HIT 210 L3 2015

M.M Masunda HIT 210 2015 1

THE PROCESS OF MANAGEMENT

M.M Masunda HIT 210 2015 1–2

Differentiate among three levels of management, and understand the responsibilities of managers at different levels in the organizational hierarchy.

Identify the roles managers perform, the skills they need to execute those roles effectively and the way new information technology is affecting these roles and skills.

Discuss the principal challenges managers face in today’s increasingly competitive global environment.


Planning

Defining goals,establishingstrategy, anddevelopingsubplans tocoordinateactivities

Lead toOrganizing

Determiningwhat needsto be done,how it willbe done, andwho is to do it

Leading

Directing andmotivating allinvolved partiesand resolvingconflicts

Controlling

Monitoringactivitiesto ensurethat they areaccomplishedas planned

Achieving theorganization’s

statedpurpose

Mintzberg’s Management Roles Approach (Exhibit 3) Interpersonal roles

Figurehead, leader, liaison Informational roles

Monitor, disseminator, spokesperson

Decisional roles Entrepreneur, disturbance

handler, resource allocator, negotiator


M.M Masunda HIT 210 20151-6

Interpersonal roles

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.

Fig 3.1Mintzberg’s Managerial Roles (a)



Figure 3.1 Mintzberg’s Managerial Roles (b)



Figure 3.1 Mintzberg’s Managerial Roles (c)

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- Henry Mintzberg

First-line Managers Are at the lowest level of management and

manage the work of nonmanagerial employees

Middle Managers Manage the work of first-line managers

Top Managers Are responsible for making organization-wide

decisions and establishing plans and goals that affect the entire organization



TopManagers

Middle Managers

First-Line Managers

Nonmanagerial Employees

TopManagers

Middle Managers

First-Line Managers

Nonmanagerial Employees

CEOCOOCIO

General MgrPlant Mgr

Regional Mgr

Office ManagerShift Supervisor

Department ManagerTeam Leader

Top Level Management

Middle Level Management

First-LineManagement

12M.M Masunda HIT 210 2015

Responsible for…Responsible for…

Creating a context for changeCreating a context for change

Developing attitudes of commitmentand ownership in employees

Developing attitudes of commitmentand ownership in employees

Creating a positive organizational culture through language and actionCreating a positive organizational

culture through language and action

Monitoring their business environmentsMonitoring their business environments



Setting objectives consistent with top management goals, planning strategiesSetting objectives consistent with top management goals, planning strategies

Coordinating and linking groups, departments, and divisions

Coordinating and linking groups, departments, and divisions

Monitoring and managing the performance of subunits and managers who report to themMonitoring and managing the performance

of subunits and managers who report to them

Implementing the changes or strategiesgenerated by top managers

Implementing the changes or strategiesgenerated by top managers



Managing the performance of entry-level employees

Managing the performance of entry-level employees

Teaching entry-level employees how to do their jobs

Teaching entry-level employees how to do their jobs

Making schedules and operating plans based on middle management’s intermediate-range plans

Making schedules and operating plans based on middle management’s intermediate-range plans



EXHIBIT 3.6Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.

Skills Approach Technical skills

Knowledge and proficiency in a specific field

Human relation skills are skills associated with a manager’s ability to work well with others, both as a member of a group and as a leader who gets things done

Conceptual skills are skills related to the ability to visualize the organization as a whole, discern relationships among organizational parts, and understand how the organization fits into the wider context of the industry, community and world.


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The ability to enhance one’s position, build a power base, establish connections, acquire resources for the business.

Exhibit 3.6 Management Level and Exhibit 3.6 Management Level and SkillsSkills

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Technical SkillsTechnical Skills Human SkillHuman Skill

Conceptual Skill

Conceptual Skill

Design SkillDesign Skill



Increasing Number of Global Organizations.

Building a Competitive Advantage. Maintaining Ethical Standards. Managing a Diverse Workforce. Utilizing IT and E-commerce.


Increasing Efficiency Reducing the quantity of resources used to

produce goods and services. Increasing Quality

Introducing Total Quality Management (TQM) to improve quality.

Increasing Speed, Flexibility, and Innovation Adapting to bring new products to market faster.

Increasing Responsiveness to Customers Empowering employees to deal with customers.


Figure 1.5


Factors Influencing Behaviors: External pressures from

stockholders/stakeholders for increased organizational financial performance.

Internal pressures from top management to lower-level managers to increase the organization’s competitive performance and profitability.

Societal, cultural, and environment demands on the organization.

Hurt somebody unintendedly vs. illegally


The Increasing Diversity of the Workforce Non-Discriminatory Employment

Practices Performance-Enhancing Benefits of a

Diverse WorkforceThe opportunities for specialization

How can you develop the above-mentioned skills?


1. Managers perform four managerial functions- planning, organising, leading and controlling. To reach the goals of their enterprises they need to influence the behaviour of their subordinates. Identify Henry Mintzberg’s ten managerial roles and outline how managers can play them so as to effectively perform their functions. (15)

2. According to Prof. Katz, all managers require three managerial skills. However, the degree (amount) of these skills required varies (changes) with the levels of management.

Discuss the above statement and using a well- labelled diagram outline the variations mentioned. (10)


HIT 210 L3 2015

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