Nature of Managerial Work P. Subhashini, Ph.D., Centre for Management Studies.
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Transcript of Nature of Managerial Work P. Subhashini, Ph.D., Centre for Management Studies.
Nature of Managerial Work
P. Subhashini, Ph.D.,Centre for Management Studies
Questions to Ponder
Are managers too busy managing to contemplate the meaning of management?
Should managing be restricted to managers alone? Are leaders really more important than managers?Are we now in a situation where we are overled
and undermanaged?
ManagerLeader
1. How would it be to be managed by someone who doesn’t lead?
2. Why would anyone want to be lead by someone who doesn’t manage?
Reflection!
Stay Connected!
Instead of distinguishing managers from leaders, we should be seeing managers as
leaders, and leadership as management practiced well.
The What of Managing
Management is the process of reaching organizational goals by working with and through people and other organizational
resources. In simple words it is a process of ‘getting things done’ through people.
Management as a Practice
ArtVision
Creative Insights
ScienceAnalysis
Systematic Evidence
CraftExperience
Practical Learning
Folklores Vs Facts
Folklore: The manager is a reflective, systematic planner.
Fact: Managers work at an unrelenting pace and their activities are characterized by brevity, variety, fragmentation and discontinuity. They are strongly oriented to action.
Folklore: The manager depends on aggregated information best supplied by a formal system.
Fact: Managers tend to favor informal media of communication like phone calls, meetings, soft information (gossip, hearsay) which primarily remains their information diet.
Folklore: Managing is mostly about hierarchical relationships between superior and subordinate.
Fact: Managing is as much about lateral relationship as it is about hierarchical relationships.
The Why of Managers and Management
• Determining the business objectives in line with the vision of the business,
• Proactive planning for future growth, • Anticipating and planning for changes in the business
environment, • Integrating all the human, physical and informational
resources available, • Administering and controlling business activities, and • Accountability for the business operations and results.
The POLC cyclePlanning Establishes objectives and devises programs to achieve them •Establish mission statement •Determine specific objectives •Select strategies •Implement programs •Review and evaluate
Organizing Develops an organizational structure to implement strategies •Determine the way the business will operate •Choose tasks to be done •Determine the input mix •Assign tasks •Delegate authority and responsibility
Leading Use of power or influence to get the best out of workers •Give clear directions •Set the example •Communicate •Motivate
Controlling Keeping up standards •Assess and monitor performance •Compare with set standards •Identify variants •Take remedial action
Management Activities
ORGANIZING
PLANNING
LEADING
CONTROLLING
Activities
Management of time Strategic Thinking
Scheduling Confidence building
Motivation Evaluation
Interpersonal Forecasting
Team building Leading
Dispute settlement Coaching
Meeting/discussion Conceptual
Analyzing Delegation
Sort the following activities under Planning, Organizing, Leading and Controlling
Sort of Break!
Planning Organizing Leading Controlling
forecasting delegation team building evaluation
conceptual management of time coaching dispute
settlement
Strategic Thinking
meeting/discussion Interpersonal
analyzing Scheduling confidence building
leading
motivation
Better Done by IndividualBetter Done by Organization
Control
Setting Objectives
Arbitration
Planning
Organization
Leadership
Innovation
Administration
Strategy
Execution
Communication
Managerial Skills• Conceptual skills
– The ability to analyze and diagnose a situation and distinguish between cause and effect.
• Human skills– The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
• Technical skills– The specific knowledge and techniques required to
perform an organizational role.
Skill Distribution at Various Levels
Was this the role that launched a thousand followers?
List out the different roles of Managers
Managerial role - The set of specific tasks that a person is expected to
perform because of the position he or she holds in the organization
Interpersonal RolesFigurehead
LeaderLiaison
Decisional RolesEntrepreneur
Disturbance HandlerResource Allocator
Negotiator
Informational RolesMonitor
DisseminatorSpokesperson
Role Description Identifiable Activities
Figurehead The symbolic head who is required to perform a number of routine social or legal duties
Ceremony, status requests and solicitations
Leader Responsible for motivating and activating subordinates as well as for staffing, training and associated duties
Virtually all managerial activities involving subordinates
Liaison Maintains a self-developed network of outsiders and contacts who provide favors and information
Acknowledgments of mail, external board work and other activities involving outsiders
Interpersonal Roles
Role Description Identifiable Activities
Monitor Seeks and receives wide variety of special and current information to develop a thorough understanding of the organization and the environment so as to be the nerve centre of internal and external information of the organization
Handling mail and contracts concerned with receiving information (including periodical news and observational tours)
Disseminator Transmits information received from outsiders and subordinates to organization members some of it being factual, some involving interpretation and integration of diverse value positions of organizational influencers
Forwarding mail into organization for informational purposes, verbal contracts involving information flow to subordinates (review sessions and instant communication)
Informational Roles
Spokesperson Transmits information to outsiders about organization plans, policies, actions and results and serves as an expert about the organization's industry
Board meetings, handling mail and contracts involving the transmission of information to outsiders
Informational Role
Role Description Identifiable Activities
Entrepreneur Searches internally and externally for opportunities, initiates improvement projects to bring about change and supervises the design of certain projects
Strategy and review sessions involving initiation or design of improvement projects
Disturbance Handler
Responsible for corrective action when the organization faces important, unexpected disturbances
Strategy and review sessions involving disturbances and crises
Decisional Roles
Resource Allocation
Responsible for the allocation of resources thereby making or approving all significant decisions
Scheduling, requesting authorization, budget activities, and programming subordinates' work
Negotiator Responsible for representing the organization at major negotiations
Negotiation
Decisional Roles
Case Study
• Successful managers – defined operationally in terms of the speed of their performance within the organisation
• Effective managers – defined in terms of the quantity & quality of standards of performance & the satisfaction & commitment of subordinates
How Managers Spend their
• Traditional Management: Decision making, planning and controlling
• Communication: Exchanging routine information and processing paperwork
• People Management: Motivating, disciplining, managing conflict, staffing and training
• Networking: Socializing, politicizing and interacting with outsiders.
Study by LuthansAverage Managers
Successful Managers
Effective Managers
ACTIVITY Percentage of Time
Traditional Management
32 13 19
Communication 29 28 44
People Management
20 11 26
Networking 19 48 11
Thank You