Management and Managerial Roles
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Understanding Management
Understanding Management
and Managerial Roles
and Managerial Roles
Tarak Bahadur KC, PhD
Tarak Bahadur KC, PhD
tarakbkc@gmail.com
tarakbkc@gmail.com
Session outline
Session outline
Management and manager
Managerial roles and skills
Key competencies and personal
qualities of a manager
Managerial issues
Work assignment and delegation
Managing resources and priorities
Let us workout
Let us workout
3
What comes in your mind when you
think about
management
and
managers
? Please express in the
form of picture or diagram in the flip
chart. You have five minutes.
You are posted in a newly formed
municipality. You have to establish new
NP Post. Prepare to do list in five
minutes.
Management
Management
4
Management is the art of getting
things done effectively and
efficiently through people using
organizational resources -
human,
finance, material, method and
information-
in a dynamic
environment.
Management
ensures that these
resources are combined into a total
system to accomplish an objective. It is a
process of deciding:
5
How many people are to be economically
employed,
What kinds of people to assign to what jobs,
How much money to spend on specific
problems,
What kinds of activities to perform first and
what to perform last in what way,
How much time should be spent on one activity,
and
Who are the customers and whether they are
satisfied with its products and services?
Management functions
Management functions
Men and
Women
Materials
Machines
Methods
Money
Markets
Planning
Directing
Organising
Controlling
Basic resources:
Fundamental functions:
Stated
o
bjectives
:
The 6Ms
The process of management
End results
Management functions
Management functions
Defining
goals
Establishing
strategy
Developing
sub-plans/
action plans
to coordinate
activities
Designing
structure
Determining
tasks
to be
performed,
how
they will
be performed,
who
will
perform them
Directing &
motivating
all parties
involved
Resolving
conflicts
Monitoring
activities
Correcting
any
significant
deviations
A
c
h
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e
v
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g
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a
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i
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a
l
p
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p
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s
e
T
hese functions work in concert in an integrated network.
If all
functions don’t work in harmony, you won’t achieve desired results.
Evolution of management
Management thought developed gradually, from
past to present and passed through various distinct
phases.
Bureaucratic theory –
Max Weber
Scientific management theory-
FW Taylor
Administrative theory –
Henry Fayol
Concerned with production of efficiency and
productivity through the one best way. Scientific
method should be used to define the best way.
There should be standardization.
1
. The classical theory
Human relations / Behavioral theory –
Elton Mayo, Abraham Maslow, Douglas McGregor
Concerned with importance of human
element in management. The theory
emphasizes importance of individual within
the organization. Productivity is not only
technical but also a social phenomenon.
Workers are motivated by social need.
Money is not the only motivator. Workers
are social and different than machines.
2. The neoclassical theory
The system theory
-
Daniel Katz and Robert Kahn
-
concerned with total picture of
interdependence and environmental
influences. (Input, Process, Output)
The contingency theory -
Lawrence and Lorsch
-
concerned with inquires of each situation for
managerial practice. No ‘best way’. ‘It all
depends’.
Japanese management style, Theory Z,-
William
Ouchi
- Humanistic approach, e.g. lifetime
employment.
3. The modern theory
3. The modern theory
The modern organizational theory
represents integrative approach to
management. There is no one best way of
doing things under all conditions. Methods
and techniques which are highly effective
in one situation may not work in other
situations. Situation plays an important
role in application of management
functions. Functions are universal but their
application is situational. Management
takes a situational approach
New management concept in practice
Competitiveness
Performance
Delivery
Price
Recently, the important trend for the organization
is the quality control management. This is because
the competitiveness in the business world, in
which the performance of the employee is in
reliability and the process of delivery should be
speedy. However, the expect price should be
lower.
Emerging challenges for management
1.
Globalilization:
Managers need to think globally
and act locally.
2.
Technology (IT and e-governance):
The
development in IT will provide greater access to
management. Management will need to manage
changing technology effectively.
3.
Quality:
Quality assurance is getting important.
4.
Social responsibility:
Management will pursue
long term goals that are good for society. Maintaining
ethical and socially responsible standards.
5.
Human resource management:
Management
needs to deal with diversified work force, requires
visionary leadership on the part of management.
7.
Empowerment:
To empower worker is a challenge
to management.
