1. Software Project Management Lecture 4

2. Organizational Culture A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.

3. The Organization’s Culture  “The way we do things around here.”  Values, symbols, rituals, myths, and practices  Implications:  Culture is a perception.  Culture is descriptive.  Culture is shared.

4. Strong versus Weak Cultures  Strong Cultures  Are cultures in which key values are deeply held and widely held.  Have a strong influence on organizational members.  Factors Influencing the Strength of Culture  Size of the organization  Age of the organization  Rate of employee turnover  Strength of the original culture  Clarity of cultural values and beliefs

5. Benefits of a Strong Culture  Creates a stronger employee commitment to the organization.  Aids in the recruitment and socialization of new employees.  Fosters higher organizational performance by instilling and promoting employee initiative.

6. Strong versus Weak Organizational Cultures

7. 7 Kinds of Managers Basically there are three levels of managers i.Top Managers ii.Middle Managers iii.First-line Managers TOP LEVEL MIDDLE LEVEL FIRST-LINE MANAGER

8. 8 Top Managers Managers at or near the top of the organization who are responsible for making organizational- wide decisions and establishing the goals and overall strategy are called Top Managers. Titles found in this group include President, Vice President, CEO, Chairman of the Board etc.

9. 9 Middle Managers Middle Level Managers are primarily responsible for implementing policies and the plans developed by the top managers and for supervising and coordinating the activities of lower level mangers. Titles found in this group are Plant Manager, Operational manager, Branch Manager or Departmental Head etc.

10. First-line Manager First-line Managers supervise and coordinate the activities of operating employees. Titles found in this group are supervisors, Coordinator, Shift and Office Managers.

11. Basic Managerial Roles & Skills 11

12. Managerial Role. The managerial roles are divided into three basic categories identified by Henry Mintzberg. 1.Interpersonal Role 2.Informational Role 3.Decisional Role 12

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14. Managerial Skills There are number of skills that a Manager needs but three of them are pre-requisite to their success  Technical Skills  Interpersonal Skills  Conceptual Skills 14

15. Technical Skills Job specific Knowledge and techniques in a specialized field is termed as Technical Skills. Technical skills are specially input for first line managers. These manager spend much of their time in training subordinates and answering questions about work related problems. They must know how to perform the task assigned to those they supervise if they are to be effective managers. 15

16. Interpersonal Skills The ability to communicate, with understand and motivate both individual and groups is called Interpersonal Skills or human skills. Manager spend considerable time in interacting with people both inside and outside the organization. e.g. Workers, customers, suppliers, investor. Manager with good communication skills are able to get the best out of their people. They know how to communicate, motivate, lead and inspire. These skills are equally important at level of managers. 16

17. Conceptual Skills The manager’s ability to think and to conceptualize about abstract and complex situations are called Conceptual Skills. Using these skills manager must be able to see the organization as a whole, understand the relationship among various subunits, and visualize how the organization fits into its broader environment, these skills are most important at top level management. 17

18. Skills Needed at Different Management Levels