Business homework
Fattemahb
Chapter01.pptxB628:Managing organisation and people
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Chapter 1
What do managers do?
( 7 readings )
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Introduction
Henry Fayol was a French industrialist and developed the theory of management.
According to him, managerial excellence is a technical ability and can be acquired.
He developed theories and principles of management which are universally accepted.
He was pioneer of the formal education in management.
Fayol's principles of management meet the requirements of modern management.
Technology Management: Activities and Tools
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Reading -1 What do managers actually do ? (1)
Henri Fayol defined management as a process of:
Involving
Forecasting
Planning
Organizing
Commanding
Leading
Coordinating and
Controlling of human and other resources
to achieve organizational goals efficiently and effectively.
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Reading -1 What do managers actually do ? (2)
Managers feel ill-prepared for their role and wonder whether they are doing the ‘right’ things. Why?
Because :
Of constant interruptions.
Always reacting to events / requests rather than initiating them.
Most of my time is spent on day-to-day matters.
Always have to argue about work responsibilities and resources.
Never have time to think and immediate decisions always needed.
Spend time talking to people and never actually doing anything.
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What is managerial effectiveness? (1)
Managers are effective only when they achieve organization aims and objectives.
Every manager should know the purpose of his organization, of his job and work.
Managers performance and effectiveness may be measured setting key performance indicators , such as objectives.
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What is managerial effectiveness? (2)
Peter Ferdinand Drucker, an Austrian-born American management consultant, educator, and author, suggests that effective managers follow the following practices :
1. Ask ‘what needs to be done’
2. Ask ‘what is right for the enterprise’
3. Develop action plans
4. Take responsibility for decisions
5. Take responsibility for communicating
6. Focus on opportunities
7. Run productive meetings.
8. Think and say ‘we’ rather than ‘I’.
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What does effectiveness depend on? (1)
Four sets of factors influence manager effectiveness:-
1- Manager him/her self
2- Manager job
3-The people manager works with
4-Manager organization
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What does effectiveness depend on? (2)
Four sets of factors influence manager effectiveness:-
1- Manager him/her self :
He/she brings a unique blend of knowledge, skills, attitudes, values and experience to his/her job.
2- Manager job :
Just as he/she is unique, so is his/her job in its detailed features and some of its demands .
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What does effectiveness depend on? (3)
3-The people manager works with :
He/she exerts a major influence on how effective he/she can be as a manager.
A manager is a person who gets work done through other people .
Someone with so much work to do that he must get other people to do it .
One measure of managerial effectiveness is the extent to which a manager can motivate people and coordinate their efforts to achieve optimum performance.
Managers do not control people in the way they control other resources .
Manager effectiveness is limited by the qualities, abilities and willingness of people which they work with and depends on.
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What does effectiveness depend on? (4)
4-Manager organization :
The organization determines how effective a manager can be.
How the organization is structured and manager position affect his authority and responsibilities, and impose constraints on what he is able to achieve.
Similarly, organization culture, influences his ability to be effective as a manager.
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Reading -2 Your Job (1)
Fast pace and pressures of managerial life leave managers to have any real opportunity to reflect on the nature of their job.
Dr. John P. Kotter (born 1947) is a Professor of Leadership, Emeritus, at the Harvard Business School,] a New York Times best-selling author, and the chairman of Kotter International, a management consulting firm based in Seattle and Boston.
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Reading -2 Your Job (2)
John P. Kotter examined the inefficient ways in which managers work. He found that their activities are brief, fragmented and frequently unplanned.
They:
Spend most of their time with outsiders who seem to be unimportant.
Hold lots of brief conversations on inconsequential matters, often unconnected with work they do.
They ask many questions but rarely seem to make any ‘big’ decisions during their conversations.
They seldom tell people what to do. Instead, they ask, request, persuade and sometimes even intimidate.
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To Kotter manager behavior is
less systematic,
more informal
and less well organized .
However, such behavior is due to manager:
1- Working despite uncertainty, great diversity with enormous amount of potentially relevant information.
2- Working through a large and diverse set of people.
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Thus, what seems inefficient behavior is, in fact, is an efficient and effective way of:
1- Gathering up-to-the-minute information for decisions.
2- Building informal networks of relationships to enable them to get their decisions implemented.
Two approaches have been suggested of what managers do:
A- The ‘job description’ approach.
B- The roles of a manager approach.
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The job description approach : It list all activities a manager perform.
1. The manager’s job : Makes forecasts , makes analyses , weighs risks , makes decisions, and determines goals .
2. The manager and his team : Builds and maintains team, selects staff and sets performance standards .
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The roles of a manager approach:
Henry Mintzberg (1971) identified six characteristics for a managerial work:
Manager performs a great quantity of work at an insistent pace.
Managerial activity is characterized by variety, fragmentation and brevity.
