Role of the manager: key points The role of a manager is varied and contradictory in its demands Managers need to be both generalists and specialists Most managers develop their own managerial style, which they can adapt according to the situation Managers require extra time, training and support for implementation of HR policies and procedures Unlocking Human Resource Management Chapter 6

Role of the manager: key points The role approach to management: examines the functions of management early 20th century: Fayol and Mintzberg Five functions of management (Fayol, 1949): planning organising commanding coordinating controlling Unlocking Human Resource Management Chapter 6

Role of the manager: Mintzberg’s managerial roles Demonstrated the variety in a manager’s work Identified 10 separate roles played by managers and divided these into three clusters: interpersonal informational decisional Unlocking Human Resource Management Chapter 6

Role of the manager: Mintzberg’s managerial roles FORMAL AUTHORITY AND STATUS figurehead; leader; liaison Interpersonal roles: monitor; disseminator; spokesperson Informational roles: entrepreneur; disturbance handler; resource allocator; negotiator Decisional roles: Unlocking Human Resource Management Chapter 6

Role of the manager: managerial styles Coercive Authoritative Affilitative Democratic Pace-setting Coaching Influenced by: formal managerial training examples set by other managers/role models situation at hand Unlocking Human Resource Management Chapter 6

Role of the manager: managerial styles Contingency approach Different styles for different situations Can managers change their ‘home’ style? Consider which managerial styles would suit: a military exercise an Olympic sports team a film crew 12-year-olds on a youth project Unlocking Human Resource Management Chapter 6

The managerial escalator (Rees and Porter, 2008) 5 10 15 20 25 100% T O L A C I V Y 50 75 MANAGERIAL ACTIVITY YEARS OF EMPLOYMENT (EXCLUDING FULL-TIME TRAINING) The amount of time spent on managerial activity is indicated by taking a reading from the vertical scale – on the left-hand side Unlocking Human Resource Management Chapter 6

Organisational hybrids Most management is done by people who also undertake specialist work The balance between management and specialist work will be determined by their position on the managerial escalator Managerial gap: extent to which managerial tasks are neglected in favour of specialist activity Unlocking Human Resource Management Chapter 6

What are the core managerial skills? Creative problem solving Decision making Planning Delegation Negotiation skills Managing meetings Leadership skills Communication skills Personal management Prioritisation Managing cultural differences Objective setting Presentation skills Influencing skills Unlocking Human Resource Management Chapter 6

HR responsibilities devolved to front-line managers Selection and assessment (interviews, placing right person to the right job) Induction Staff development (appraisals and training) Building good manager–employee relationship Maintaining morale (good working conditions, work–life balance in practice) Delivering HR policies and procedures (early disciplinary actions, conflict and stress management, controlling labour cost) Unlocking Human Resource Management Chapter 6

Managers show reluctance to added HR responsibilities Lack of desire Lack of capacity Lack of skills Lack of support Lack of clear policy and procedures (Riemsdjik et al., 2006) Unlocking Human Resource Management Chapter 6

Devolving HR responsibilities To fulfil new role line managers require: Continuous training and support in delivering HR policies and procedures Strong sense of security in organisation Self-confidence Communication skills Extra time in busy schedules HR responsibilities to be made part of job description and appraisal Unlocking Human Resource Management Chapter 6

Next-generation manager An expert - keeping up with latest technical skills A networker Self-reliant Resilient Leadership skills HR competencies Stress management (Hiltrop, 1988) Unlocking Human Resource Management Chapter 6

Unlocking Human Resource Management Chapter 6 Learning summary By the end of this chapter you should: Understand the role approach to management Know the most common managerial styles Know the ways in which people become managers Understand management skills and their importance Be aware of the devolving of HR responsibilities to front-line managers Understand the core skills required for next-generation managers Unlocking Human Resource Management Chapter 6