Chapter 1 Managers and the Management Process PDF

Chapter 1 Managers and the Management Process  Chapter 1 Learning objectives 1.1 Explain what it means to be a manager. 1.2 Describe what managers do and the skills they need. 1.3 Discuss the implications of important career trends and issues for the work and careers of managers. ...

Chapter 1 Managers and the Management Process  Chapter 1 Learning objectives 1.1 Explain what it means to be a manager. 1.2 Describe what managers do and the skills they need. 1.3 Discuss the implications of important career trends and issues for the work and careers of managers.  1.1 The manager’s challenge: Career readiness Career readiness Having the skills and competencies to succeed in a rapidly changing environment Success requires initiative, resilience, self-awareness and continuous learning. Upskilling — continuously updating skills to align with new ways of working Entrepreneurship, intrapreneurship An ongoing personal responsibility Career readiness insights 4  1.1 The manager’s challenge: Types and levels of manager Managers Directly supervise, support and activate others’ work efforts to achieve the performance goals of individuals, teams and organisations. Management is an opportunity. Management is a responsibility. Levels of management and typical job titles 6  1.1 The manager’s challenge: Governance and accountability Corporate governance The use of structures, rules, processes and oversight to hold the organisation and its people to account for their actions Accountability The requirement that a person answers to a higher authority for performance of their work Dependency Managers depend on their team to do the work. The manager’s challenge 8  1.1 The manager’s challenge: Effective management An effective manager Someone who helps people perform to a high standard and obtain satisfaction from their work Quality of work life The overall quality of human experience in the workplace Issues such as respect, fair pay, safe conditions, learning opportunities, career progression  1.1 The manager’s challenge: Managers as coaches, coordinators and supporters The best managers today are recognised as those who who support and help team members, rather than those who direct or give orders to them. A manager’s responsibility to support others in their work can be thought of as an upside-down pyramid. The organisation as upside-down pyramid 11  1.2 Management functions and skills: The four management functions Planning: The process of setting performance objectives and determining what actions should be done to accomplish them. Organising: The process of assigning tasks, allocating resources and coordinating work activities. Controlling: The process of measuring performance and taking action to ensure desired results. Leading: The process of arousing people’s enthusiasm to work hard and inspiring their efforts to achieve goals. The four functions of the management process 13  1.2 Management functions and skills: Information, interpersonal and decisional roles Managers fulfil their planning, organising, controlling and leading responsibilities by performing: informational roles interpersonal roles decisional roles. Three types of roles filled by managers in their everyday work 15  1.2 Management functions and skills: Agenda setting, networking and social capital Managers use networking and social capital to pursue agendas. Agenda setting Agenda setting is the process by which managers identify clear action plan priorities. Networking and social capital Networking builds and maintains positive relationships with other people whose help might be useful some day. Social capital is the capacity to attract support and help from others to get things done.  1.2 Management functions and skills: Technical, human and conceptual skills Technical skills The ability to use expertise to perform tasks with proficiency Human skills The ability to work well in cooperation with others High emotional intelligence Conceptual skills The ability to think analytically and solve complex problems Essential managerial skills and management level 18  1.2 Management functions and skills: Lifelong learning Lifelong learning The process of continuously learning from daily experiences and opportunities Requires: self-awareness learning agility Seven ‘must-have’ managerial skills 20  1.3 Current career issues in management: Globalisation The worldwide interdependence of resource flows, product markets and business competition Businesses use global sourcing and supply chains to: sell goods and services to international customers save money by manufacturing in countries with low costs of labour buy materials and supplies from wherever they can be found at the best prices.  