C1-THE WORLD OF INNOVATIVE MANAGEMENT

2) The basic function of management :

b)organizing

c) leading

a) planning

d) controlling

means identifying goals for future organizational performance and deciding the tasks and use of resources needed to attain them

What do managers do?


1. set objectives
establish goals for the group and decide what must be
done to achieve them

  1. organize
    divide work into manageable activities and select people to
    accomplish tasks
  2. motivate and communicate
    create teamwork via decisions on pay, promotions, etc., and
    though communication
  3. measure
    set targets and standards: appraise performance
  4. develop people
    recognize the value of employees and develop this critical
    organizational asset

The process of management (m/s 7)

3) Organizational Performance

Organization: Social entity that is goal directed and deliberately structured

Organizational effectiveness: Providing a product or service that customers value

Organizational efficiency: Refers to the amount of resources used to achieve an organizational goal

4) Management Skills

⭐Three categories of skills: conceptual, human, technical
⭐The degree of the skills may vary but all managers must possess the skills
⭐The application of management skills change as
⭐managers move up the hierarchy

c) Conceptual Skill

b) Human Skill

a) Technical Skill

Ability to work with and through other people. Human skill is demonstrated in a way manager relates to other people, including the ability to motivate, communicate and resolve conflicts.

Refers to the understanding of and proficiency in the performance of specific tasks. These include mastery of methods, techniques and equipment involved in the specific functions, such as engineering, manufacturing or finance.

To see the big picture of the organizations and see the relationships among various parts; ability to think analytically, develop ideas and solve problems creatively

This involves knowing where one’s team fits into the total organization and how the organization fit into the industry, the community, and the broader business and social environment.

8 Good Behaviors for Managers

be a good coach

empower your team and don,t micromanage

express interest in team members, successes and personal well-being

don't be a sissy: be productive and result-oriented

be a good communicator and listen to your team

help your employees with career development

have a clear vision and strategy for the team

have key technical skills so you can help advise the team

d) When Skills Fail

Common management failures:

 Not listening to customers

 Unable to motivate employees

 Not building teams

 Inability to create cooperation

 Failure to clarify performance expectations

 Poor communication and interpersonal skills

Missteps and unethical behavior have been in the news
During turbulent times, managers must apply their skills

5) Management Type

a) Vertical Differences

Middle managers: Responsible for business units

Project managers: Responsible for misinterpreting signals

First-line managers: Responsible for production of goods and services

⭐Responsible for the entire organization.
⭐Make decisions about the direction of the organization.
⭐Examples: President, Vice President, CEO, CFO

⭐Responsible in managing business departments or units.
⭐Divison Manager, Dictrict Manager

⭐Give direction to employees.
⭐Responsible for production of goods and services

b) Horizontal Differences

Functional managers: Responsible for departments that perform specific tasks

General managers: Responsible for several departments

6) What is a Manager's Job Really Like?

a) Making the Leap: Becoming a New Manager

b) Manager Activities

Organizations often promote star performers to management.
⭐ Becoming a manager is a transformation.
⭐ Move from being a doer to a coordinator.
⭐ Many new managers expect more freedom to make
changes.
⭐ Successful managers build teams and networks.
⭐ Make the transformation in a “trial by fire”

Adventures in multitasking

 Life on speed dial

 Activity characterized by variety, fragmentation, and brevity

 Less than nine minutes on most activities

 Managers shift gears quickly

 Work at unrelenting pace

 Interrupted by disturbances

 Always working (catching up)

c) Manager Roles

⭐Role: Set expectations for a manager’s behavior.
⭐Every role undertaken by a manager accomplishes the functions of:
❤ Planning.
❤ Organizing.
❤Leading.
❤Controlling

 INTERPERSONAL ROLES

 INFORMATIONAL ROLES

 DECISIONAL ROLES

 Figurehead

 Leader

 Liaison

 Monitor

 Disseminator

 Spokesperson

 Entrepreneur

 Disturbance handler

 Resource allocator

 Negotiator

7) Managing in Small Business and Nonprofit Organizations

Top managers: Responsible for the entire organization

Small businesses are growing

 Inadequate management skills is a threat

 The roles for small business managers differ

 Entrepreneurs must promote the business

Nonprofits need management talent

 Apply the four functions of management to make social impact

 More focus on keeping costs low

 Need to measure intangibles like “improving public health”