management core skills part i

MANAGEMENTMANAGEMENTCORE SKILLSCORE SKILLS

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Morsy I. M.Morsy I. M.

PartPart I I

O B J E C T I V E SO B J E C T I V E S

To understand and practice the To understand and practice the basic needed skills of basic needed skills of

management.management.

T O P I C ST O P I C S

THE MANAGER’S ROLL The unique nature of managerial work. Coping with Environmental Forces. The Power of Human Resources.

Part I. What is Expected of Managers


PLANNING Setting Goals and Creating Plans and

Programs.

ORGANIZING Dividing Up the Work in a Structured

Framework.

Part II. What Managers Do


LEADING Showing the Way

Directing:• Communicating• Aligning the team• Motivating and inspiring

Stuffing correctly by• Selecting and keeping the best.• Placing the write people in the write jobs.• Train and teach new skills.



Controlling Monitoring Progress and Exercising Control

with Fairness and Consistency Correcting errors Disciplining Appraising

Achieving Both Personal & Business Goals.



TQM & Continuous Improvement Problem Solving & Innovation Information Technology Managing Challenges Managing Conflicts Creativity

Part III. Skills that Managers Develop and Apply

Part I.

What is Expected of What is Expected of Managers?Managers?

The unique nature of managerial work.

Coping with Environmental Forces.

The Power of Human Resources.

THE UNIQUE NATURE OF THE UNIQUE NATURE OF MANGERIAL WORKMANGERIAL WORK

Management Definition:

Leading a

team to

achieve

planned

objectives


Definitions:Management is the process of obtaining,

deploying, and utilizing a variety of essential resources in support of an organization's objectives. One of the most essential resources of an organization is its employees.

Managers devote a large portion of their efforts to planning, directing, and controlling the work of these human resources.


Definitions:One clear distinction between managers and

other employees, however, is that managers direct the work of others rather than performing the actual work themselves.

This is not to say that managers do not put their hands on the work when they instruct, teach, and coach.

They do, of course. Managers do this, however, not as a productive effort of their own but to develop the skills of their employees.


Key Concepts Regarding Managerial Work:1.The tasks and services that managers

perform are uniquely different from those of others in an organization.

2.In carrying out their work, managers perform five unique functions for an organization.

3.Managers play three important roles in an organization and apply three basic skills.

PO

L

A

C

ConceptualTechnical

Human Relations


Key Concepts Regarding Managerial Work:4.The effectiveness of managers is judged

by the results that they obtain for the organization by using the resources available to them.

5.Effective managers are able to discern differences between situations and to apply methods whose appropriateness is contingent upon the dominant factors in each situation.

RESOURCES

RESULTS


Managerial levels:Managers at the bottom of the

hierarchy are conveniently described as "first-level managers." Their titles most often include

"supervisor“.

ExecutivesTop level

Middle ManagersMiddle level

First Line SupervisorsFirst level

The large body of managers whose positions lie between the top and the bottom are called "middle managers." Their titles are called "manager of accounts

receivables," "manager of manufacturing," "director of engineering," "merchandising manager," and the like.


Managers should differentiate between managerial work and other tasks.They should devote their time and energy to the

former and avoid the latter.When managers perform non-managerial work, the

organization is likely to suffer in the long run.

Managers not only direct the work of others, they are also responsible for the work of others.


The five functions that managers perform and how these functions

affect the work of others are:

PLANNING

ORGANIZING

LEADING

CONTROLLING

ACHIEVING

THE UNIQUE NATURE OFTHE UNIQUE NATURE OFMANGERIAL WORKMANGERIAL WORK

The Five FunctionsThe Five Functions

PLANNINGMission/Strategy planning – Objective setting.

ORGANIZINGOrganizing time and work – Decision making.

LEADINGStaffing, Setting direction, Aligning, motivating and inspiring.

CONTROLLINGCorrecting errors, disciplining and appraising.

ACHIEVINGGetting the right things done

Managerial roles have been characterized as:1. Interpersonal,2. Informational, and 3. Decisional.

