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CHAPTER 1: LEADING EDGE MANAGEMENT, 4. THE VALUE OF MODERN…
CHAPTER 1: LEADING EDGE MANAGEMENT
1. MANAGEMENT SKILLS
3 Distinct skills sets
• Conceptual skills
Understand the big picture
See the organization as a system
• Human skills
Work effectively with others
• Technical skills
Top 5 Pifalls
:
•Ineffective communication and practices
•Poor work relationship & interpersonal skills
•Person-job mismatch
•Failure to clarify direction or performance expectations :
•Failure to adapt and break old habits
Relationship of skills to management
As you climb the ladder, what got you here won’t keep you there.
The danger zone:
Why managers fall in turbulent times
Rapid change
Management skills are tested most during times of rapid change
3. MANAGERS: ACTIVITIES AND ROLES
3.1. Manager Activities
Fast-Paced Work: Perform a diverse amount of work quickly
Task Demands: High variety, fragmentation, and brevity require constant multitasking.
Adaptability: Shift gears quickly between tasks
3.2. Manager Roles
Informational Roles
Monitor
Disseminator
Spokesperson
Interpersonal Roles
Figurehead
Leader
Liaison
Decisional Roles
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
3.3. Role Importance Across Hierarchical Levels
Supervisory Managers: Highest reliance on Leader role; lower emphasis on Liaison role
Middle Managers: Balanced emphasis between Leader and Liaison roles
Top Managers: Highest reliance on Liaison role; moderate emphasis on Leader role.
2. MANAGEMENT TYPES
VERTICAL DIFFERENCES
Middle Managers
Responsible for finding the best way to use resources to achieve organizational goals
Frontline Management
First-line managers
Responsible for the daily
supervision of nonmanagerial employees
Top Managers
Determine how departments interact
Establish organizational goals
Monitor the performance of middle managers
Horizontal Differences
Functional manager
Responsible for a single department that performs
a specific organizational task
Project manager
Coordinates people across several departments to accomplish a accomplish a specific, temporary project
General manager
Oversees a broad or complex unit, encompassing multiple departments
Line manager
Coordinates people across several departments to accomplish a accomplish a specific, temporary project
4. THE VALUE OF MODERN MANAGEMENT
THE TRANSITION TO THE NEW WORLD PLACE
TRADITION
THE MODERN BLUEPRINT
Command and control
Focus coaching and providing guidance
Rigid Hierarchy
Fast & Flexible Structure
Slow Adaptation
Innovative Structure
Employee as Instruments
Culture: Deeply relationship-oriented
WHY STUDY MANAGEMENT
NAVIGATE THE COMPLEX
Learn to understand the dynamic, fragmented nature of modern work
BEYOND THE OFFICE
Ethical, Effective Decisions in non-work situations and everyday life.
DRIVE SUCCESS (AND WEALTH)
Helping your employer succeed creates massive economic benefits for good managers
Use specialized knowledge and techniques to perform tasks
