1. Insights on Roles & Functions of Modern Management
DMG 111
Engineering Management
Eng. R. L. Nkumbwa
Copperbelt University
School of Technology
2010

2. Overview/Agenda The Management Pyramid Modern Management Styles
3 +1 Roles of Management
4 Functions of Management
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3. Layers of Management Operative Management
coordination and control of direct work
Business Operations Management
competition, markets, resources
Strategic Management
long term planning, visions, ’reading’ the environment
Institutional Management
legitimating, society, ’lobbying’
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4. Types & Levels of Managers
Top Management: Executives
CEO
President
Vice President
General Manager
Non-Executive Managers
Middle Management: Directors
Project Managers
Corporate Affairs Managers
First-line management
Superintendent
Chief Estimator
Non-supervisory employees
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5. The Management Pyramid
Top
Managers
Middle
Managers
The organizing function will be discussed in detail in Chapter 7. In this chapter, however, we will discuss the three levels of a corporate hierarchy--top, middle, bottom--commonly known as the management pyramid.
In general, top managers are the upper-level managers who have the most power and who take overall responsibility for the organization. An example is the chief executive officer (CEO). Top managers establish the structure for the organization as a whole, and they select the people who fill the upper-level positions. Top managers also make long-range plans, establish major policies, and represent the company to the outside world at official functions and fund-raisers.
First-Line
Managers
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6. The Management Pyramid
First-line
Managers
Middle
Top
President, CEO, VP
Make long-range plans
Establish Corporate policies
Represent the company
In general, top managers are the upper-level managers who have the most power and who take overall responsibility for the organization. An example is the chief executive officer (CEO). Top managers establish the structure for the organization as a whole, and they select the people who fill the upper-level positions. Top managers also make long-range plans, establish major policies, and represent the company to the outside world at official functions and fund-raisers.
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7. The Management Pyramid
First-line
Managers
Middle
Top
Sr PM, PM, Controller, Marketing
Manager, Sales Manager
Implement goals
Make decisions
Direct first-line managers
Middle managers have similar responsibilities, but usually for just one division or unit. They develop plans for implementing the broad goals set by top managers, and they coordinate the work of first-line managers. In traditional organizations, managers at the middle level are plant managers, division managers, branch managers, and other similar positions. But in more innovative management structures, middle managers often function as team leaders who are expected to supervise and lead small groups of employees in a variety of job functions. Similar to consultants, they must understand every department’s function, not just their own area of expertise. Furthermore, they are granted decision-making authority previously reserved for only high-ranking executives.
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8. The Management Pyramid
First-line
Managers
Middle
Top
Office Manager,
Supervisor, Foreman,
Department Head
Implement plans
Oversee workers
Assist middle managers
At the bottom of the management pyramid are first-line managers (or supervisory managers). They oversee the work of operating employees, and they put into action the plans developed at higher levels. Positions at this level include supervisor, department head, and office manager.
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9. What Managers Do Everyday?
Managerial activities differ by
The functions managers serve
The roles in which managers operate
The dimensions of each manager’s job
What managers do can be integrated with any of the four perspectives. In fact the type of work managers perform will probably differ between the “perspectives” discussed in the previous slides.
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10. Mintzberg (1975): The Roles of Management
Roles in Interaction: Interpersonal
Head of an organization
Leader
Center of communication
Communicative Roles: Informational
Surveillant
Information sharer
Spokesperson
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11. Mintzberg (1975): The Roles of Management
Roles in Decision Making: Decisional
Entrepreneur
Problem solver
Resource Prioritizes /Allocates
Negotiator
Role as Change Agent: Innovation
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12. The Roles of Management
Decisional
Informational
Interpersonal
+ Innovator!
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13. The Manager as Innovator
The entrepreneurial process/spirit
The competence building process
The renewal process
Where does Innovation come from?
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14. The Functions of Management
Planning
Organizing
Staffing
Leading
Directing
Controlling
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15. The Functions of Management
Environment
Planning
Organizing
Phases in
theory
Phases in
practice
Controlling
Directing
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16. Function 1: Planning Develop Strategies for Success Set Goals
and Objectives
Develop
Action Plans
Planning is the primary management function, the one on which all others depend. Managers engaged in planning develop strategies for success, establish goals and objectives for the organization, and translate their strategies and goals into action plans.
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17. Facilities and Equipment Resource Distribution
Function 2: Organizing
Employee Activities
Facilities and Equipment
Decision Making
Organizing, the process of arranging resources to carry out the organization’s plans, is the second major function of managers. During the organizing stage, managers think through all the activities that employees carry out (from programming the organization’s computers to mailing its letters), as well as all the facilities and equipment employees need in order to complete those activities. They also give people the ability to work toward organizational goals by determining who will have the authority to make decisions, to perform or supervise activities, and to distribute resources.
Supervision
Resource Distribution
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18. Function 3: Directing Plans Motivating People Implementing 12/7/2018
Leading—the process of influencing and motivating people to work effectively and willingly toward company goals—is the third basic function of management. Leading becomes even more challenging in today’s business environment, where individuals who have different backgrounds and unique interests, ambitions, and personal goals are melded into a productive work team.
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19. Function 4: Controlling
Monitoring Progress
Resetting the Course
Correcting Deviations
Controlling is the fourth basic managerial function. In management, controlling means monitoring a firm’s progress toward meeting its organizational goals and objectives, resetting the course if goals or objectives change in response to shifting conditions, and correcting deviations if goals or objectives are not being attained.
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20. Functions of Management Versus Leadership 1/2
Management produces Order and Consistency
Planning / Budgeting
Establish agendas
Set time tables
Allocate resources
Organizing / Staffing
Provide structure
Make job placements
Establish rules and procedures
Leadership produces Change and Movement
Establishing Direction
Create a vision
Clarify big picture
Set strategies
Aligning People
Communicate goals
Seek commitment
Build teams and coalitions
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21. Functions of Management Versus Leadership 2/2
Controlling / Problem Solving
Develop incentives
Generate creative solutions
Take corrective action
Leadership
Motivating and Inspiring
Inspire and energize
Empower subordinates
Satisfy unmet needs
John P. Kotter 1990
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22. What Skills Do Managers Need? (Katz 1955)
Interpersonal skills
Sensitivity
Persuasiveness
Empathy
Technical skills
Specialized knowledge
(Including when and how to use the skills)
Conceptual skills
Logical reasoning
Judgment
Analytical abilities
This exhibit summarizes discussion of the three sets of skills discussed in chapter one, as essential to good managerial performance. The exhibit has been modified for presentation, and is animated to permit point-by-point discussion.
I like to stress to students that too often managers over-rely on interpersonal skills. However, careers in management depend heavily on the managers technical skills, and especially on the managers conceptual skills. That is also seen in Exhibit 1.6, which follows this slide.
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Adapted from Exhibit 1.5: Managers’ Skills

