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The Role of The Manager (The Managers Job (Key activities, Boddy (2002),…

- - - - Behavioural- what you do (what makes you a manager)
      - Controllable- at times it feels like it's not
      - A list of things we can do
      - Developable - develop and get better
      - Interrelated and overlapping- linkages between tasks and tools, not always though
      - Contradictory- doesn't make sense, so many variations, it is controllable
    - - A triangle diagram, showing the balance between art craft and science
        
        Craft
        
        Experience, practical learning. You can learn from experiences and other peoples experiences, everyone get's things wrong
        
        Science
        
        Analysis, systemic evidence. Must have data and facts to argue something, and understand where it has come from (the data)
        
        Art
        
        Vision, creative insight. You need enough experience to create successful ideas
- - - - How well we do this this determines how well we run our business.
  - - - Employees and other people asking questions.
    - - Each interruption is different
    - - Broken. How did it get broken and how big is it broken.
  - - - Self-reliant to dependant on others work. Can no longer not care if someone isn't doing their job.
      - Individual to networking. Getting to know other people who could help you in some way.
      - Specialist to a Generalist. Becoming not very at a lot of things.
      - Independent to interdependent. You're success now depends on others.
  - - - Figure head (say what's going to say), Leader (the person people go to, don't always have to be in front, have to be good at leading and managing), Liaison (network)
    - - Entrepreneur (creative), Resource allocator (never have enough time, people and money), Disturbance handler (who works best with who, deal with fights), Negotiator (get the resource you need, or make people deal with the resources they have)
    - - Monitor (gather data), disseminator (distribute info), spokesperson (present the info)
  - - - Are we there yet? Are you progressing on time? If not then change the goals.
    - - How do you get what you want? Use youre network to get resources.
    - - Also the start point. If you can't secure the resources then you have to change the goals.
    - - Minzbergs goals. How often do you communicate? To understand something you have to communicate.
    - - Starting point, what is the problem, what do you want to achieve (what, where, why, when, who)
  - - - Managing across
        
        Same level as you; have limited amount of people, time & money but could still lend you resources and advice.
      - Managing the staff
        
        The people who will use the project you're changing.
      - Managing up
        
        You're boss
      - Managing the team
        
        That people that work for you
    - - Senior manager's focus
        
        Short attention span, once it's not new then they don't care.
        
        Outside influence
        
        Industry, general environment
        
        Changing goals
        
        Always changing
        
        Other projects
        
        Affect teams, teams are temporary. Network, share resources.
- - - - Identify allies and interested parties. Who is going to help you, network
      - Concentrate effort; time, money, people and resources
      - Spot trouble, who is going to cause problems, e.g. competitors, new entrants and internal problems