Managers prefer current and specific issues.
Manager sits between organization and a network of contacts.
Manager shows a strong preference for verbal communication.
Manager appears to be able to control his own affairs.
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Mintzberg identified managerial roles under three broader headings:-
1. Interpersonal roles :
a. Figurehead due to their formal authority and symbolic representative position.
b. Leader .
c. Contact, where managers maintain a network of relationships ( inside and outside the organization) . Dealing with people , formally and informally, up and down the hierarchy and sideways within ( horizontal).
2. Information roles: Managers collect, monitor , disseminate & transmit information to general public and those in positions of authority.
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3. Decisional roles:
a. Entrepreneur: decisions to initiate organizational change and be proactive.
b. Disturbance handler: decisions arising from unpredictable events and beyond control.
c. Resource allocator: decisions about allocation of resources.
d. Negotiator : In process of negotiation a manager should be able to make decisions about the commitment of organizational resources.
Mintzberg found that managers don’t perform equally or with equal frequency – all above roles. They vary from job to job and from time to time.
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Reading 3- The demands, constraints and choices of your job
Rosemary Stewart (1982) developed a concept which examine jobs in three ways:
A-The demands of the job.
B-The constraints.
C- The choices ( i.e. how much freedom the job-holder has to do the work in the way chosen) .
Her purpose was to show how dealing appropriately with demands and constraints, and choices, can improve managers’ effectiveness.
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A. The Demands of the job
They can be:
(1) ‘Performance demands’ : achievement of a certain minimum standard of performance, or
(2) ‘Behavioral demands’ requiring to undertake some activity.
Stewart lists sources of such demands :
1. Manager-imposed demands .
2. Peer-imposed demands – requests for services, information or help from others at similar levels in the organization.
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3. Externally-imposed demands – requests for information or action from people outside .
4. System-imposed demands – ex. reports and other functions that cannot be ignored nor delegated, meetings that must be attended.
5. Staff-imposed demands – minimum time that must be spent with staff reports (for example, guiding or appraising) .
6. Self-imposed demands – these are the expectations that a manager choose to create in others about what he will do or because of his personal standards or habits for a work he must do.
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The Constraints
Are the factors, within and outside organization that limit what the job-holder can do.
Ex. resource limitations , legal regulations , trade union agreements ,technological limitations , processes and equipments limitations , physical locations , policies, procedures , people’s attitudes and expectations (their willingness to accept or tolerate, what a manager wants to do) and ethics a manger , the organization and environment adheres to .
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The Choices
Choices about what is done , when and how it is done.
Choices about emphasizing some aspects of the job and neglecting others.
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Reading - 4 Your management skills
Working at a level above or below capabilities/ skills drives frustration and stress .
The matching of own capabilities to the requirements of job is important . For a managerial work, there are recognized ‘sets’ of skills and competencies.
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Reading - 4 Your management skills
Above diagram shows six functional areas . The managing self and personal skills have a central position to indicate their contribution to the other five areas of competence. Each area contains a number of ‘units’ of competences. For example, under D- area there are 12 ‘units’ set out in next slide.
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Competences under working with people unit
D1. Develop productive working relationships with colleagues
D2. Develop productive working relationships with colleagues and stakeholders
D3. Recruit, select and keep colleagues.
D4. Plan the workforce.
D5 .Allocate and check team work .
D6 .Allocate and monitor the progress and quality of work in manager’s area of responsibility
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Competences under working with people unit
D7. Provide learning opportunities for colleagues.
D8. Help team members to address problems that affect their performance.
D9. Build and manage teams.
D10. Reduce and manage team inside conflicts.
D11 . Lead meetings.
D12 .Participate in meetings.
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Robert L. Katz (1986) suggested three groups of management basic skills:
1. Technical skills : These are specialist skills and knowledge related to the individual’s profession or specialization.
2. Human skills : Are the ability to work effectively as a group member and to build cooperative effort in the team which manager leads.
3. Conceptual skills: Are the ability to see the enterprise as a whole , see the elements , the relationships between the various parts , understand their interdependence and recognize how changes in one part affect others.
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One area of skill that Katz missed is the political skill in handling organizational politics.
These politics cover pursuit of individual interests , struggles for resources, personal conflicts, and the ways in which people and groups try to gain benefit or achieve goals.
Eugene Jennings (1952) identified traits and behaviors : Gives clear work instructions, praises others when deserve, willing to take time to listen, cool and calm most of the time, confident and assured, appropriate knowledge of supervised work , understand group problems , gains group respect , fair , gain’s trust , take leadership role , humble , easy to talk to.
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Reading -5 Transition into management
Some staff find the transition to a managerial position as difficult because they find it difficult to stop playing their previous role and which can reduce effectiveness as mangers. This problem is known as the player–manager syndrome.