8.
Cultural sensitivity:
Cultural value will change
cross cultural influences. Organizations are emerging
as cultural systems.
9.
Manager will face the challenge of managing
change.
They will need to aware specific changes
and their likely impact on the practice of
management.
10.
Organization design:
Organization will be lean
flat and less hierarchical.
11.
Learning organization:
Management needs to
create learning environment. Organization of future
will be predominantly knowledge based.
Manager
Manager
15
People who manage other people and resources
are called managers. A manager is a person who is
responsible for running a particular section, or a
business or an organization. Without his leadership
‘the resources of production’
remain resources and
never become production. A manager has:
Targets to achieve,
People to manage,
Tasks to perform,
An organisation to liaise with, and
A distinct shortage of time.
Basically, there are two types of managers:
‘
doer’
and
‘
developer’
.
Exercise –
Exercise –
Types of manager
Types of manager
16
Spend few minutes reflecting on how you
see yourself as a manager: are you mainly a
‘doer’
or
‘developer’
? Focus on how
much you:
Delegate work when possible
Invest time in developing people
Place a mark on the continuum between the two.
Doer
1 2 3 4 5 6 7 8 9 10
Developer
Types
…
17
Depends on several factors: nature of work, capabilities of people,
organisational culture, own preferences, etc.
Traditional vs. Entrepreneurial manager
18
Exercise –
Types of manager
19
Now, place a mark on the line below to indicate
where you think you are on the continuum
between the two.
Traditional
Entrepreneurial
Manager
1 2 3 4 5 6 7 8 9 10
Manager
Levels of managers
Levels of managers
20
Level:
Level:
position in the organisational hierarchy.
Middle
Managers
First-Line
Managers
Front-Line Employees
Top
Managers
The Levels of an Organization
Supervise
Others
Work
on Jobs
21
First-line managers
Responsible for day-to-day operations. Supervise people
performing activities required to make the good or
service.
Middle managers
Supervise first-line managers. Are responsible to find the
best way to use departmental resources to achieve
goals.
Top managers
Responsible for the performance of all departments and
have cross-departmental responsibility. Establish
organizational goals and monitor middle managers.
Levels …
What is a role?
What is a role?
22
A role is a set of responsibilities
organised (or a pattern of
behaviours used) to produce specific
outputs related to a specific
function / position.
Exercise:
Managerial roles
What are your roles as a manager?
23
Managing through
-
people (interpersonal),
-
information, and
-
action (decision).
Different roles fit together to make a manager.
Areas of involvement
Areas of involvement
24
In order to manage people, a manager has
to be involved in the following areas:
Activity
– what people do.
Performance
– how well people do.
Career
– planning of career development.
Life
– non-work issues (personal).
25
A Manager must be able to manage and
lead at the same time.
Examples of managing and
leading at the same time:
26
“Managers do things right.
Leaders do the right things.”-
Warren Bennis
Managerial skills
Managerial skills
27
Skill is the knowledge and ability that
enables one to do a job very well.
Managers need to develop different
skills in order to perform their duties
effectively. There are some basic skills,
which all managers should possess.
Exercise:
Exercise:
What skills you need to perform the
role of a manager?
Managerial …
Managerial …
28
Robert Katz identified three types of skills to make a
manager effective:
1.
Technical skills
involve an understanding of,
and proficiency in a specific kind of activity
particularly one involving methods, processes,
procedures and techniques.
2.
Human skills
reflect the ability of a manager
to work effectively as a team member and build
cooperative effort within the team he heads.
Human skills deal with working with people.
3.
Conceptual skills
involve the ability to see
the enterprise as a whole.
Management skills
29
40%
30%
10%
50%
45%
40%
10%
25%
50%
- Robert Katz
Competencies
Competencies
30
A competency is more than just knowledge
and skill. It involves creative abilities to meet
complex demands of society and organisations
by drawing on and mobilising psychosocial
resources including attitudes, motivation and
values which an individual must possess in
order to produce the outputs for his/her
roles in a particular context.
Job competency describes the underlying
characteristics of an individual that drive
behaviour leading to superior performance in
a job.
Exercise:
Key competencies
31
What are key competencies
of a manager?
