Please enable JavaScript.
Coggle requires JavaScript to display documents.
Block 2: What Do Managers Do, DII, SOMMD, NERD, SDM, FLL - Coggle Diagram
Block 2: What Do Managers Do
Drucker's Model
Peter Drucker identified five essential functions of managers based on his experience:
Setting Objectives:
Establishing clear, actionable long-term and short-term goals (e.g., setting long-term strategies or monthly sales targets).
Organizing:
Allocating resources and structuring processes for efficient plan execution (Emphasizing optimal use of time, effort, and resources to achieve goals)
Motivating and Communicating:
Engaging with teams to ensure alignment and commitment. (Building relationships through effective communication. Encouraging team members to perform through a shared vision and enthusiasm.)
Developing People:
Fostering skills and growth for team members and self.
Measuring Performance:
Monitoring progress and making necessary adjustments (Adjusting strategies or objectives based on results)
Benefits
They resonate with contemporary work
Offers a simple, systematic approach to management tasks
Gives a
holistic view of management
Covers both task-oriented (setting objectives, organizing, measurement) and people-oriented aspects (motivating, developing)*
Limitations:
Based solely on beliefs rather than research or observations or empirical evidence
Does not adress the agency problem
Only considers what mangers should do rather than what they choose to do which may not always be in the best interest of the principal
Generalize the work of the manager and ignore the varieties
Mintzberg's Model
Henry Mintzberg used observational research to define managerial roles, dividing them into three categories: (Managers’ work is fragmented, varied, and reactive)
Informational:
Monitor
: Gather and analyze information for decision-making
Disseminator
: Share information with team members to guide actions.
Spokesperson
: Represent the organization externally, building partnerships or securing resources.
Interpersonal:
Figurehead
: Perform symbolic duties in formal settings (e.g., ribbon-cutting events).
Leader
: Motivate and guide teams.
Liaison
: Build and maintain internal and external relationships with stakeholders
Decisional:
Entrepreneur
: Innovating and Initiate new projects.
Disturbance Handler:
Resolve crises and conflicts.
Resource Allocator
: Distribute resources effectively.
Negotiator
: Advocate for organizational interests in discussions or agreements.
Support
Based on scientific evidence
More extensive than drucker
Focuses more on spontaneous activities rather than Drucker belife of managers being persistent planners
Limitations
Digital Age Challenges:
Overlooks tasks like engaging with social media and managing information overload, critical in modern management.
Role Modeling:
Does not emphasize the importance of managers embodying organizational culture and expected behaviors.
Employee Well-Being:
Ignores the growing need for managers to support and safeguard employees under increased work pressures.
Influencing Upwards:
Fails to address how managers assist and influence their superiors, which is vital in hierarchical organizations.
Dual Roles:
Overlooks that many managers also perform non-managerial work alongside their managerial responsibilities.
Mangers have technical work that they need not forget
Agency Problem:
Neglects issues where managers or workers may act against the best interests of the organization or its owners.
Genralise the work of the manager and ignore the varieties
Comparison of Models
Both models lack sufficient focus on monitoring and controlling roles crucial to addressing agency problems.
Drucker’s Approach:
Focuses on structured, planned managerial tasks.
Emphasizes control, direction, and systematic execution of goals.
Mintzberg’s Approach:
Highlights the
dynamic, fragmented nature of managerial tasks.
Showcases the reactive and interpersonal aspects of management.
Contextual Influences :information_source:
Managerial tasks differ based on seniority levels:
First-line Managers (supervisors)
: Supervise day-to-day tasks focus on operational tasks and worker productivity. (such as team leaders are more concerned with day-to-day activities, they are more in touch with the operations it-self and oversee it’s the people actually doing the work)
Middle Managers
:
bridge the gap
,
translating strategies
into actionable tasks for the first-liners and help seniors stay in touch and are also expected to do some work.
Why don't ?
Modern organizations are increasingly adopting
flatter
structures to improve agility and reduce costs. Flattened structures
eliminate layers
of management, emphasizing
direct communication
between senior leaders and employees.
Digital tools
, such as
project management software
and artificial intelligence, have
reduced
the need for middle managers to
oversee and coordinate tasks
.
Why need them ?
Middle managers play a crucial role in
bridging the gap
between strategic decision-making and operational execution. According to
Mintzberg’s
managerial roles, middle managers fulfill critical functions such as disseminating information and ensuring alignment between the strategic vision and day-to-day activities.
Senior Managers
: such as CEOs are responsible for formulating long-term corporate strategy, goals and big-picture decisions Concentrate on strategy, vision, and long-term goals.
People doing the work
> are those that actually deliver the product/service and are involved directly/indirectly
The lower the level in the hierarchy the more the spend on operational activities and the higher up the more they focus on setting starategy and direction
Organizational Culture:
Shapes management practices (e.g., Google's emphasis on collaboration and innovation).
Since that the manager work depends on context whereas they may preform different jobs although they have the same title
Managers' responsibilities include setting objectives, strategizing, organizing resources, and ensuring team motivation.
Key Gaps in Managerial Models
Missing Realities:
Managers must influence upwards (e.g., advising senior leaders).
They often do non-managerial work (e.g., technical tasks).
Agency problems (managers/workers may not align with owners’ goals) are overlooked
DII
SOMMD
NERD
SDM
FLL