Who is a manager

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Who is a manager
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Purpose

• Appreciate differences in different levels of
  management.
• Focus on Skill sets managers need
• Management as a career option

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Broad types of managers

• Line managers directly contribute to the
  production of the organizations basic goods or
  services.

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Line mangers
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• Creates a chain of authority, responsibility, and
  communication across levels of an organization.
  (Note much different from book and on tests
  consider my definition).
• That is a manager has direct supervision
  responsibilities.

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ss

• In accounting, finance, marketing, MIS,
  production, Transportation and Logistics you may
  eventually become a manager if you choose to
  pursue direct supervision of others.

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Staff manager

• Use special technical expertise to advise and
  support line workers.
• Staff positions. No direct responsibility but
  need to get line managers to comply with
  organizational directives across departments or
  functions.
• Example Human Resources and IT.

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In this course

• I largely focus on line management.

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Level of management

• What managers do varies by different levels.
  Correspondingly different skills need to be
  emphasized.

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video

• Three levels.

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In either case

• Top managers are mostly involved with strategic
  planning. Long term decisions.
• Crisis management with group outside of the
  organization.

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Middle managers

• Operate large units or departments.
• No direct supervision.
• Establish policies and procedures (top down
  control mechanism) or support (motivational
  mechanisms) to maximize worker assistance in
  meeting customer needs.
• Moderate term decision making

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Supervisors or team leaders

• Day to day decisions with direct supervision.
  Ensure that those responsible for the work do the
  work in compliance with organizational goals.

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• As we will learn this is not always the watchdog
  perspective.
• Managers may delegate responsibility and
  accountability.

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Regardless

• Each level engages in planning, organizing,
  leading, and controlling.
• Each level focuses on different issues.
• Provide examples.

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• This course focuses on how different levels of
  management plan, organize, lead, and to a lesser
  extent control.
• Tendency to focus on top management perspective
• Purpose is to get those who become managers to be
  familiar with expectations.

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What does it take to be an effective manager.

• How many want to be manager of some unit?
• Why?
• If not, how to effectively work with your manager.

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exercise

• Think of someone. Movie, book, real person.
  What do they do that is Planning, leading,
  organizing, controlling?
• Come up with one each.

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Managerial skill Set

• Human skills--Preeminent. Include Human
  relations skills and communication skills.
• Conceptual skills--tolerance of uncertainty,
  planning skills, creativity.
• Technical skills (managers come from functional
  areas and need to know marketing, accounting,
  etc.)

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Applicability to different levels of Management

• Conceptual more important at higher levels
  (general management skills).
• Technical most important at lower levels.
• Interesting transitions and raises issues related
  to the Peter Principle--Rising to levels of
  incompetence.

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Personal characteristics

• On next slides
• Write S if perceive strong
• Write G if Good but room to grow
• Write W for weak--this one needs work
• U for unsure.

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• Leadership--ability to influence others
• self-objectivity-know thyself
• Critical thinkinggather and analyze information
  to make creative solutions.
• Teamwork-- work effectively with others
  especially in dealing with differencesconflict,
  negotiation, consensus building.

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• Oral communication
• Written communication
• Professionalism--Ability to create a good
  impression
• Self management Resistance to stress, tolerance
  for uncertainty, flexibility.

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Are these learned skills?

• For the most part they are.
• Learnable as adults.
• Example Oral communications

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Was there anyone with 10 points?
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Demand for Managers is far greater than natural
supply

• Training and development is essential.

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Research suggests

• 2/3 are universal for all companies
• 1/3 unique skills for any company.
• Companies are increasingly using core
  competencies of managers. Some universal some
  specific.

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Case 3M

• Fundamental--Personal qualities
• Ethics and integrity
• Intellectual capacity
• maturity and judgement
• Some overlap.

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Essential

• Focus on continual development
• Customer orientation
• Developing people
• inspiring others
• business results
• Largely unique

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Visionary

• Global perspective
• vision and strategy (creating alignment)
• Nurturing innovation
• Building alliances
• Organizational agility (ability to leverage 3M
  culture and assets)

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Summary

• What does it take to be an effective
  manager--career issues.
• Dont forget about this. Your first project will
  entail this information.