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
- organize
divide work into manageable activities and select people to
accomplish tasks - motivate and communicate
create teamwork via decisions on pay, promotions, etc., and
though communication - measure
set targets and standards: appraise performance - 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”