A role is a set of behaviours associated with a particular job

 Managers have little time for reflection to make decisions  Managers are engaged in a large number of varied, unpatterned, and short- duration activities while being interrupted often 3

 Henry Mintzberg studied CEOs at work and created a categorization scheme to define what managers do on the job  These are commonly referred to as Mintzberg’s Managerial Roles  These can be grouped into three primary headings: interpersonal, informational, and decisional

RoleDescription Identifiable Activity FigureheadManager serves as an official representative of the organization or unit Greeting visitors; signing legal documents LeaderManager guides and motivates staff and acts as a positive influence in the workplace Staffing, training LiaisonManager interacts with peers and with people outside the organization to gain information Acknowledging mail/ ; serving on boards; performing activities that involve outsiders

RoleDescription Identifiable Activity MonitorManager receives and collects information Reading magazines and reports; maintaining personal contacts Communication (Disseminator) Manager distributes information within the organization Holding meetings; making phone calls to relay information; /memos SpokespersonManager distributes information outside the organization Holding board meetings; giving information to the media

RoleDescription Identifiable Activity Entrepreneur Manager initiates changeOrganizing sessions to develop new programs; supervises design of projects Disturbance Handler Manager decides how conflicts between subordinates should be resolved Steps in when an employee suddenly leaves or an important customer is lost Resource Allocator Manager decides how the organization will use its resources Scheduling; requesting authorization; budgeting Negotiator Manager decides to negotiate major contracts with other organizations or individuals Participating in union contract negotiations or in those with suppliers

 Management is a not a generic activity – yet all managers do make decisions  All managers, regardless of level, engage in planning, organizing, leading, and controlling activities  The amount of time spent on each activity is not constant  As managers move up in an organization more time is spent on planning and less on overseeing others

FOR PROFIT  A business or other organization whose primary goal is making money (a profit)  Only the ‘bottom line’ matters NOT-FOR-PROFIT  An organization that focuses a goal on an endeavor such as helping the community and is concerned with money only as much as necessary to keep the organization operating  Measuring the performance of these organizations is more difficult because making money is not their primary function

 A small business is independently owned and operated profit seeking enterprise that has fewer than 500 employees.  80% of all businesses in Canada are considered to be small businesses 11  Managers are generalists – spending more time on day to day activities but still performing the tasks of a CEO in a large organization

High Moderate Low Importance Spokesperson Resource Allocator Entrepreneur Figurehead Leader Liaison, Monitor Disturbance Handler Negotiator DisseminatorEntrepreneur Small FirmsLarge Firms

 Concepts and ideas are transferable to most English- speaking, free- market democracies  Will need to modify concepts in other countries

Almost everything managers do require them to make decisions – the best managers are those that can:  Identify critical problems  Gather and use appropriate data  Make sense of the information  Choose the best course of action Setting Goals Deciding how to structure jobs Deciding how to motivate and reward employees Analyzing performance and determining variances

 Manage chaos in a chaotic business world  Work in a dynamic global environment  Are agents of change  Are flexible and adaptable to rapid change and must ‘sell’ change to resistant employees Example: Successful managers recognize the potential effect that technological improvements will have on productivity despite employees be resistant to change

Skills are abilities crucial to success in a managerial position

 Effective managers must be proficient in four general skill areas: Conceptual Conceptual Interpersonal Interpersonal Technical Technical Political Political

Conceptual Skills  The mental ability to analyze and diagnose situations.  The skills that help managers understand how different parts of a business relate to one another and to the business as a whole.  Decision making, planning, and organizing require these skills.

Interpersonal Skills  The ability to work with, understand, mentor, and motivate other people.  Interviewing job applicants, forming partnerships with other businesses, and resolving conflicts all require these skills.

Technical Skills  The ability to apply specialized knowledge or expertise.  Specific abilities that people use to perform their jobs.  Operating a word processing program, designing a brochure, training people to use a budgeting system, understanding manufacturing systems, etc. are examples of technical skills.

Political Skills  The ability to enhance one’s position, build a power base, establish connections, acquire resources for the business.

 Controlling the organization’s environment and resources  Organizing and coordinating  Handling information  Providing for growth and development  Motivating employees and handling conflicts  Strategic problem-solving

 Initiate and implement change  Monitor, maintain and improve performance  Monitor and control resources  Secure effective resource allocation  Recruit and select staff

 Develop teams, individuals, and self  Plan, allocate, and evaluate work  Create, maintain, and enhance relationships  Seek, evaluate, and organize information  Exchange information to solve problems

 Management affects everyone in an organization  Poorly managed organizations will not be successful  A good manager is a combination of many factors