1. Managers and Organizations
BOH4M

2. Agenda Read business news for 15 minutes
Take up the “A New Role for Management in Today’s Post-Industrial Organization”
Vocabulary
Managers and organizations

3. Business News http://www.bbc.com/news/
Ensure to click on business :P happy readying

4. A New Role for Management in Today’s Post-Industrial Organization
What was the role of managers in an industrial-age organization?
What is the management definition?
Explain the metaphor used to describe and organizational structure.
Explain “theory y” and “theory x” management style.
So in today’s business industry who is the manager?

5. Name and explain the four new roles of a manager.
Explain how the role of managers is changing from directing to facilitating.
How is the decision making processed changed with the “knowledgeable worker”?
How do modern managers motivate employees?
What are the two objectives that all organizations have?
How to modern managers foster innovation?

6. Vocabulary Manager vs administrator Organization
Hierarchy of authority
Upper, middle and lower (frontline) manager
Line, staff, functional and general manager
Technical, human and conceptual skills

7. Managers A person who is responsible for the work of others
Examples—CEO, supervisor, plant manager
Must co-ordinate human resources with material resources (information, raw materials) to produce goods and services
A manager’s responsibility is to obtain the highest level of performance for the least amount of inputs

8. Organizations
Interact with environment to transform resources into products and services

9. Organizations
A collection of people working together to achieve a common purpose
Three characteristics:
Purpose: to create a good or service
Division of labour: different tasks assigned to different people
Hierarchy of authority: a level-by level management structure of increasing responsibility

10. Organizations
Using the three characteristics, prove that the following are an organization:
McDonald’s
Your family
Our school

11. Measuring Organizational Performance
Organizations perform well when resources are used efficiently and customers served well
Performance measured in many ways
Productivity
Quantity of work done in relation to resources used
Productivity = output/input
Performance Effectiveness
Measures how well output goals are met
E.g., meeting production targets each day
Performance Efficiency
Measures costs associated with output

12. Managerial Levels Upper Management
Establishes organizational objectives
Monitors external environment and trends
Examples: CEO, COO, CFO, Vice-President of Marketing, VP of Human Resources

13. Managerial Levels Middle Management Interpret direction from above
Guide lower management
Examples: Department Heads, Plant Manager, Human Resource Director

14. Managerial Levels Lower Management/Frontline management
Manages operating employees
Examples: Supervisor, Foreperson, Assistant Manager

15. Managerial Levels
Lower management/frontline management

19. TYPES OF MANAGERS

20. Line and Staff Managers
Line managers (LM)
Their work directly contributes to production, strictly for manufacturing
Examples: supervisors, plant managers, and foreman
Staff managers (MM)
Work in specialized support areas such as human resources, and the legal department. Dealing with employee to employee issues
Examples: payroll manager, HR consultant

21. Functional and General
Functional (LM)
Responsible for a single area, who's primary concern is the output (non-manufacturing)
Examples sales manager, IT manager,
General (UP)
Responsible for complex areas based on company strategy
Examples: department store manager, Regional Vice President of marketing…

23. Managerial Roles
investors,
customers,
sports coaches,
and partners

24. Managers as investors
Managers allocate resources to obtain the best return

25. Managers as customers
Also, enterprising employees might devise new services to “sell” to their managers (customers) as a way of advancing their careers (building their business).
Managers must involved employees in decision making and asking “what do you think?”

26. Managers as Sport Coaches
Facilitate, coordinate and advise

27. Managers as Partners
As the power of knowledge workers grows, they become more like partners than “hired hands.”
Manager must work together with employees and tap into their expertise.

28. MANAGERIAL SKILLS Technical Skills Human Skills Conceptual Skills
Specialized skills such as engineering, accounting, marketing, information technology
Most important in lower management
Human Skills
An ability to interact with people
Important at all management levels
Conceptual Skills
Ability to think critically and analytically
Solve problems
Most important in upper management

29. Daniel Katz’s Essential Managerial Skills

30. Four Functions of Management
Planning
Setting goals and deciding how to accomplish them
Organizing
Arranging tasks, resources and work of individuals and groups to meet goals
Leading
Inspiring and influencing others to work to meet goals
Controlling
Measuring results, comparing results to goals and taking action as needed

31. Four Functions of Management

32. QUESTIONS?