1.3 Current career issues in management: Failures of ethics and corporate governance Ethics A code of moral standards of conduct for what is ‘good’ and ‘right’ as opposed to what is ‘bad’ or ‘wrong’ A part of corporate governance, which establishes accountability in the business Corporate social responsibility Acting ethically in the interests of all stakeholders, including society as a whole  1.3 Current career issues in management: Diversity Workforce diversity The composition of a workforce in terms of differences among the members, such as gender, age, race, ethnicity, religion, sexual orientation, and physical ability Discrimination When diverse members are treated unfairly and denied full membership benefits  1.3 Current career issues in management: The free-agent, gig and on-demand economy Businesses are seeking flexible employment models. Traditional jobs and career paths are disappearing. In a free-agent, gig and on-demand economy: people change jobs more often many work on-demand as independent contractors with a shifting mix of employers more workers shift to contract and on-demand work rather than full-time employment  1.3 Current career issues in management: The free-agent, gig and on-demand economy Intellectual capital The collective brainpower or shared knowledge of an organisation’s workforce What an employee can offer an employer in terms of brainpower, skills, and capabilities Intellectual Capital = Competency × Commitment  1.3 Current career issues in management: Technology and analytics Cloud, mobile, automation and artificial intelligence are driving change, requiring a smart workforce. Knowledge workers are creative, have good ideas and are good at human relationships. Tech IQ is the ability to use current and emerging technology effectively for work. Analytical competency is the ability to evaluate, analyse and interpret information to make good decisions.  1.3 Current career issues in management: Self-management skills Self-management Being able to realistically assess and actively manage your personal development There is no better time than now to begin taking charge of your personal brand — your reputation seen through the eyes of others How do you want to be seen? What do you want to be known for?  1.3 Current career issues in management: Strategic career planning Today, more than ever, it is critical to evaluate your own career readiness. A personal SWOT analysis is a useful tool to help you establish and maintain your career readiness. A personal SWOT analysis for strategic career planning 29  Managers and the management process: Summary LO1.1 Explain what it means to be a manager. Managers support and facilitate the work efforts of other people in organisations. Top managers scan the environment and pursue long- term goals; middle managers coordinate activities among large departments or divisions; and first-line managers supervise and support non-managerial workers.  Managers and the management process: Summary LO1.1 Explain what it means to be a manager. (continued) Everyone in an organisation is accountable to a higher level manager for their performance; at the highest level, top managers are held accountable by boards of directors or boards of trustees. Effective managers help others to achieve both high performance and high levels of job satisfaction.  Managers and the management process: Summary LO1.1 Explain what it means to be a manager. (continued) New directions in managerial work emphasise ‘coaching’ and ‘supporting’, rather than ‘directing’ and ‘order-giving’. In the upside-down pyramid view of organisations, the role of managers is to support non-managerial workers who serve the needs of customers at the top.  Managers and the management process: Summary LO1.2 Describe what managers do and the skills they need. In the management process, planning sets the direction, organising assembles the human and material resources, controlling ensures results against the set objectives and leading provides the enthusiasm and direction. Managers perform interpersonal, informational and decision-making roles while pursuing high-priority agendas and engaging in successful networking.  Managers and the management process: Summary LO1.2 Describe what managers do and the skills they need. (continued) Managers rely on a combination of technical skills (ability to use special expertise), human skills (ability to work well with others) and conceptual skills (ability to analyse and solve complex problems). Everyday experience is an important source of continuous lifelong learning for managers.  Managers and the management process: Summary LO1.3 Discuss the implications of important trends and issues for the work and careers of managers. Globalisation has brought increased use of global outsourcing by businesses and concern for the adverse effects of job migration. Society increasingly expects organisations and their members to perform with high ethical standards and in socially responsible ways.  Managers and the management process: Summary LO1.3 Discuss the implications of important trends and issues for the work and careers of managers. (continued) Organisations operate with diverse workforces and each member should be respected for their talents and capabilities. Work in the new economy is increasingly knowledge- based, relying on people with valuable intellectual capital to drive high performance.  Managers and the management process: Summary LO1.3 Discuss the implications of important trends and issues for the work and careers of managers. (continued) Careers in the new economy are becoming more flexible, requiring personal initiative to build and maintain skill portfolios that are always up-to-date and valued by employers.