1. 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
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2. 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
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3. 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
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4. 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:
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5. 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
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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
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7. 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
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8. 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
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9. 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
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10. 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)
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11. 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)
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12. 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
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13. Next-generation manager
An expert - keeping up with latest technical skills
A networker
Self-reliant
Resilient
Leadership skills
HR competencies
Stress management
(Hiltrop, 1988)
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14. 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