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Welcome to LDRS 440

Developing Administrative Competencies

Ben Manickam

Course Description

• Examines the skills positional leaders employ in managing a small to medium sized organization or organizational unit, including: (a) direction setting (b) resource planning, (c) aligning and supervising people, and (d) assessing activities to improve results.

• Emphasis is placed on applying leadership insights and principles within a management context

• Managing from a leadership perpsective

Managers as “cogs” or “linchpins”?

• “The linchpin is an individual who can walk into chaos and create order, someone who can invent, connect, create, and make things happen. Every worthwhile institution has indispensable people who make difference like these”

• “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall” – Stephen Covey

• “A manager is a guide. He takes a group of people and says, 'With you, I can make us a success; I can show you the way.”

• “A manager sets objectives, organizes, motivates, and communicates, sets yardsticks, and measures develops people” – Peter Drucker

Topic 1

• Managing and Performing (Chapter 1)

• Introduction to LDRS 440– syllabus; course expectations

• Defining Administrative Competence

• What do managers do?

• The roles managers play

• Major characteristics of the Managers job

Administrative Competence – What is it?

•Skills, knowledge, attitudes, qualifications, capacities or authority to manage or direct the affairs of a business or organization.

What do Managers do?

(a) Guide the activities of other persons

(b) Undertakes the responsibility for achieving certain objectives through these efforts.

• Effective management rests on three basic skills - technical, human, and conceptual.

• These skills are interrelated

• Technical skill

• As used here, technical skill implies an understanding of, and proficiency in, a specific kind of activity, particularly one involving methods, processes, procedures, or techniques.

• The technical skill of the surgeon, the musician, the accountant, or the engineer when each is performing his own special function.

• Technical skill involves specialized knowledge, analytical ability within that specialty, and facility in the use of the tools and techniques of the specific discipline

• Human skill

• Primarily concerned with working with people.

• This skill is demonstrated in the way the managers perceive (and recognizes the perceptions of) superiors, equals, and subordinates, and in the way they respond subsequently.

• Conceptual skill

• The ability to see the enterprise/organization as a whole; it includes recognizing how the various functions of the organization depend on one another, and how changes in any one part affect all the others

• Extends to visualizing the relationship of the individual business to the industry, the community, and the political, social, and economic forces of the nation as a whole.

• Recognizing these relationships and perceiving the significant elements in any situation, the manager should then be able to act in a way which advances the over-all welfare of the total organization.

Group Discussion

Here are three job titles. Rank which job would devote the most of its time to conceptual, human, and technical skills.

1.Vice president of finance at a Fortune 100 company 2.Coding for a video game producer 3.General manager at a local McDonald’s franchise

The Roles managers play

• Interpersonal

• Informational

• Decisional

Group Discussion • You are a manager at a local convenience store that has been the

victim of graffiti. Identify the roles you will undertake with both internal employees and others.

Characteristics of Managers 1.Long-range planning. Managers occupying executive positions are frequently

involved in strategic planning and development.

2.Controlling. Managers evaluate and take corrective action concerning the allocation and use of human, financial, and material resources.

3.Environmental scanning. Managers must continually watch for changes in the business environment and monitor business indicators such as returns on equity or investment, economic indicators, business cycles, and so forth.

4.Supervision. Managers continually oversee the work of their subordinates.

5.Coordinating. Managers often must coordinate the work of others both inside the work unit and out.

6. Customer relations and marketing. Certain managers are involved in direct contact with customers and potential customers.

7. Community relations. Contact must be maintained and nurtured with representatives from various constituencies outside the company, including state and federal agencies, local civic groups, and suppliers.

8. Internal consulting. Some managers make use of their technical expertise to solve internal problems, acting as inside consultants for organizational change and development.

9. Monitoring products and services. Managers get involved in planning, scheduling, and monitoring the design, development, production, and delivery of the organization’s products and services.