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M430FundamentalsofManagementslides1.pdf
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M A S T E R L E A D E R C O U R S E M430 Fundamentals of Management
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Table of Contents
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1. Title Page
2. Table of Contents
3. Video: Bad Bosses
4. Publish and Process
5. Scope
6. ELO
7. Differences between Managers and Leaders
8. Army Manager Types by Level
9. The Management Process
10. Analyze the Effective Management Skills
11. Time Management
12. Formulate a Management Style to Support Personnel & Programs at the Organizational Level
13. Management Styles
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Answer the question in your journal.
With regards to the CE, what are some examples of good management skills?
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Scope Working as a department head at higher levels where
there are more assets called upon and timelines to
meet will test the ability to be resourceful, flexible, and
adaptable to mission needs and changes. Knowing
management fundamentals will help to become an
agile manager who can use Army resources effectively
to achieve organizational goals and objectives. At the
end of this lesson, learners will be able to employ the
fundamentals of managing by implementing a
management process by developing effective
management skills.
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ELO
ELO 400-MLC-0430.01
Action: Determine the differences of management and leadership principles.
Condition: In a group learning environment, given references, and collaborations.
Standard: As a collaborative team member, the learner will compare differences between management (manage things) and leadership
(lead people) to accomplish the major goals at the organizational level.
Learning Domain: Cognitive
Level of Learning: Analysis
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ELO Continued
ELO 400-MLC-0430.02
Action: Analyze the Management Process.
Condition: In a group learning environment, given references, and collaborations.
Standard: As a collaborative team member, the learner will sequence a planning and decisionmaking process, apply time and
organizational skills, and implement control and monitor procedures to solve a problem.
Learning Domain: Cognitive
Level of Learning: Analysis
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ELO Continued
ELO 400-MLC-0430.03
Action: Analyze the effective management skills.
Condition: In a group learning environment, given references, and collaborations.
Standard: As a collaborative team member, the learner will explain at least two of the types of management skills (Technical, Interpersonal,
Conceptual, Diagnostic, Communication, Decisionmaking, and Time Management) to solve a problem as observed during the practical
exercise.
Learning Domain: Cognitive
Level of Learning: Apply
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ELO Continued
ELO 400-MLC-0430.04
Action: Formulate a management style to support personnel and programs at the organizational level.
Condition: In a group learning environment, given references, and collaborations.
Standard: Formulize a management style to accomplish the major goals at the organizational level.
Learning Domain: Cognitive
Level of Learning: Understand
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What are the difference between managers and leaders?
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Further Analysis
Managers “manage things” e.g. resources, leaders “lead people” e.g. NCOs lead subordinates.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What does the term manager mean to you?
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Further Analysis
A manager is defined as someone whose primary responsibility is to carry out the management process.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What are the characteristics of management?
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Further Analysis
Management consists of a set of activities directed at an organization’s resources (human, financial, physical, and information), with
the aim of achieving organizational goals in an efficient and effective manner.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What is the basic purpose of management?
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Further Analysis
Fundamentals of Management, Chapter 1
Efficiently-using resources wisely and in a cost effective way.
Effectively-making the right decisions and successfully implementing them.
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FM 6-22, p 1-9, para 1-37
As an interesting tie-in between management and leadership, FM 6-22 points out two characteristics of leadership that stand out for
managers: coaching subordinates, direct-line leaders and setting a positive example as a leader.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What are the characteristics of an Army leader?
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Further Analysis
FM 6-22, p 1-3, para 1-1
Army leaders inspire and influence people to accomplish organizational goals. They motivate people both inside and outside the
chain of command to pursue actions, focus thinking, and shape decisions.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What does leadership mean to you?
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Further Analysis
FM 6-22, p 1-3, and para 1-13
Leadership is defined as the process of influencing people by providing purpose, direction, and motivation to accomplish the mission
and improve the organization.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What are the development principles of leadership?
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Further Analysis
ADP 7-0, p 8, TABLE 1-2
Leadership development principles consists of lead by example, develop subordinate leaders, create a learning environment for
subordinate leaders, train leaders in the art and science of mission command, train to develop adaptive leaders, train leaders to think
critically and creatively, and train your leaders to know their subordinates and their families.
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Army Manager Types by Level
CSMs & SGMs
Relatively small group of leaders
In the Army enlisted ranks, includes CSMs and SGMs
In the civilian sector, includes CEOs
Manages the organization’s overall goals, strategy, and operating policies
SFCs, MSGs, 1SGs
Largest group of managers in organizations. Primarily responsible for implementing the policies and plans of top managers
In the Army enlisted ranks, includes NCOs holding the position of SFC thru 1SG/MSG
In the civilian sector, they supervise/coordinate the activities of first-line managers
CPLs, SGTs, SSGs
In the Army enlisted ranks, includes CPLs, SGTs, & SSGs who supervise and coordinate the activities of their Soldiers
In the civilian sector, includes supervisors and coordinators who supervise and coordinate the activities of their operating
employees
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What do you think are the basic functions of the management process?