In the interpersonal role, the manager may act as: A figurehead by representing the organization at formal

functions.Or liaison between departments, Or most frequently may play an important part as the leader

who inspires others.

THE UNIQUE NATURE OFTHE UNIQUE NATURE OFMANGERIAL WORKMANGERIAL WORK

The Three RolesThe Three Roles


In the informational role, the manager may be the person who:Is the source of important data and, as such, the

disseminator of that information to others. Or the manager may be viewed by the public, for example,

as its spokesperson. In the decisional role,

The manager often acts as a crisis handler, Deciding what to do, for example, when the power fails or a

competitor cuts its prices. The manager also acts as a negotiator between the firm and

its suppliers. The most common and most difficult decisional role is that of allocating of resources, as, for example, when a decision must be made about who in the department will get a computer terminal and who will not.


Managerial Skills As in performing key functions and playing a

variety of roles, managers must also acquire, develop, and apply three basic kinds of expertise. These have been identified as: 1. Conceptual skills,2. Human relations, or interpersonal skills, and 3. Technical skills.

Managers play three important roles in an organization and apply three basic skills.

Supervisors Middle Managers Executives

Technical Skills

Human Relations Skills

Conceptual Skills

How requirements for basic managerial skills vary at different levels of management


Converting: Managers are in charge of a process that

converts resources into results, or inputs into outputs.

This process, called the conversion process

The effectiveness of managers is judged by the results that they obtain for the organization by using

the resources available to them.

Resources Results

Output

Quality

Cost containment

Productivity

Profitability


Managing resources to attain results.

Resources

Results

Facilities and equipment

Energy and utilities

Materials and supplies

Human Resources

Information

Money and Capital


Implications of Situational Variations: Managers must carefully balance the relationship

between Results and Resources. To seek for maximum results from minimum resources

is waste of …, …etc. this is often leads to failure. Effective managers focus their attention ton resources

as well as results. The most effective managers manage for optimum (not

maximum) results. Of the many methods and techniques available to

managers, there is no single one that works well in all situations. If each theory, concept, or technique were universally

applicable, there would be no need for managers.


Two descriptive terms in this approach are used: Situational management Contingency management

This needs the ability to analyze a particular situation, identify its dominant features and to differentiate it from others – and then to choose the most appropriate approach.• This what separates ordinary managers from superior ones.

Effectiveness managers are able to discern differences between situations and to apply

methods whose appropriateness is contingent upon the dominant factors in each situation.

Part I.





Coping with Environmental Coping with Environmental Forces Forces

Key Concepts Regarding the managerial Environment.Managers operate in an open systemThey conform to hierarchal influencesThey contend with, and for, environmental forcesThey span the boundaries of their systems.They integrate three management approaches

Managers perform their work in an open system thatrestricts their freedom to act indiscriminately but

enlarges their opportunities to seek outsideresources and support


Closed System

Manager

ConversionProcess

Resources Results

Environment

Environment


Open System

Manager

ConversionProcess

Resources Results

Environment

Environment

interacting with interacting with Environmental Forces Environmental Forces

Hierarchal Spheres of InfluenceStrategic influenceAdministrative influenceOperational Influence

ManagerThe internal constituents of a

manager’s organizational system represent a source of

both support and conflict

Coping with Environmental ForcesCoping with Environmental Forces

Partisanship That is the people who are joined together in a single

activity.As a department they develop an attitude of “us against

them”

Factionalism Warring on partisanship grounds

This should be avoided Managers must be aware of a reasonable degree of “Party Loyalty”

among members of particular department. Cooperation between departments is a two way street. It is highly dependent upon a willingness to give as well as to take.


Managers compete with, as well as look for support from,Independent forces in the external environment

In which the parent organization exists and which it depends upon for survival.

Successful managers span the boundaries of the systems in which they operate so as to optimize support and

minimize resistance from, and conflict with, contending factions and forces.