23. Importance of Managerial Skills at Different Organizational Levels
Interpersonal skills
High
Technical skills
Importance
Conceptual skills
Exhibit 1.6 is found on page 33 of the text. It is animated to permit point-by-point discussion of the three managerial skills.
This slide shows the relative importance of the three skills at different levels of management. This slide clearly shows the growing importance of conceptual skills, as one progresses “up the corporate ladder.” It should be pointed out that the relative importance of each skill may not be accurately portrayed, but that it is probably a fair representation. The slide is animated to aid in the discussion.
Low
Entry Level
Managers
Mid-Level Managers
Top Level Managers
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Adapted from Exhibit 1.6: Relative Importance of Managerial Skills at Different Organizational Levels

24. SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
EXHIBIT 1.5:
SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
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25. Who Succeeds? Who Doesn’t
Potential managerial leaders share traits early on:
Those who don’t quite make it:
Those who succeed:
Bright, with outstanding track records
Have been successful, but generally only in one area or type of job.
Have diverse track records, demonstrated ability in many different situations, and a breadth of knowledge of the business or industry.
Have survived stressful situations
Frequently described as moody or volatile. May be able to keep their temper with superiors during crises but are hostile toward peers and subordinates.
Maintain composure in stressful situations, are predictable during crises, are regarded as calm and confident.
Exhibit 1.7 I seen on page 33 of the text) is presented on three animated slides to permit point-by-point discussion. Three slides were taken to permit larger sized text which should be readable from the audience in most classrooms. However, they will appear seamlessly as “one” slide as the exhibit progresses, if presented in the “View Show” mode.
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Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?

26. Who Succeeds? Who Doesn’t
Potential managerial leaders share traits early on:
Those who don’t quite make it:
Those who succeed:
Have a few flaws
Cover up problems while trying to fix them. If the prob-lem can’t be hidden, they tend to go on the defensive and even blame someone else for it.
Make a few mistakes, but when they do, they admit to them and handle them with poise and grace.
Ambitious and oriented toward problem solving
May attempt to micro-manage a position, ignoring future prospects, may staff with the incorrect people or neglect the talents they have, may depend too much on a single mentor, calling their own decision-making ability into question.
While focusing on problem solutions, keep their minds focused on the next position, help develop competent successors, seek advice from many sources.
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Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?
Eng. R. L. 2010

27. Who Succeeds? Who Doesn’t
Potential managerial leaders share traits early on:
Those who don’t quite make it:
Those who succeed:
Good people skills
May be viewed as charming but political or direct but tactless, cold, and arrogant. People don’t like to work with them
Can get along well with different types of people, are outspoken without being offensive, are viewed as direct and diplomatic.
Source: Adapted from M. W. McCall, Jr. and M. M. Lombardo, “Off the Track: Why and How Successful Executives Get Derailed,” Technical Report #21 (Greensboro, N.C.: Center for Creative Leadership, 1983), pp
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Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?