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Further Analysis
Fundamentals of Management, p 4
Planning & Decisionmaking, Organizing, Controlling, and Leading
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The Management Process
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The Management Process Continued
Army leadership uses the management process very much in the same way as do civilians. Although there is a basic logic for describing
these activities in this sequence, most managers engage in more than one activity at a time and often move back and forth between the
activities in unpredictable ways.
All four functions of the process are interlinked and are therefore interrelated. From the process diagram, one could logically conclude that
each of the four functions hold equal value and importance.
Through delegation, leaders transfer authority and responsibility to their subordinates. Organizations today tend to encourage delegation
from the highest to lowest possible levels. Delegation can improve flexibility to meet unit’s needs and to adapt to competitive environments.
Some leaders may find delegation difficult, since control over the task assigned and eventual outcome is relinquished.
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Answer the question in your journal.
How can you control the management process?
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The Management Process Continued
Organizing involves determining how activities are to be grouped. Specific organizing duties involve the assignment of tasks, the
grouping of tasks into sections, or squards, and the assignment of authority and allocation of resources across the unit.
Leading is considered by some people to be both the most important and the most challenging of all managerial activities. It is used
to get the members of the organization to work to further the interests of the organization.
Planning and decisionmaking help managers maintain their effectiveness by serving as guides for their future activities. It decides
what needs to happen in the future today, next week, next month, next year, over the next five years, etc. and generate plans for
action. In other words, the organizational goals and plans clearly help managers know how to allocate their time and resources.
To meet objectives, leaders may develop plans, such as a training plan. The purpose may be achievement of certain goals or targets.
Planning revolves largely around identifying the resources available for a given project and utilizing optimally to achieve best
scenario outcomes.
Planning is decisionmaking, regarding the goals and setting the future course of action from a set of alternatives to reach them.
The plan helps to maintain the managerial effectiveness as it works as a guide for the personnel for the future activities. Selecting
goals as well as the paths to achieve them is what planning involves.
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Planning helps maintain managerial effectiveness by guiding future activities.
For a manager, planning and decision-making require an ability to foresee, to visualize, and to look ahead purposefully.
In short, planning is a process by which a unit‘s objectives and the methods to achieve the objectives are established.
Controlling or monitoring is the final phase of the management process. It can be defined as a systematic effort by leaders to
compare performance to predetermined standards, plans, or objectives in order to determine whether performance is in line with
these standards. It is also used to determine if any remedial action is required to ensure that Soldiers and other unit resources are
being used in the most effective and efficient way possible to achieve corporate objectives.
As organizations moves towards its goal, managers must monitor the progress to insure that it is performing in such a way as to
arrive at its destination at the appointed time.
In other words, controlling is a process that measures and directs the actual performance against the planned goals of the
organization.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
In your own words define planning and decisionmaking as it is used in your unit?
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Further Analysis
In its simplest form, planning means setting an organization’s goals and deciding how best to achieve them. Decision making
involves selecting a course of action from a set of alternatives.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What is the purpose of good time management skills?
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Further Analysis
The purpose of time management is to achieve and sustain technical and tactical competence and maintain training proficiency at
an acceptable level.
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Analyze the Effective Management Skills
1. Technical: Skills necessary to accomplish or understand the specific kind of work being done in an organization. These skills are
especially important for you as a first-line managers. A first-line manager spends much of its time training their subordinates and
answering questions about work-related problems. If you are to be an effective manager, you must know how to perform the
tasks assigned to those you supervise.
2. Interpersonal: The ability to communicate with, understand and motivate both individuals and groups. You as a manager climb
the ladder of promotions, he or she must be able to get along with your subordinates, peers, and those at a higher level within
your organization.
3. Conceptual: The manager’s ability to think in the abstract. Leaders need to have the mental capacity to understand the overall
workings of their organization and its environment, to grasp how all the parts of the organization fit together, and to view the
organization as a whole. This allows the leader to think strategically, to see the big picture, and to make broad-based decisions
that serve the overall organization.
4. Diagnostic: The manager’s ability to visualize the most appropriate response to a situation. A manager or leader can diagnose
and analyze a problem in the organization by studying its symptoms and then developing solutions.
5. Communication: The manager’s ability to convey ideas and information effectively to others and to receive ideas and
information effectively from others. Communication; With this skill, you are able to transmit ideas to subordinates so they know
what is expected of them to coordinate work with their peers so that they work well together. Also to keep the higher-level
managers informed about what is going on.