32
A competency is a generic knowledge,
motive, trait, value, bahaviour, self-image,
social role or skill of a person, such as:
Leadership / Self Management
Decision making
Personal effectiveness-
Integrity, Interpersonal
skills / Communication, Adaptive, Innovative,
Creative, Self-directed, Trustworthy and Self-
motivated
Strategic planning
Change management
Learning and achievement orientation
Technical know-how
Personal qualities
Personal qualities
33
A quality is a characteristic like honesty that is part
of the nature of a person.
Among other things, those who want to lead
people and manage events must bring with them a
set of qualities that can’t always be taught but can
be learned:
Will:
Desire to make a difference, influence
others, and gain satisfaction from doing so -in
sum, the "will to manage."
Power:
Healthy desire for power. Enjoy it but
don’t abuse it.
Empathy:
Able to understand feelings and
roles of others.
Great managers:
Select people based on talent
When setting expectations for
employees, establish the right
outcomes
When motivating an individual, focus
on strengths
Find the right job fit for the person
Work assignment and
Work assignment and
Delegation
Delegation
An assignment is the process of transferring (a piece
of work) responsibility and accountability to
someone, typically as part of the job. Assignment
describes the distribution of work that each staff
member is to accomplish.
Delegation is the process by which responsibility and
authority for performing a task or activity is
transferred to another person. The person to whom
the task is transferred must accept that authority and
responsibility.
Delegation of authority
Delegation of authority
Advantages and disadvantages of delegation
Advantages and disadvantages of delegation
Delegation strategies
1. Identify key opportunities for delegation
2. Establish a clear set of objectives for each
task
3. Play to your coworker's strengths
4. Construct a timeline
5. Use follow-up tasks to keep your workers
on point
6. Establish authority and respect
7. Use a feedback loop to make future
delegation easier.
Managing resources and priorities:
Do more with less
(DMWL)
Organisational resources:
4 M I
Define what "more" and "less" mean to
you - now and in the future.
Brush up on the key "trio" of strategic
management skills - analysis,
communication and negotiation.
Know your stakeholders.
Identify your DMWL targets.
Managing …
Set realistic priorities.
Put all plans and commitments in writing.
Communicate, communicate, and
communicate again.
Set realistic expectations.
Get visible, recorded buy-in and
acceptance.
Monitor and review DMWL results and
consequences
Resource allocation plan
Resource allocation plan
It might include:
Resource allocation decisions
Prioritizing tasks
Allocating resources to those tasks
Making business decisions around why resources aren’t
allocated to other tasks
Identifying tasks that need funding
identifying tasks that don’t need funding
Contingencies (aka, “Plan B”)
Ranking prioritized tasks
Identifying must-have staff for a given task
identifying tasks that are transferable to other team
members
Managing priorities
1.
Make sure you understand top organisation objectives
2.
Align your team goals with higher company objectives
3.
Standardize and score work requests
4.
Encourage your team to make time for important but
Not
urgent work
5.
Make course corrections along the way
Conclusion
Conclusion
43
People want to be guided by those they
respect
and who have a clear
sense of direction
. To gain
respect, they must be
ethical
. A sense of
direction is achieved by conveying a strong
vision
of the future. For this, follow
Blue ocean strategy-
Blue ocean strategy-
Success principle:
Success principle:
Knowledge
Principle
Value
Integrity
Character
Morality
Guidance
-
Bhagavat Gita
Good Luck
Management in Nepal
Management in Nepal is in a developing
stage. The following points characterize it:
1
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:
•
Tradition-bound with deep rooted
paternalism
•
Division of work is prevalent, but
integration is weak
•
Authority remains centralized while
responsibility delegated
•
Lack of job descriptions to employees
•
Unity of direction unclear (one activity
directed by various managers and one
employee reports various bosses)
•
Hierarchy is important
•
Individual goals do not get
internalized with organizational goals
•
Interpersonal relationships are
dominated by conflicts and
personality clashes
•
Discipline is poor
•
Politicized multiple unions
•
Mistrust characterizes the
organizational climate
3
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4
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:
Nepali management is feudocratic and lacks
professionalism. Growing private sector (family
owned) prefer friends and relatives.
Public sector has become the victim of political
interference. Lack of accountability for
performance and results. Managers concerned
about their own survival rather than results or
organizational effectiveness.
