Tutorial: Business Academy Topic: Manager Prepared by: Ing. Adéla Hrabcová Projekt Anglicky v odborných předmětech, CZ.1.07/1.3.09/ je spolufinancován Evropským sociálním fondem a státním rozpočtem České republiky.

Acquired skills- are obtained by study or practice. Example: professional knowledge, practical experience, management methods…. Innate skills - we are born with these conditions Example: fantasy, temperament, empathy, need to manage….

Human relation skills – the skills particularly important for leadership, motivation, communication, cooperation and understanding of colleagues and subordinates. Technical skills- the ability to use specific features, processes or techniques. The manager should have the same technical skills as well as people that he controls. Conceptual skills – the ability to coordinate and consolidate the interests and activities of the company, the ability to consider a company as a whole.

…originally the owner in small companies was the only employee of the company…. 1 person owner – employee - manager 1 person = owner – employee - manager..gradually the companies were increasing, the owner of the company did not manage the work and he had to hire some employees.… owner – employee 2 people = owner – employee …the company was expanding, its owner did not manage to control it itself; therefore, he hired a manager for this activity… owner – manager - employee 3 people = owner – manager - employee

1. Goals conflict  goals of a company are in a conflict (an owner wants a maximal profit and employees want maximal salaries) 2. Uncertainty and risk  any manager‘s decision is considered as a risk; therefore, he has to make quick decisions 3. Limited sources  a manager is responsible for getting the most out of limited resources 4. Responsibility for results  a manager is responsible for his work and for his subordinates work 5. Work through other people  a manager is responsible for getting things done by working with and through others

 Managerial pyramid Top management Middle management Lower management Top management: director general, director, board of directors, executive. They are responsible for the company as a whole. Regional managers, division heads, plant managers, sales managers. They are responsible for their departments. Foremen, team leaders, lower management. They are responsible for their teams.

Operational management -allocate work and monitor tasks -motivate staff, solve conflicts between them -provide communication between workers and management -masters, foremen Middle management -the largest group of managers -their position is between top and operational management -obtain and provide information -managers of particular departments Top management -manage the whole organization -work depends on their final results -have the greatest power - director general, executives

1. Autocratic style It is based on the commands Manager requires and monitors their performance He makes decisions on his own He does not cooperate with subordinates 2. Democratic style He works with subordinates and listens to their views He has a natural authority He makes the final decisions by himself 3. Liberal style He does not use commands He does not affect the activities of subordinates The decisions are made by subordinates

Questions Give two examples of : a) Innate skills of the manager b) Acquired skills of the manager Explain how a manager differs from the regular employee – nonmanager. Give an example of the management style to each position.

1) managing a company in a crisis situation 2) managing a team of researchers 3) the management of fire department rescue 4) project management 5) decisions of members of housing association 6) a group of art sculptures

 Štrach, Pavel. Principy managementu. Vyd. 1. Praha: Vysoká škola ekonomie a managementu, ISBN  ŠAJDLEROVÁ, I., KONEČNÝ, M.: Základy managementu. Učební texty, Ostrava: VŠB-TUO, ISBN  ARMSTRONG, M., STEPHENS,T. Management a leadership. Praha : Grada Publishing, ISBN  VEBER, J., et al. Management: základy, moderní manažerské přístupy, výkonnost a prosperita. Praha: Management Press, ISBN