Coping with Environmental ForcesCoping with Environmental Forces

When threatened by the environment, managers don’t just lie there and take it.

Instead, they monitor the perimeter of their departments, or of the company, warding off invasion from hostile forces, and scanning the horizon for friendly assistance.

Such surveillance beyond the boundaries of their functional responsibility, in order to detect changing conditions and prepare to adapt their own operations to accommodate them, is called “Boundary Spanning”.

Part I.





The Power of Human Resources The Power of Human Resources

Key Concepts Regarding the Management of Human Resources.Employees must know the performance that

managers expect from them.Performance reflects motivational needs, attitudes,

and values.Managers must establish effective one-on-one

relationships with employees.Relationships with small work groups are different

than large groups.

The Power of Human The Power of Human Resources Resources

Organizational productivity begins with employees who know what is expected of them in terms of

performance and cooperation. It is the manager’s responsibility to

convey this information.

The Power of Human ResourcesThe Power of Human ResourcesPerformance:

Managers are judged by the results they accomplish.

Employees are judged not only by their results but also how hard they try to attain them.

Performance is a combination of behavior and results.Specification of employees’ performance has

three important dimensions or measurements.Attendance and Promptness.EffortResults

The Power of Human ResourcesThe Power of Human Resources

Cooperation implies three related behaviors:A ready willingness to join the common

effort “team work”An acceptance of reasonable direction

and instruction.A commitment to the job.


An individual’s performance is deeply depend upon his or her unique perceptions, potential, and personality. Managers must accept these differences between

people as “givens,” since they are related to individuals’ heredity, environment, and

experience, and there is little that can be done to change them.

The Power of Human ResourcesThe Power of Human ResourcesPerception

Refers to how a person sees the world.One person will perceive a job as “boring” another as

“interesting”Potential

Covers such characteristics as “skills” and inherent capabilities.

PersonalityHas been linked to the sum total of everything an

individual does. In a work related situations, four personality

characteristics are important Risk takingSelf-disciplineTolerance of doubtsSelf-centeredness


An individual’s performance also reflects his or her

personal needs, attitudes, and values. Managers must be sensitive to these qualities

and respond to them in such a way as to create conditions that encourage the release of

each person’s potential.

The hierarchy of human needs by Abraham Maslow

Security

Survival

Social Needs

Esteem

Self Actualization


The hierarchy of human needs by Abraham Maslow

Security

Survival

Social Needs

Esteem

Self Actualization

Physiological needs

Psychological needs

The need to do the work we like

The need to feel worthy and respected

The need for love and to be a member of a group

The need to feel safe and secured

The need to stay alive, to breath, to eat, to drink, to sleep to reproduce

Low order needs must be satisfied before higher order needs are activated


Theory XDislikes and avoid workMust be forced or threatened with punishment

before making an effort to meet organizational goals.

Is passive and likes to be hold what to do rather than to accept responsibility.

The average person

McGregor’s Theory X and Theory YTwo contrasting Views of Human Nature in Work Situations


Theory YFinds work as natural to playIs most motivated by the inherent satisfaction of

work, not by force.Becomes committed to goals through rewards for

individual initiative and actionAccept and seeks responsibility.Is creative in solving an organization’s problems.

McGregor’s Theory X and Theory YTwo contrasting Views of Human Nature in Work Situations


Fredrick Herzberg, gave another meaning to the work of bothMaslow and McGregor

Security

Survival

Social Needs

Esteem

Self Actualization

Theory Y

Theory X

Motivation through job enhancement

Dissatisfaction if these

needs are not met

MaslowHierarchy of needs

HerzbergTwo factor theory

McGregorContrasting views of human

nature in work situations

The Power of Human ResourcesThe Power of Human Resources Herzberg Two-Factor Theory

Area of satisfaction

Motivators

Achievement, recognition, responsibility, personal growth, work itself

Area of dissatisfaction

Hygiene factors

Working conditions, pay + security, company policies, supervisors Interpersonal relationships

Highly satisfied

Neutral

Highly dissatisfied