalConstituentsOrganizationalConstituentsEmployeesEmployeesOwners/InvestorsOwners/InvestorsCreditorsCreditorsCustomersCustomersSuppliersSuppliersState/federal governmentState/federal governmentForeign governmentForeign governmentLocal communityLocal communityInterest groupsInterest groupsColleges and universitiesColleges and universities

Trade associationsTrade associations


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Arguments For SocialArguments For Social

ResponsibilityResponsibility

Business creates problems and shouldBusiness creates problems and shouldthere for help solve themthere for help solve them

Corporations are citizens in our societyCorporations are citizens in our society

Business often has the resourcesBusiness often has the resourcesnecessary to solve problemsnecessary to solve problems

Business is a partner in our society,Business is a partner in our society,along with the government and thealong with the government and the

general populationsgeneral populations


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Arguments for and AgainstArguments for and Against

Social ResponsibilitySocial Responsibility

The purpose of business is to generateThe purpose of business is to generateprofits for ownersprofits for owners

Involvement is social; programs givesInvolvement is social; programs gives

business too much powerbusiness too much powerThere is potential for conflict s ofThere is potential for conflict s ofinterestsinterests

Business lacks the expertise to manageBusiness lacks the expertise to manage

social programssocial programs


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OrganizationalApproaches toOrganizationalApproaches to

Social ResponsibilitySocial Responsibility

Social obstructionSocial obstruction

Social obligationSocial obligation

Social responseSocial responseSocial contributionSocial contribution


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Managing SocialManaging Social

ResponsibilitiesResponsibilities

Legal complianceLegal compliance

Ethical complianceEthical compliance

Philanthropic giving.Philanthropic giving.

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Mamonova MamonovaMOB Lecture Notes Managing and the Manager's Job