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6. Decision-Making: Allows the manager the ability to recognize and define problems and opportunities correctly and then to
select an appropriate course of action to solve the problems and capitalize on opportunities. Understand that no manager
makes the right decision all the time, and no manager makes good decisions all the time. But, when they do make bad decisions,
they usually recognize their mistake quickly and then make good decision to recover with as little cost or damage to their
organization as possible.
7. Time-Management: The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately.
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Answer the question in your journal.
Must an effective manager possess all of the management skills to be successful? Why or why not?
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Answer the question in your journal.
In your opinion which skills do you think relate to each other, and which of these skills (if any) are subordinate
to each other?
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Answer the question in your journal.
What are some examples of past situations when you experienced a failure to accomplish the mission as a
direct result of poor time management?
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Time Management
Good time management enables you to work smarter and not harder so that you get more done in less time, even when time is tight
and pressures are high. Failing to manage your time damages your effectiveness and causes stress. As you assume leadership
responsibilities in the Army, your time will become even more valuable and its management more complex. You will need to manage
not just your own time, but also the time of those you lead. When you put an efficient time management system into action, you
become a more effective leader because your team members perceive the value you place on both your time and theirs. The respect
you show for their time will support everyone’s efforts to become more efficient as the unit works toward meeting task deadlines and
completing the mission schedule.
Time management systems identify, focus and protect prime time training periods and the resources to support the training.
Black holes are spaces of time that eat into your productivity and prevent you from reaching your goals and the goals of others you
work with. They devour productive time and consume your efficiency.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
As a leader how do you manage your time efficiently?
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Further Analysis
1. Recognize time wasters or black holes.
2. Set goals that will reduce patterns of wasted time.
3. Adopt a system to assist you in managing your time.
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Time Management Continued
The ability to identify black holes is the first and most important aspect of good time management. To do this, you should conduct an
informal inventory of how you use your time.
Goal setting is a critical part of managing your time. If you don’t know where you are going, how can you possibly calculate how long
it will take you to get there?
Once you have set your goals, you will need to apply an effective time-management system to reach them. In applying any time-
management strategy, it’s a good idea to keep in mind that you must be flexible. Since no one can foresee the future, you need to be
willing to modify your plans to accommodate events and even a few surprises.
Like good time management skills, The Management Process requires good organizational skills to remain effective. Field Manual 6-
22 emphasizes the importance of good organization throughout the entire text. For example, The Analyzes and Organizes
Information to Create Knowledge section on p 7-41, para 7-54 stresses the idea of making a concept map showing the elements and
connections of a personal action plan and then using this map as a way of organizing and making sense of newly acquired
information. It goes on to state that leaders achieve results by setting priorities, organizing taskings, managing resources, developing
thorough and synchronized plans, executing plans to accomplish the mission, and achieving goals. (FM 6-22, pp 6-7 and 6-8, para 6-
15, and TABLE 6-6)
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Army leaders generally use their organizational skills to gather facts, execute plans, motivate Soldiers, fix problems, and supervise. At
the organizational level, leaders have to analyze the facts, make decisions with partial or incomplete information, and explain the
decision for others to execute. Often not knowing if the solution will fix the problem, and then make adjustment decisions based on
information and assessments from others.
They also use their organizational skills to develop programs, plans, and policies. These skills allow them to make complex concepts
understandable for the organization. They anticipate organizational friction points and mitigate them, sometimes for events that will
not occur during their tenure due to long implementation timelines.
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Time Management Continued
Let us apply these fundamental management skills to an aspect of mission command. Consider this hypothetical situation: SFC John
Doe just received word from the 1SG that he was tasked to run an upcoming BN M4A1 Range. “Get hot on this mission, SFC Doe. Brief
me on how you plan to execute this mission come COB today – seven hours from now.” Well, SFC Doe certainly knew how to run a
M4A1 Range. He did them before and with excellent results. This is what SFC Doe did in preparation for his briefing to the 1SG. See if
you agree or disagree with his actions.
a. SFC Doe went to his office where he sat down, and took perhaps his only luxury of the day. Drinking his morning coffee. While
doing so, SFC Doe CONCEPTUALIZED the upcoming operation. He recalled the Range layout, and he mentally went over all areas
of the Range that he had to consider with either personnel, supplies, or equipment. Even without actually being at the Range, SFC
Doe knew the exact layout of everything there. He then recalled the fact he would need engineering tape to mark-off certain
areas, and so forth.
b. Upon finishing his coffee, SFC Doe pulled out a notebook and a sharpened pencil. SFC Doe made a timeline (TIME
MANAGEMENT) of the details he and his support personnel must accomplish in preparation for, and during the upcoming M4A1
Range. He made this timeline based on his own expertise from all of the pervious Ranges that he worked or participated in.
c. He then utilized his TECHNICAL expertise to make a list of the personnel that he needed. He knew for example that he needed: (1)
Range Safeties; (2) Ammo Detail personnel; (3) an RSO, Combat Medics, and so on.