5
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Management is the art of effectively utilizing organizational resources and people to achieve objectives in a dynamic environment. It involves functions such as planning, organizing, leading, and controlling to ensure that resources are combined systematically. Without harmony among these functions, desired results may not be achieved.
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Presentation Transcript
Understanding Management and Managerial Roles Tarak Bahadur KC, PhD tarakbkc@gmail.com
Session outline Management and manager Managerial roles and skills Key competencies and personal qualities of a manager Managerial issues Work assignment and delegation Managing resources and priorities
Let us workout You are posted in a newly formed municipality. You have to establish new NP Post. Prepare to do list in five minutes. What comes in your mind when you think about management and managers? Please express in the form of picture or diagram in the flip chart. You have five minutes. 3
Management Management is the art of getting things done effectively and efficiently through people using organizational resources - human, finance, material, method and information- in a dynamic environment. 4
Management ensures that these resources are combined into a total system to accomplish an objective. It is a process of deciding: How many people are to be economically employed, What kinds of people to assign to what jobs, How much money to spend on specific problems, What kinds of activities to perform first and what to perform last in what way, How much time should be spent on one activity, and Who are the customers and whether they are satisfied with its products and services? 5
Management functions Basic resources: The 6Ms Fundamental functions: The process of management End results Stated objectives: Men and Women Directing Planning Materials Machines Methods Money Organising Controlling Markets
Management functions Planning Defining goals Establishing strategy Developing sub-plans/ action plans to coordinate activities Organizing Designing structure Determining tasks to be performed, how they will be performed, who will perform them Leading Directing & motivating all parties involved Resolving conflicts Controlling Monitoring activities Correcting any significant deviations Achieving organizational purpose These functions work in concert in an integrated network. If all functions don t work in harmony, you won t achieve desired results.
Evolution of management Management thought developed gradually, from past to present and passed through various distinct phases. 1. The classical theory Bureaucratic theory Max Weber Scientific management theory- FW Taylor Administrative theory Henry Fayol Concerned with production of efficiency and productivity through the one best way. Scientific method should be used to define the best way. There should be standardization.
2. The neoclassical theory Human relations / Behavioral theory Elton Mayo, Abraham Maslow, Douglas McGregor Concerned with importance of human element in management. The theory emphasizes importance of individual within the organization. Productivity is not only technical but also a social phenomenon. Workers are motivated by social need. Money is not the only motivator. Workers are social and different than machines.
3. The modern theory The system theory- Daniel Katz and Robert Kahn - concerned with total picture of interdependence and environmental influences. (Input, Process, Output) The contingency theory - Lawrence and Lorsch - concerned with inquires of each situation for managerial practice. No best way . It all depends . Japanese management style, Theory Z,- William Ouchi- Humanistic approach, e.g. lifetime employment.
The modern organizational theory represents integrative approach to management. There is no one best way of doing things under all conditions. Methods and techniques which are highly effective in one situation may not work in other situations. Situation plays an important role in application of management functions. Functions are universal but their application is situational. Management takes a situational approach
New management concept in practice Competitiveness Performance Delivery Price Recently, the important trend for the organization is the quality control management. This is because the competitiveness in the business world, in which the performance of the employee is in reliability and the process of delivery should be speedy. However, the expect price should be lower.
Emerging challenges for management 1. Globalilization: Managers need to think globally and act locally. 2. Technology (IT and e-governance): The development in IT will provide greater access to management. Management will need to manage changing technology effectively. 3. Quality: Quality assurance is getting important. 4. Social responsibility: Management will pursue long term goals that are good for society. Maintaining ethical and socially responsible standards. 5. Human resource management: Management needs to deal with diversified work force, requires visionary leadership on the part of management.
7.Empowerment: To empower worker is a challenge to management. 8.Cultural sensitivity: Cultural value will change cross cultural influences. Organizations are emerging as cultural systems. 9.Manager will face the challenge of managing change. They will need to aware specific changes and their likely impact on the practice of management. 10.Organization design: Organization will be lean flat and less hierarchical. 11.Learning organization: Management needs to create learning environment. Organization of future will be predominantly knowledge based.
