Overview of Management and Managers

Overview Management and Managers
Management: The art of getting things done through people in the organization
Managers give organizations a sense of purpose and direction
•      Managers create new ways of producing and distributing goods and services
•      Managers change how the world works through their actions

Leaders versus Managers Functions of Management Planning & Strategizing

•   Planning – a formal process whereby managers choose goals, identify actions, allocate responsibility for implementing actions, measuring the success of actions, and revising plans

•   Planning is used to develop overall strategies

•   A strategy is an action that managers take to attain the goals

•   Strategizing – the process of thinking through on a continual basis what strategies an organization should pursue to attain its goals Organizing Organizing involves deciding:

•   Who will perform the task?

•   Where will decisions be made?

•   Who reports to whom?

•   How will different parts of the organization fit together to accomplish the common goal?

Leading & Developing

•   Leading – is the process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals.

•   Developing employees – the task of hiring, training, mentoring, and rewarding employees in an organization, including other managers.

Controlling

•   The process of monitoring performance against goals, intervening when goals are not met, and taking corrective action

•   Important aspect is creating incentives that align employees’ and organization’s interests

–   What is the difference between benefits and incentives?

Benefits & Incentives

•         INCENTIVES

–          Performance Bonuses, Performance-based Time Off , Recognition and Awards, Promotion

 

•         BENEFITS

–          Health Benefits, Education and Learning, Retirement Planning and 401(k), Child Care and Elder Care Assistance

•         What would they like as incentives for performance?

Question

•  Are the functions of management only for managers in organizations or can they apply to you as a student as well?

Types of Managers

General

Managers

 

Functional

Managers

 

 

Frontline

Managers

Multi-divisional
Management Hierarchy

Challenges towards becoming a Manager

•   From Specialist to Manager

 

–    Journey begins when people are successful at a specialist task that they were hired to do

–    Need to be able to get things done through other people

•   Mastering the Job

 

–    Tends to be a large difference between expectations and reality

–    Workload is tremendous

–    Biggest challenge within the first year = “People challenges”

Management Roles

Interpersonal Roles

•   Roles that involve interacting with other people inside and outside the organization

 

•   Interpersonal roles:

–   Figureheads: Greet visitors, Represent the company at community events, Serve as spokespeople, and Function as emissaries for the organization

–   Leader: Influence, motivate, and direct others as well as strategize, plan, organize, control, and develop

–   Liaison: Connect with people outside their immediate unit

•    Cross-functional teams

Informational Roles

•  Collecting, Processing and Disseminating

•  Roles: Monitor, disseminator, and spokesperson

Decisional Roles

•   Whereas interpersonal roles deal with people and informational roles deal with knowledge, decisional roles deal with action

 

•   Decisional roles:

–   Entrepreneur: Managers must make sure their organizations innovate, change, develop, and adopt

–   Disturbance handler: Addressing unanticipated problems as they arise and resolving them expeditiously

–   Resource allocator: How best to allocate scarce resources

–   Negotiator: Negotiation is continual for managers

Alan Mulalley, CEO
Boeing Commercial Airplanes

•       Decisional Roles:

–       After September 11 attacks, Mulalley had to renegotiate delivery of some 500 airplanes

–       Cut jet production by more than half

–       Fire 27,000 workers

–       During the downturn, he focused on cutting waste and streamlining his airplane production lines

–       He then bet the company’s future on a set of new technologies that are now turning Boeing’s super efficient 787 Dreamliner into the hottest-selling new jetliner in history

What makes a Manager
Competent?

Managerial Skills

Managerial Motivation

Desire to Compete

 

Desire to Exercise Power

 

Desire to be Distinct

 

Desire to Take Action

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