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MGMT

The document outlines the key functions and roles of managers, emphasizing the importance of planning, organizing, leading, and controlling in management. It categorizes managers into four levels: Top Managers, Middle Managers, First-Line Managers, and Team Leaders, each with specific responsibilities and skills required for effective management. Additionally, it highlights essential managerial skills such as technical, human, and conceptual skills, along with the motivation to manage.

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12 views5 pages

MGMT

The document outlines the key functions and roles of managers, emphasizing the importance of planning, organizing, leading, and controlling in management. It categorizes managers into four levels: Top Managers, Middle Managers, First-Line Managers, and Team Leaders, each with specific responsibilities and skills required for effective management. Additionally, it highlights essential managerial skills such as technical, human, and conceptual skills, along with the motivation to manage.

Uploaded by

dz4zhjbnrk
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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9MGMT, 11th + MindTap Management

Management – Getting work done through others

Efficiency – Getting work done with a minimum of effort, expense, or


waste

Managerial functions

1. Planning: Determining how things will get done.


2. Organizing: Structuring the company to be efficient and effective.
3. Leading: Motivating and inspiring people to work towards the organization's goals..
4.Controlling: Monitoring progress and taking action when performance deviates from
plans.

Kinds of Managers

1-3a. Top Managers

 Titles: CEO, COO, CFO, CIO.


 Responsibilities:
1. Create a context for change (vision and mission).
 Example: Walmart and Microsoft CEOs reoriented company directions
to adapt to the future.
2. Develop commitment and culture.
 Use consistent internal messaging and values.
 Example: Ford’s “One Ford” vs “Two Fords” under different CEOs.
3. Monitor business environment (customer needs, economic and social
trends).

Organizations typically have different levels of management, each with specific functions.
The sources identify four main types: Top Managers, Middle Managers, First-Line
Managers, and Team Leaders.

Specific Responsibilities per Level: Each management level has unique responsibilities.

Top Managers are primarily focused on change, commitment, organizational culture,


and the external environment.

Middle Managers are responsible for resources, objectives, coordination, subunit


performance, and strategy implementation.
First-Line Managers handle nonmanagerial worker supervision, teaching and
training, scheduling, and facilitation.

Team Leaders focus on facilitation and managing external and internal team
relationships.

The Crucial Role of Middle Managers: The sources specifically highlight the importance
of middle managers. They are described as the "implementer of the company's strategy"
who figure out "how" to achieve the "what" defined by top management.

Key Middle Management Tasks: Specific responsibilities for middle managers that are
good to note include:
◦
Planning and allocating resources to meet objectives.
◦
Coordinating and linking different groups, departments, and divisions within the
company.
◦
Monitoring and managing the performance of subunits

First-Line Managers
◦
Roles: Office manager, Shift supervisor, Department manager.
◦
Primary Responsibilities: Nonmanagerial worker supervision, Teaching and training,
Scheduling, and Facilitation.
◦
They are responsible for managing the performance of entry-level employees who directly
produce goods and services.
◦
They are unique because they are typically the only managers who do not supervise other
managers.
◦
Their tasks involve monitoring, teaching, and short-term planning, making detailed
schedules and operating plans, often focused on results within two weeks. They encourage,
monitor, and reward worker performance and teach employees how to do their jobs.
•
Team Leaders
◦
Roles: Team leader, Team contact, Group facilitator.
◦
Primary Responsibilities: Facilitation, External relationships, and Internal
relationships.
◦
This is a relatively new role that emerged with the shift towards self-managing teams that
lack a formal supervisor.
◦
Their main responsibility is facilitating team activities toward accomplishing a goal.
Importantly, the team is responsible for its performance, not the team leader.
◦
They help team members plan work, solve problems, and work effectively with each other.
◦
A critical function is managing internal relationships among team members, fostering civil
behavior based on politeness, respect, and positive regard. Team performance heavily
relies on these relationships, and leaders who set a civil tone improve team performance and
creativity.
◦
They also manage external relationships, acting as a bridge or liaison between their team
and other teams, departments, or divisions.

Managerial roles

Mana gerial
Roles: Ways managers interact and perform duties.

Interpersonal Roles: Dealing with people.

 Figurehead: Perform ceremonial duties (e.g., greeting visitors, attending events).


 Leader: Motivate and encourage workers to achieve goals (e.g., setting challenging
goals like BHAGs).
 Liaison: Deal with people outside the unit (e.g., sitting on outside boards).

Informational Roles: Obtaining and sharing information. Managers spend significant time
(approx. 40%) on this.

 Monitor: Scan environment for information, contact others, receive unsolicited info
(e.g., reading news, using monitoring services).
 Disseminator: Share information collected with others inside the company (e.g.,
internal communication updates).
 Spokesperson: Share information with people outside the department or company
(e.g., speaking to media, shareholders).

Decisional Roles: Making decisions based on information.

 Entrepreneur: Adapt units to change (e.g., innovating business model).


 Disturbance Handler: Respond to severe problems requiring immediate action (e.g.,
crisis management).
 Resource Allocator: Decide who gets what resources and how much (e.g., budgeting,
cutting costs).
 Negotiator: Negotiate various items (e.g., schedules, resources, costs).

Essential Skills for Managers: Qualities companies look for.

 Technical Skills: Specialized procedures, techniques, and knowledge to do the job.

Most important for team leaders and lower-level managers. Used for training, helping solve
problems, troubleshooting. Become less important higher up but still matter to subordinates.
Employees are happier with bosses who have technical skills.

 Human Skills: Ability to work well with others.

Work effectively in groups, encourage others, sensitive, good listener/communicator. Equally


important at all management levels (team leader to CEO). Upper levels may spend more time
dealing with people.

 Conceptual Skills: Ability to see the organization as a whole, understand part


interactions, and fit within the external environment.

Ability to recognize and reconcile complex problems/perspectives. Increase in importance


as managers rise through the hierarchy. Intelligence is linked to managerial performance
 Motivation to Manage: Assessment of motivation to interact with superiors, compete,
be assertive, direct others, use rewards/punishment, engage in visible actions, handle
administration.

Typically stronger in managers than subordinates, and higher-level managers than lower-
level. Correlates with faster promotion, better ratings, higher earnings

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