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d. SFC Doe then tasked SPC Hamilton (one of his Soldiers) to revise the Memorandums he needed requesting supplies, equipment,
personnel, etcetera. “Put in today’s date, and update the Memos as needed. It’s for a BN M4A1 Range scheduled during the days
of 06 thru 09 Oct 15. Call me if you have any questions. I’ll sign these Memos after I review them at my first opportunity.”
e. He then went to the S-3 and spoke to MSG John Dough. SFC Doe gave him a list of requested training aids, and he asked for an
NCO to provide a class before the start of the range during the execution of the range on the M4A1 and Marksmanship in general.
(COMMUNICATION once again.)
f. As the day progressed, SFC Doe encountered issues. SFC Doe knew this would happen; that’s why he always developed a
contingency plan. As such, SFC Doe DIAGNOSED the issues he faced, and then he made decisions (DECISIONMAKING) to correct
these issues. SFC Doe COMMUNICATED those problems he could not resolve at his level to the 1SG. Needless to say, these so-
called problems were immediately corrected.
g. Finally, SFC Doe realized it was time to brief 1SG about his plan of execution for the upcoming M4A1 Range. As you might expect,
1SG was more than happy with what SFC Doe briefed him on. He then dismissed SFC Doe after giving him his seal of approval.
h. The next day, SFC Doe found time to hold a meeting for all those personnel directed to participate in the upcoming Range. At that
time, SFC Doe thanked them collectively for what they did so far, and what they were expected to do prior to and during the
Range. In doing this, SFC Doe motivated the Soldiers and junior NCOs (INTERPERSONAL) with his thanks and sincere gratitude.
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Formulate a Management Style to Support Personnel and Programs at the Organizational Level
There are seven management styles that exist but in this lesson only three are presented. Basically, it is not necessary that every
management style suits every unit. The fact is that a particular style used in one unit may fail in the other units. Every style is unique, and
some Soldiers may respond positively to one, whereas some may not perform effectively for the same.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What does the term management style mean to you?
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Further Analysis
Management styles are a group of principles that any firm can follow as a part of their management policy to garner maximum
output from its employees and grow collectively as a team.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
What are the three management styles used in the Army?
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Further Analysis
Authoritarian, Democratic, and Paternalistic.
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Management Styles
Authoritarian - Manager at the top
Governs and decides all management policies
Expects workers to execute
Democratic - Team evolves as one unit
Team members make decisions, delegate tasks
Family atmosphere
Paternalistic - Top manager = father figure
All workers feel happy; bonded
Worker feedback and opinions needed for decisionmaking
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Management Styles Continued
The authoritarian style involves a manager at the top who governs and decides all the management policies. The manager expects the
employees to perform tasks as they have been outlined by the boss and senior managers. In this style of management, the employees
know what to do, how to do, and when to do.
The democratic style managers follow the democratic style of management focus on giving flexibility to the employees so that the team
can together evolve as one unit. By involving the team members in making decisions and delegating tasks, the managers give the employee
a sense of ownership so that every employee feels as one family. In this style, team building skills, social harmony, and cooperation are
aimed to achieve a target.
The paternalistic style of managers try to act as a father figure to the employees, thereby ensuring that all employees 'feel happy and
bonded' while working in the company. Managers at the top will listen to the employee, and at times, ask for feedback and opinions while
taking any decision. The social need of recognition of the employee is taken care of, in this style of management.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
Give an example of an organization that uses the paternalistic style of management.
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Further Analysis
Something to look for in the example is an organization that uses the paternalistic style of management will include almost every
small-based, family-run organization. A family Pizzeria (pizza restaurant) immediately comes to mind regarding situations where this
type of management might prove effective.
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Management Styles
The manager or owner will sit at the head of the table, listening to the feedback, questions, and opinions of the employees who in this
scenario, are probably family members or family friends. The manager considers everything presented to him or her, and responds
accordingly in large part based on feelings of kinship.
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Answer the question in your journal.
In your opinion, could the Army ever adapt in part at least to either the democratic or paternalistic styles of
management? Why or why not?
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In this lesson, we reviewed aspects of the management process. We did this by defining management and leadership, examining the
management process, and looking at some effective management skills. We applied our knowledge of the management process by
looking for similarities between this process and the risk management cycle. We proceeded to briefly define fundamental
management skills. We then looked at three different management styles. In conclusion, you hopefully gained a better
understanding of aspects of the management process.
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Answer the questions in your journal.
How will this class enable you as a senior-ranking NCO manage your human and non-human resources?1. Which management style is a reflection of you?2.
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End of Presentation
Please contact your facilitator with any questions you may have.