Manager People who manage other people and resources are called managers. A manager is a person who is responsible for running a particular section, or a business or an organization. Without his leadership the resources of production remain resources and never become production. A manager has: Targets to achieve, People to manage, Tasks to perform, An organisation to liaise with, and A distinct shortage of time. Basically, there are two types of managers: doer and developer . 15
Exercise Types of manager Spend few minutes reflecting on how you see yourself as a manager: are you mainly a doer or developer ? Focus on how much you: Delegate work when possible Invest time in developing people Place a mark on the continuum between the two. Doer 1 2 3 4 5 6 7 8 9 10 Developer 16
Types Doer Developer Enabling the team to perform tasks and achieve targets Delegate as much as possible to have time for strategic functions Motivating and supporting to take increasing responsibility Invest considerable time in developing the capabilities of people Performing tasks and achieving targets Do not like delegating, prefer to lead by example Doing as much as can Do not invest time in developing the capabilities of their people Depends on several factors: nature of work, capabilities of people, organisational culture, own preferences, etc. 17
Traditional vs. Entrepreneurial manager Traditional Manager Entrepreneurial Manager Tries to avoid mistakes Postpones recognizing failure Agrees with those in power Wants to please top management Likes the system and sees it as nurturing and protective Works out problems by working within the system Utilizes the hierarchy as a basic power differentiation between levels 18 Is wiling to make mistakes to learn Admits mistakes and moves on Gets those in power to be committed to what should be done Wants to please sponsors, customers and staff Dislikes the system and learns how to manipulate it Works out problems by learning how to bypass the system Uses the hierarchy as only a tool for getting things done more efficiently
Exercise Types of manager Now, place a mark on the line below to indicate where you think you are on the continuum between the two. Traditional Manager 1 2 3 4 5 6 7 8 9 10 Manager Entrepreneurial 19
Levels of managers Level: position in the organisational hierarchy. Supervise Others Top Managers Middle Managers First-Line Managers Work on Jobs Front-Line Employees The Levels of an Organization 20
Levels First-line managers Responsible for day-to-day operations. Supervise people performing activities required to make the good or service. Middle managers Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals. Top managers Responsible for the performance of all departments and have cross-departmental responsibility. Establish 21 organizational goals and monitor middle managers.
What is a role? A role is a set of responsibilities organised (or a pattern of behaviours used) to produce specific outputs related to a specific function / position. Exercise: Managerial roles What are your roles as a manager? 22
Managing through - people (interpersonal), - information, and - action (decision). Different roles fit together to make a manager. 23
Areas of involvement In order to manage people, a manager has to be involved in the following areas: Activity what people do. Performance how well people do. Career planning of career development. Life non-work issues (personal). 24
A Manager must be able to manage and lead at the same time. 25
Examples of managing and leading at the same time: Activity Leading Managing Follow the agenda Persuade with logic Issue instructions Build consensus Create enthusiasm Give people ownership Run a meeting Sell a proposal Devise a plan Managers do things right. Leaders do the right things. -Warren Bennis 26
Managerial skills Skill is the knowledge and ability that enables one to do a job very well. Managers need to develop different skills in order to perform their duties effectively. There are some basic skills, which all managers should possess. Exercise: What skills you need to perform the role of a manager? 27
Managerial Robert Katz identified three types of skills to make a manager effective: 1. Technical skillsinvolve an understanding of, and proficiency in a specific kind of activity particularly one involving methods, processes, procedures and techniques. 2. Human skillsreflect the ability of a manager to work effectively as a team member and build cooperative effort within the team he heads. Human skills deal with working with people. 3. Conceptual skillsinvolve the ability to see the enterprise as a whole. 28
Management skills 50% 10% 40% 30% 45% 25% 50% 10% 40% 29 - Robert Katz
Competencies A competency is more than just knowledge and skill. It involves creative abilities to meet complex demands of society and organisations by drawing on and mobilising psychosocial resources including attitudes, motivation and values which an individual must possess in order to produce the outputs for his/her roles in a particular context. Job competency describes the underlying characteristics of an individual that drive behaviour leading to superior performance in a job. 30
Exercise: Key competencies What are key competencies of a manager? 31
A competency is a generic knowledge, motive, trait, value, bahaviour, self-image, social role or skill of a person, such as: Leadership / Self Management Decision making Personal effectiveness- Integrity, Interpersonal skills / Communication, Adaptive, Innovative, Creative, Self-directed, Trustworthy and Self- motivated Strategic planning Change management Learning and achievement orientation Technical know-how 32
Personal qualities A quality is a characteristic like honesty that is part of the nature of a person. Among other things, those who want to lead people and manage events must bring with them a set of qualities that can t always be taught but can be learned: Will: Desire to make a difference, influence others, and gain satisfaction from doing so -in sum, the "will to manage." Power: Healthy desire for power. Enjoy it but don t abuse it. Empathy: Able to understand feelings and roles of others. 33
Great managers: Select people based on talent When setting expectations for employees, establish the right outcomes When motivating an individual, focus on strengths Find the right job fit for the person
Work assignment and Delegation An assignment is the process of transferring (a piece of work) responsibility and accountability to someone, typically as part of the job. Assignment describes the distribution of work that each staff member is to accomplish. Delegation is the process by which responsibility and authority for performing a task or activity is transferred to another person. The person to whom the task is transferred must accept that authority and responsibility.
