Managers and Organizations BOH4M

Agenda Read business news for 15 minutes Take up the “A New Role for Management in Today’s Post-Industrial Organization” Vocabulary Managers and organizations

Business News http://www.bbc.com/news/ http://www.nationalpost.com/index.html http://www.theglobeandmail.com/ http://www.thestar.com/ Ensure to click on business :P happy readying

A New Role for Management in Today’s Post-Industrial Organization What was the role of managers in an industrial-age organization? What is the management definition? Explain the metaphor used to describe and organizational structure. Explain “theory y” and “theory x” management style. So in today’s business industry who is the manager?

Name and explain the four new roles of a manager. Explain how the role of managers is changing from directing to facilitating. How is the decision making processed changed with the “knowledgeable worker”? How do modern managers motivate employees? What are the two objectives that all organizations have? How to modern managers foster innovation?

Vocabulary Manager vs administrator Organization Hierarchy of authority Upper, middle and lower (frontline) manager Line, staff, functional and general manager Technical, human and conceptual skills

Managers A person who is responsible for the work of others Examples—CEO, supervisor, plant manager Must co-ordinate human resources with material resources (information, raw materials) to produce goods and services A manager’s responsibility is to obtain the highest level of performance for the least amount of inputs

Organizations Interact with environment to transform resources into products and services

Organizations A collection of people working together to achieve a common purpose Three characteristics: Purpose: to create a good or service Division of labour: different tasks assigned to different people Hierarchy of authority: a level-by level management structure of increasing responsibility

Organizations Using the three characteristics, prove that the following are an organization: McDonald’s Your family Our school

Measuring Organizational Performance Organizations perform well when resources are used efficiently and customers served well Performance measured in many ways Productivity Quantity of work done in relation to resources used Productivity = output/input Performance Effectiveness Measures how well output goals are met E.g., meeting production targets each day Performance Efficiency Measures costs associated with output

Managerial Levels Upper Management Establishes organizational objectives Monitors external environment and trends Examples: CEO, COO, CFO, Vice-President of Marketing, VP of Human Resources

Managerial Levels Middle Management Interpret direction from above Guide lower management Examples: Department Heads, Plant Manager, Human Resource Director

Managerial Levels Lower Management/Frontline management Manages operating employees Examples: Supervisor, Foreperson, Assistant Manager

Managerial Levels Lower management/frontline management

TYPES OF MANAGERS

Line and Staff Managers Line managers (LM) Their work directly contributes to production, strictly for manufacturing Examples: supervisors, plant managers, and foreman Staff managers (MM) Work in specialized support areas such as human resources, and the legal department. Dealing with employee to employee issues Examples: payroll manager, HR consultant

Functional and General Functional (LM) Responsible for a single area, who's primary concern is the output (non-manufacturing) Examples sales manager, IT manager, General (UP) Responsible for complex areas based on company strategy Examples: department store manager, Regional Vice President of marketing…

Managerial Roles investors, customers, sports coaches, and partners

Managers as investors Managers allocate resources to obtain the best return

Managers as customers Also, enterprising employees might devise new services to “sell” to their managers (customers) as a way of advancing their careers (building their business). Managers must involved employees in decision making and asking “what do you think?”

Managers as Sport Coaches Facilitate, coordinate and advise

Managers as Partners As the power of knowledge workers grows, they become more like partners than “hired hands.” Manager must work together with employees and tap into their expertise.

MANAGERIAL SKILLS Technical Skills Human Skills Conceptual Skills Specialized skills such as engineering, accounting, marketing, information technology Most important in lower management Human Skills An ability to interact with people Important at all management levels Conceptual Skills Ability to think critically and analytically Solve problems Most important in upper management

Daniel Katz’s Essential Managerial Skills

Four Functions of Management Planning Setting goals and deciding how to accomplish them Organizing Arranging tasks, resources and work of individuals and groups to meet goals Leading Inspiring and influencing others to work to meet goals Controlling Measuring results, comparing results to goals and taking action as needed

Four Functions of Management

QUESTIONS?