4. Define Managers And Management.
Explain What Managers Do.
Describe The Competencies Used In Managerial Work
And Assess Your Current Competency Levels.
5. Introductory Concepts: What Are
Managerial Competencies?
Competency – a combination of knowledge,
skills, behaviors, and attitudes that contribute to
personal effectiveness
Managerial Competencies – sets of knowledge,
skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions
and various types of organizations
6. Why are Managerial Competencies
Important?
You need to use your strengths to do your best
You need to know your weaknesses
You need developmental experiences at work to become
successful leaders and address your weakness
You probably like to be challenged with new learning
opportunities
Organizations do not want to waste human resources
Globalization deregulation, restructuring, and new
competitors add to the complexity of running a business
9. What Is An Organization?
A formal and coordinated group of people who
function to achieve particular goals
These goals cannot be achieved by individuals
acting alone
An organization has a structure, discussed in depth
in Chapter 11
10. An organization has a structure.
An organization consists of a group of people
striving to reach goals that individuals acting
alone could not achieve.
11. Management
Organization
Two or more people who work together in a structured
way to achieve a specific goal or set of goals.
Goals
Purpose that an organization strives to achieve;
organizations often have more than one goals, goals are
fundamental elements of organization.
The Role of Management
To guide the organizations towards goal
accomplishment
12. - People responsible for
directing the efforts aimed
at helping organizations
achieve their goals.
- A person who plans,
organizes, directs and
controls the allocation of
human, material, financial,
and information resources
in pursuit of the
organization’s goals.
13. Management refers to the tasks and activities involved in
directing an organization or one of its units: planning,
organizing, leading, and controlling.
The process of reaching organizational goals by working
with and through people and other organizational resources.
14. Functional Managers: A manager responsible for
just one organizational activity such as accounting,
human resources, sales, finance, marketing, or
production
Focus on technical areas of expertise
Use communication, planning and
administration, teamwork and self-
management competencies to get work
done
Function: A classification referring to a group of
similar activities in an organization like marketing or
operations.
15. General Managers: responsible for the operations
of more complex units—for example, a company or
division
Oversee work of functional managers
Responsible for all the activities of the unit
Need to acquire strategic and multicultural
competencies to guide organization
(cont’d)
Many Other types of managers
19. Planning involves tasks
that must be performed to
attain organizational goals,
outlining how the tasks
must be performed, and
indicating when they
should be performed.
20. Planning
Determining organizational goals and
means to reach them
Managers plan for three reasons
1. Establish an overall direction for the
organization’s future
2. Identify and commit resources to achieving
goals
3. Decide which tasks must be done to reach
those goals
Discussed in depth in Chapter 7 & 8
21. Organizing means assigning the planned tasks to
various individuals or groups within the
organization and cresting a mechanism to put plans
into action.
22. Organizing
Process of deciding where decisions will be made, who
will perform what jobs and tasks, and who will report
to whom in the company
Includes creating departments and job descriptions
23. Leading (Influencing) means guiding the activities
of the organization members in appropriate
directions. Objective is to improve productivity.
24. Leading
Getting others to perform the
necessary tasks by motivating them to
achieve the organization’s goals
Crucial element in all functions
Discussed throughout the book and in
depth in Chapter 15—Dynamics of
Leadership
25. 1. Gather information that measures recent performance
2. Compare present performance to pre-established standards
3. Determine modifications to meet pre-established standards
26. Controlling
Process by which a person, group,
or
organization consciously monitors
performance and takes corrective
action
Discussed in depth in Chapter 10
28. Top Managers
Responsible for providing the overall direction of an
organization
Develop goals and strategies for entire organization
Spend most of their time planning and leading
Communicate with key stakeholders—stockholders,
unions, governmental agencies, etc., company
policies
Use of multicultural and strategic action
competencies to lead firm is crucial
29. First-line Managers: have direct responsibility for
producing goods or services Foreman, supervisors,
clerical supervisors
Middle Managers:
Coordinate employee activities
Determine which goods or services to provide
Decide how to market goods or services to customers
Assistant Manager, Manager (Section Head)
Top Managers: provide the overall direction of an
organization Chief Executive Officer, President, Vice
President
30. First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the
organization’s work
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management,
teamwork, and communication competencies to get work
done
31. Middle Managers
Responsible for setting objectives that are consistent with
top management’s goals and translating them into specific
goals and plans for first-line managers to implement
Responsible for coordinating activities of first-line
managers
Establish target dates for products/services to be delivered
Need to coordinate with others for resources
Ability to develop others is important
Rely on communication, teamwork, and planning and
administration competencies to achieve goals
33. Introductory Concepts: What Are
Managerial Competencies?
Competency – a combination of knowledge,
skills, behaviors, and attitudes that contribute to
personal effectiveness
Managerial Competencies – sets of knowledge,
skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions
and various types of organizations
34. Six Core Managerial Competencies:
What It Takes to Be a Great Manager
Communication Competency
Planning and Administration Competency
Teamwork Competency
Strategic Action Competency
Multicultural Competency
Self-Management Competency
35. Communication Competency
Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
Informal Communication
Used to build social networks and good
interpersonal relations
Formal Communication
Used to announce major events/decisions/
activities and keep individuals up to date
Negotiation
Used to settle disputes, obtain resources,
and exercise influence
36. Deciding what tasks need to be done, determining
how they can be done, allocating resources to enable
them to be done, and then monitoring progress to
ensure that they are done
Information gathering, analysis, and problem solving
from employees and customers
Planning and organizing projects with agreed
upon completion dates
Time management
Budgeting and financial management
37. Accomplishing tasks through small groups of
people who are collectively responsible and
whose job requires coordination
Designing teams properly involves having
people participate in setting goals
Creating a supportive team environment gets
people committed to the team’s goals
Managing team dynamics involves settling
conflicts, sharing team success, and assign tasks
that use team members’ strengths
38. Strategic Action Competency
Understanding the overall mission and values of
the organization and ensuring that employees’
actions match with them
Understanding how departments or divisions of
the organization are interrelated
Taking key strategic actions to position the firm
for success, especially in relation to concern of
stakeholders
Leapfrogging competitors
39. Snapshot
―Sony must sell off businesses that don’t fit
its core strategy of fusing gadgets with films,
music, and game software. That means
selling off its businesses in its Sony Financial
Holdings, which are very profitable.‖
Howard Stringer, CEO, Sony
40. Understanding, appreciating and responding to
diverse political, cultural, and economic issues
across and within nations
Cultural knowledge and understanding of the
events in at least a few other cultures
Cultural openness and sensitivity to how others
think, act, and feel
Respectful of social etiquette variations
Accepting of language differences
41. Self-Management Competency
Developing yourself and taking responsibility
Integrity and ethical conduct
Personal drive and resilience
Balancing work and life issues
Self-awareness and personal development
activities
42. Snapshot
―My strengths and weaknesses haven’t
changed a lot in 51 years. The important
thing is to recognize the things you don’t do
well and build a team that reflects what you
know the company needs.‖
Anne Mulcahy, CEO, Xerox
Self-Management Competency
43. Learning Framework for Managing
Part I: Overview of Management
Part II: Managing the Environment
Part III: Planning and Control
Part IV: Organizing
Part V; Leading
