copyright atomic dog publishing, 2003 management: skills, roles, and modern challenges chapter 2

Copyright Atomic Dog Publishing, 2003

Management: Skills, Roles, and Modern Challenges

Chapter 2

Copyright Atomic Dog Publishing, 20032/22

Organizational Performance

Productivity—is used to refer to what is being accomplished in the organization through the utilization of “resources”


The Management System

As any organization increases in size and complexity, its managers must adapt by becoming more specialized

One result of specialization is the categorization of managers into a variety of types: First-line Middle Top


First-Line Management Coordinates the work of others (operatives) who are

not themselves managers

Often called supervisors, office managers, or forepersons

Subordinates may be blue-collar workers, salespersons, accounting clerks, scientists, etc.

Responsible for the basic work of the organization

In daily or near daily contact with subordinates

Work with subordinates and other first-line supervisors whose tasks are related to their own


Middle Management

Coordinates the activity of a sub-unit of the organization

Known in many organizations as the departmental manager, plant manager, or director of operations

Unlike first-line managers, middle managers plan, organize, lead, and control the activity of other managers

Key implementer of corporate strategy


Top Management

Responsible for the performance of the entire organization

Small cadre of managers—chief executive officer (CEO), chief financial officer (CFO), chief information officer (CIO), president, and/or vice president

Unlike other managers, top managers are accountable to no one other than the owners of the resources used by the organization


Managerial Skills


Managerial Skills

Managers must possess and seek to further develop many critical skills

A skill is an ability or proficiency in performing a particular task

Various skills classifications are important in performing managerial skills


Managerial Skills (cont.)

Technical Skills

Analytical Skills

Decision-Making Skills

Digital Skills

Human Relations Skills

Communication Skills

Conceptual Skills


Managerial Skills (cont.) Technical Skills—ability to use specific

knowledge, techniques, and resources in performing work Important at the first-line management level

Analytical Skills—use scientific approaches or techniques to solve problems Ability to identify key factors, and understand how

they interrelate Ability to diagnose and evaluate Ability to see how multiple, complex variables

interact and to conceive of ways to make them act in a desirable manner



Decision-Making Skills—select a course of action

Digital Skills—conceptual understanding of computers and telecommunications Increases a manager’s productivity Enables managers to manipulate data and perform

“what if” scenarios



Human Relations Skills—accomplish work through other people; ability to work with, communicate with, and understand others Popularity of team-based management has

increased the necessity for strong interpersonal skills

A key interpersonal attribute is political skill—the ability to get things done by understanding and working through others outside of formally prescribed organizational mechanisms


Managerial Skills (cont.) Communication Skills—written and oral

transmission of common understanding Need for excellence in writing, speaking, listening,

and interpersonal communication skills (teamwork, working with culturally diverse populations, and adapting to change and the environment)

Conceptual Skills—ability to see the big picture, i.e., the complexities of the overall organization, and how the various parts fit together Visionary leadership—develop strategic visioning

and process tools to help it reassess and (if necessary) reframe organizational vision periodically


Managerial Roles


Managerial Roles

Examine what managers actually do and how they spend their time

Henry Mintzberg—conducted one of the most frequently cited studies of managerial roles


Managerial Roles (cont.)

Liaison Role Interpersonal relationships outside of authority area

Information Roles Monitor Disseminator Spokesperson

Decision Roles Entrepreneur Disturbance handler Resource allocator Negotiator


Modern Challenges for Managers

Information Technology

Globalization

Intellectual Capital


Modern Challenges for Managers

Information Technology—computers, the Internet, intranets, telecommunications, software Determine the most effective technologies Determine best way to network an organization’s

system Determine necessary types of security Be aware of the opportunities and threats it poses


Modern Challenges for Managers (cont.)

Globalization—the ability and freedom to connect to almost anyone, anytime, and anywhere From fax to Internet Global trading blocks and work trade agreements,

e.g., NAFTA, MERCOSUR, ASEAN, EU Access to local markets from anywhere



Pros

Access to local markets from anywhere

Increase labor pool

Reduce costs

Cons

Cost some American workers their jobs

Sudden influx of competitively priced, foreign products

Globalization



Intellectual Capital Assets in the minds of workers rather than in

machinery, bricks, and mortar Intellectual material—knowledge information,

intellectual property, experience—that can be put to use to create wealth

Sum of everything everybody in a company knows that gives it a competitive advantage

Knowledge management—techniques managers can employ to capture and use the knowledge that is generated within the organization


End of Chapter 2

copyright atomic dog publishing, 2003 management: skills, roles, and modern challenges chapter 2

Documents

managerial skills managers

critical skills

line managers

organization slide

managers productivity

office managers

categorization of managers

middle managers plan