Lecture 3 Management PDF

Lecture Three Lecture Outline ❖ Roles of a Manager ❖ Motivation Theories ❖ Communication Skills and Process ❖ Negotiation Skills and Process Managerial Roles ❖ Influencing people ❖ Commanding people ❖ Guiding people Managerial Roles ❖ Henry Mintzberg detailed roles that effective ma...

Lecture Three Lecture Outline ❖ Roles of a Manager ❖ Motivation Theories ❖ Communication Skills and Process ❖ Negotiation Skills and Process Managerial Roles ❖ Influencing people ❖ Commanding people ❖ Guiding people Managerial Roles ❖ Henry Mintzberg detailed roles that effective managers undertake and he grouped these roles into three broad categories:  Interpersonal Role  Informational Role  Decisional Role Workshop ❖ In three groups:  Each group pick one of Mintzberg’s Managerial Roles.  Match each charactristic to the convenient role. Managerial Roles and Characteristics ❖ Roles ❖ Characteristics:  Interpersonal Roles  Negotiator  Informational Roles  Disturbance handler  Decisional Roles  Spokesperson  Leader  Entrepreneur  Monitor  Figurehead  Resource allocator  Liaison  Disseminator Mintzberg’s Managerial Roles Interpersonal Figurehead Leader Liaison ‫اتصال‬ Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator Negotiator Interpersonal Role Specific Roles Type of Role Examples of Role Activities Identified ▪ Give direct commands and orders to subordinates. Leader ▪ Make decisions concerning the use of human and technical resources. Interpersonal ▪ Coordinate the work of managers in Liaison different departments. (link/connection) ▪ Establish alliances (groups) between different organizations Informational Roles ❖ Because managers make interpersonal contacts to build networks of relationships inside & outside organizations, they are in a unique position to send & receive information Informational Roles Specific Roles Type of Role Examples of Role Activities Identified ▪ Evaluate the performance of managers in different functions. Monitor ▪ Watch changes occurring in the external and internal environment ▪ Inform employees about changes Informational taking place in the external and Disseminator internal environment that will affect them ▪ Launch an advertising campaign to Spokesperson promote new goods and services. Decisional Role ❖Resource Allocator: ❖ Managers have the responsibilities of deciding how to apportion organization’s resources ❖Negotiator: ❖ The negotiator role involves bargaining with others to support the organization’s goals  Decisional Role Type of Specific Roles Examples of Role Activities Role Identified Commit organizational resources to ▪ Develop innovative goods and Entrepreneur services. ▪ Decide to expand internationally to Decisional obtain new customers. ▪ Take corrective action to deal with Disturbance unexpected problems from the Handler external or the internal environment. Tools of Management ❖ Motivation ❖ Communication ❖ Negotiation Definition ❖ Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal Definition (Cont.) ❖ Motivation results from the interactions among conscious and unconscious factors such as the:  intensity of desire or need,  incentive or reward value of the goal,  expectations of the individual and of his or her significant others. Importance of Motivation ❖ Puts human resources into action ❖ Leads to achievement of organizational goals ❖ Builds friendly relationship ❖ Leads to stability of work force Maslow’s Hierarchy of needs 19 Herzberg’s Motivational Theory ❖ Herzberg’s theory that true motivation is found in the work itself  In 1959 Herzberg explained this fundamental part of his theory, i.e., that the factors which motivate people at work are different to and not simply the opposite of the factors which cause dissatisfaction. Herzberg’s Motivational Theory ❖ Herzberg’s theory that true motivation is found in the work itself McGregor’s Theory X and Y ❖ Theory X, which stated that workers inherently dislike and avoid work and must be driven to it, and ❖ Theory Y, which stated that work is natural and can be a source of satisfaction when aimed at higher order human psychological needs. McGregor’s Theory X and Y McGregor’s Theory Y, which recognizes the worth of an individual 25 Communication ❖ Everything a manager does involve communication. ❖ Ineffective communication skills can lead to problems for the manager. Channels of Communication  In person  Third party  Telephone  Listening  Email  Coaching  Written  Counseling  Barriers To Communication Frames of Filtering Reference ‫فكرة مسبقة‬ Distrust Semantics ‫دالالت‬ Not listening Value Judgments Choosing a bad communication channel Selective Listening 7 Elements of Negotiation Elements Definition Relationship The state of connection between two or more people. Communication The transfer of messages by speech, writing or other means. Interests The needs, concerns, goals, hopes and fears that motivate the parties. Options Ideas about how the parties might meet their interests together. Standards Criteria that the parties use to legitimize their perspectives. Alternatives Steps each party could take to satisfy their own interests outside the current negotiation. Commitments Promises made to build or finalize agreement. Negotiation Team Members ❖ One individual should serve as the facilitator, thus ensuring that the team stays on target when it comes to considering all factors relevant to the negotiation. ❖ Someone on the team must fill the role of speaker or presenter, articulating the current position of the team to the opposing side. ❖ A proper negotiation team also needs someone to oversee any type of research and preparation of documents that are necessary in order to discuss and ultimately bring the negotiation to a conclusion. Roles and Responsibilities of a Negotiation Team ❖ Come to an agreement on the basic negotiation substance. ❖ Decide which information to reveal during the negotiation. ❖ Avoid cracks within the team. ❖ Plan the negotiation and be prepared. Roles and Responsibilities of a Negotiation Team ❖ Teamwork is another important attribute of a successful negotiation team. ❖ Knowing the other side very well. ❖ Breaks in between a negotiation are vital, as they can give the team leader an opportunity to do a reality check with other members. Some decision making tools for negotiation: Useful when interests or opinions are the same. Persuasion This is not the easy way out, and sometimes it’s just not worth continuing if the cost (in any terms) is too Giving in high. This could simply be stating your options, ‘I could take Coercion my business elsewhere’. It could also be gentle reminders or unspecified consequences right up to threats. Works well when both parties have a strong Problem relationship, where you trust each other, and share the Solving problem. Closing the Negotiation Summary Close (In case of Summarise the details of the conditions and the agreement) offer, and ask for agreement. Useful where there remains some small Adjournment differences. It gives both parties time to consider Close the final agreement. Make it clear that this is your final offer by choosing Final offer close the right words, tone and body language. Create an (In case of not atmosphere of decisiveness, gather your papers reaching an together as though getting ready to leave. agreement) Negotiation Check List Good Practice Avoid ✓ Actively listen ×Interrupting ✓ Question for clarification ×Attacking ✓ Summarising ×Blaming ✓ Test commitment ×Talking too much ✓ Seeking & giving information ×Sarcasm ✓ Encourage two way conversation ×Threats ✓ State and plan your proposal – ×Taking it personally then summarise ×Closed body language ✓ Use the ‘if you ….then we’ll’ principle Workshop ❖ Select a facilitator ❖ Divide into two teams ❖ One team will act as the board of directors ❖ The other team is a task team that completed its task and gave the company a profit that exceeded the expectations and is negotiating over having a bonus for what it achieved. Lecture Outline ❖ Roles of a Manager ❖ Motivation Theories ❖ Communication Skills and Process ❖ Negotiation Skills and Process