roles of management
TRANSCRIPT
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Roles & Functions of Management
BCN 4712
Managing Construction Operations
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Overview The Management Pyramid
Management Styles
3 +1 Roles of Management
4 Functions of Management
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Layers of Management Operative management
coordination and control of direct work
Business operations management competition, markets, resources
Strategic management
long term planning, visions, ’reading’ theenvironment
Institutional management
legitimating, society, ’lobbying’
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Types of Managers Top Management: executives
CEO President VP
Middle Management: directors Project Managers
First-line management Superintendent Chief Estimator
Non-supervisory employees
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The Management Pyramid
First-lineManagers
MiddleManagers
Top
Managers
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The Management Pyramid
First-lineManagers
MiddleManagers
Top
Managers
President, CEO, VP •Make long-range plans
•Establish policies
•Represent the company
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The Management Pyramid
First-lineManagers
MiddleManagers
Top
Managers
•Implement goals
•Make decisions
•Direct first-line managers
Sr PM, PM, Controller, Marketing
Manager, Sales Manager
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The Management Pyramid
First-lineManagers
MiddleManagers
Top
Managers
•Implement plans
•Oversee workers
•Assist middle managers
Office Manager,
Supervisor, Foreman,
Department Head
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What Managers Do Managerial activities differ by
The functions managers serve
The roles in which managersoperate
The dimensions of each
manager’s job
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Mintzberg (1975): The Roles
of Management Roles in interaction: Interpersonal
Head of an organization
Leader Center of communication
Communicative roles: Informational
Surveillant Information sharer
Spokesperson
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Mintzberg (1975): The Roles
of Management Roles in decision making: Decisional
Entrepreneur
Problem solver
Resource allocator
Negotiator
Role as change agent: Innovation
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Informational
Decisional
Interpersonal
The Roles of
Management
+ Innovator!
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The Manager as Innovator The entrepreneurial process
The competence building process
The renewal process
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The Functions of Management Planning
Organizing
Staffing
Leading
Directing Controlling
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The Functions of Management
Planning
Controlling
Organizing
Directing
Environment
Phases intheory
Phases inpractice
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Function 1: PlanningDevelop Strategies
for Success
Set Goalsand Objectives
Develop Action Plans
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Function 2: OrganizingEmployee Activities
Facilities and Equipment
Decision Making
Supervision
Resource Distribution
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Function 3: Directing
ImplementingPlans
MotivatingPeople
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Function 4: ControllingMonitoring Progress
Resetting the Course
Correcting Deviations
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Functions of Management Versus Leadership 1/2
Management producesOrder and Consistency
Planning / Budgeting
Establish agendas
Set time tables
Allocate resources
Organizing / Staffing
Provide structure Make job placements
Establish rules andprocedures
Leadership producesChange and Movement
Establishing Direction
Create a vision
Clarify big picture
Set strategies
Aligning People
Communicate goals Seek commitment
Build teams andcoalitions
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Functions of Management Versus Leadership 2/2
Management
Controlling /
Problem Solving Develop incentives
Generate creativesolutions
Take correctiveaction
Leadership
Motivating and
Inspiring Inspire and energize
Empowersubordinates
Satisfy unmet needs
John P. Kotter 1990
What Skills Do Managers Need? (Katz
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What Skills Do Managers Need? (Katz1955)
Interpersonal skills
Sensitivity
Persuasiveness
Empathy
Conceptual skills Logical reasoning
Judgment
Analytical abilities
Adapted from Exhibit 1.5: Managers’ Skills
Technical skills Specialized knowledge
(Including when andhow to use the skills)
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I m p o r t a n
c e
Importance of Managerial Skills atDifferent Organizational Levels
High
Low
Entry Level
Managers
Mid-LevelManagers
Top LevelManagers
Adapted from Exhibit 1.6: Relative Importance of Managerial Skills at Different Organizational Levels
Interpersonal skills
Technical skills
Conceptual skills
EXHIBIT 1 5 SKILLS NEEDED AT DIFFERENT
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EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENTMANAGEMENT LEVELS
1-24
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Who Succeeds? Who Doesn’t Potential managerial leadersshare traits early on:
Have survived stressfulsituations
Frequently described asmoody or volatile. May beable to keep their temper
with superiors during crisesbut are hostile toward peersand subordinates.
Maintain composure instressful situations, arepredictable during crises,
are regarded as calm andconfident.
Those who don’t quite
make it:Those who succeed:
Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?
Bright, with outstandingtrack records
Have been successful, butgenerally only in one area ortype of job.
Have diverse trackrecords, demonstratedability in many different
situations, and a breadthof knowledge of thebusiness or industry.
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Who Succeeds? Who Doesn’t Potential managerial leadersshare traits early on:
Ambitious and orientedtoward problem solving
May attempt to micro-manage a position, ignoringfuture prospects, may staff
with the incorrect people orneglect the talents theyhave, may depend too muchon a single mentor, callingtheir own decision-makingability into question.
While focusing on problemsolutions, keep their mindsfocused on the next
position, help developcompetent successors,seek advice from manysources.
Those who don’t quite
make it:Those who succeed:
Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?
Have a few flaws Cover up problems whiletrying to fix them. If the prob-lem can’t be hidden, they
tend to go on the defensiveand even blame someoneelse for it.
Make a few mistakes, butwhen they do, they admitto them and handle them
with poise and grace.
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Who Succeeds? Who Doesn’t Potential managerial leadersshare traits early on:
Those who don’t quite
make it:Those who succeed:
Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?
Good people skills May be viewed as charmingbut political or direct buttactless, cold, and arrogant.
People don’t like to workwith them
Can get along well withdifferent types of people,are outspoken without
being offensive, areviewed as direct anddiplomatic.
Source: Adapted from M. W. McCall, Jr. and M. M. Lombardo, “Off the Track: Why and How Successful
Executives Get Derailed,” Technical Report #21 (Greensboro, N.C.: Center for Creative Leadership, 1983),
pp. 9-11.