Delegation of authority Delegation of Authority
Delegation strategies 1. Identify key opportunities for delegation 2. Establish a clear set of objectives for each task 3. Play to your coworker's strengths 4. Construct a timeline 5. Use follow-up tasks to keep your workers on point 6. Establish authority and respect 7. Use a feedback loop to make future delegation easier.
Managing resources and priorities: Do more with less (DMWL) Organisational resources: 4 M I Define what "more" and "less" mean to you - now and in the future. Brush up on the key "trio" of strategic management skills - analysis, communication and negotiation. Know your stakeholders. Identify your DMWL targets.
Managing Set realistic priorities. Put all plans and commitments in writing. Communicate, communicate, and communicate again. Set realistic expectations. Get visible, recorded buy-in and acceptance. Monitor and review DMWL results and consequences
Resource allocation plan It might include: Resource allocation decisions Prioritizing tasks Allocating resources to those tasks Making business decisions around why resources aren t allocated to other tasks Identifying tasks that need funding identifying tasks that don t need funding Contingencies (aka, Plan B ) Ranking prioritized tasks Identifying must-have staff for a given task identifying tasks that are transferable to other team members
Managing priorities Make sure you understand top organisation objectives 2. Align your team goals with higher company objectives 3. Standardize and score work requests 4. Encourage your team to make time for important but Not urgent work 1. Not Important important Urgent Not urgent 5. Make course corrections along the way
Conclusion People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. For this, follow Blue ocean strategy- Success principle: Knowledge Value Character Guidance Principle Integrity Morality - Bhagavat Gita 43
Management in Nepal Management in Nepal is in a developing stage. The following points characterize it: 1. Concept of management: Nepali management is based on process concept, which regards management as functions of planning, organizing, staffing, directing and controlling. Functions are performed to get the jobs done effectively. The people aspect of management has remained neglected. Systems concept is lacking.
2. Principles of management: Tradition-bound paternalism Division integration is weak Authority responsibility delegated Lack of job descriptions to employees Unity of direction unclear (one activity directed by various managers and one employee reports various bosses) with deep rooted of work is prevalent, but remains centralized while
Hierarchy is important Individual internalized with organizational goals Interpersonal relationships dominated by personality clashes Discipline is poor Politicized multiple unions Mistrust characterizes organizational climate goals do not get are and conflicts the
3. Functions of management: Planning: Long-term planning generally lacking. The annual budget represents the plan. Implementers are not involved in the planning process. Organising: Organising function is found, but authority-responsibility relations are not clear. Staffing:Informal relations influence human resource management. Directing:There is generally one-way communication from top to bottom. Lack of participative orientation and coordination leading to mismanagement of scarce resources. Motivation is generally money based. Controlling:Control is generally for threat and punishment rather than correction of performance to set future standards.
4. Professionalism: Nepali management is feudocratic and lacks professionalism. Growing private sector (family owned) prefer friends and relatives. Public sector has become the victim of political interference. Lack of accountability for performance and results. Managers concerned about their own survival rather than results or organizational effectiveness. 5. Future perspective: Globalization, technology transfer,competition increasing. This will lead to professionalism- this is emerging.