Some of the reasons why people find it hard to stop doing their old role and adjust to the new one are:-
It is important to keep my specialist skills up-to-date. However , who would help team members to develop new competences.
2 . My staff expect me to remain ‘one of them’. However , sharing staff of your managerial thinking aspects will contribute to the team effort.
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Reading -5 Transition into management
I believe it helps my leadership image if I show that I can perform as well as any of my staff and can do anything I ask them to do. However , your leadership and sharing management issues with your staff will develop management skills in his team.
I feel more secure and comfortable doing something I know I can do well. However , you could be denying your staff the opportunity to gain the experience.
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5. I believe it is often quicker and easier to do the job myself than leave it to somebody who cannot do it so well. However , helping others to learn yields long run benefits.
6. I need to carry out work myself because I don’t have enough people to do the job. However , if staff shortage is long-standing there will be a need to get extra resources or to reduce the levels of activity.
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7. My manager gets very involved and expects me to do so as well. However , you will not demonstrate your qualities as a manager unless you are able to manage your team work in addition to yours.
8 . My job is largely functional and involves a good deal of operating as well as managing. However, you need to maintain the right balance. To do this you need to be able to separate operating and managing very clearly.
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Making the transition : Adams et al., 1976 identified seven stages of transition :
Immobilization: the initial feeling that you don’t know what to do of new role.
Minimization: denying inside that you really have new roles .
Depression: when you feel that the nature and volume of the expectations cannot be coped.
Acceptance: when you begin to realize that you are achieving things and and that you have moved on from what you used to do.
Testing: when you begin to form your own views and experiment with what you can do.
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Seeking meaning: when you find the inclination and energy to reflect upon and learn from your own and others’ behavior.
Internalizing: when you define yourself as a manager, not just in title but in what you think you are doing.
The above phases follow a predictable path. (figure 1.3 p.27) .
However , each person’s progress is unique: one may never get beyond denial or minimization; another may drop out during depression; and others will move smoothly and rapidly to the later phases.
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Reading-6 Recognizing pressure and avoiding stress
Certain amount of pressure is tolerable even enjoyable. However , different people, react differently to pressure. Problems start when pressure becomes too great or continues for long periods.
Five main causes of work-related stress are(1) workload (2) management style (3) relationships at work , (4) organizational change and restructuring and (5) lack of employee support .
Pressure and stress are different by the effects each has . Pressure could motivate while stress is debilitating (it deprives people of their strength, their vitality and their judgment) .
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Causes of stress :
A. Demand : When it includes responsibilities such as:
Responsibility for others’ work , to reconcile overlapping or conflicting objectives between individuals, and between one’s own objectives and those of other managers.
Responsibility for innovative activities where there is a cultural resistance to change.
When demands are excessive (i.e. job hold too many roles).
When managers are told to achieve the same quality as before.
When mangers feel underused. In work overload and under load, stress is created as a result of the quality and quantity of work demanded.
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B. Control : Manager’s role as coordinator can be stressful, especially where authority is unclear or resources are inadequate.
C. Role ambiguity, incompatibility and role conflicts : Ambiguity about management especially when there is overlapping roles. Role conflict may occur when someone has to carry out several different roles.
D. Relationship problems.
E. Lack of support.
F. Career uncertainty: Occurs as a result of rapid changes in economic situation inside and outside organization, in technology, in markets & in organizational structures.
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Symptoms of stress:
Include being too busy , working longer hours, insecurity, unwillingness to delegate, loss of motivation , irritability , short temper, panic reactions, heavy reliance on tobacco, alcohol and tranquillizers .
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Reducing stress: Possible actions include:
1. Promoting collaborative working approaches. Involving team members in making decisions about matters that affect them will make them more cooperative .
2. Creating ‘stability zones’. These are areas of work over which you and your work group members have some control.
3. Being alert to actual demands made on you and on your group.
4. Ensure everyone knows his roles and functions expected to fulfill.
5. Setting yourself and others clear priorities and keeping an overview of every one’s workload.
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Reading-7 Managing your time (1)
Principles in improving time management:
Work shedding : is done by: (1) stopping doing some tasks (2) changing to less time taking method (3)reducing the quality of some work (4) transferring tasks to others.
Shedding work techniques are : (1) concentrate effort on key activities and tasks which must be done thoroughly (2) delegate authority . However, when we transfer work to another department , this is called transferring work.
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Reading-7 Managing your time (2)
2. Time saving and time planning :
To manage effectively , some time every day should be directed towards key tasks where interruptions should be avoided so as not to lose concentration ( ex. Keep face-to-face conversations short, don’t sit down , make appointments with at a more appropriate time , if the visitor is located near by visit them to retain control over the visit length , plan meeting carefully ( set an agenda, time limit, keep discussion strictly to point).
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