INFS 212 Principles of Management PDF

INFS 212 Principles of Management Session 2 – What Managers Do? Lecturer: Dr. Emmanuel Adjei Department of Information Studies Contact Information: [email protected] College of Education School of Continuing and Distance Education 2014/2015...

INFS 212 Principles of Management Session 2 – What Managers Do? Lecturer: Dr. Emmanuel Adjei Department of Information Studies Contact Information: [email protected] College of Education School of Continuing and Distance Education 2014/2015 – 2016/2017  Session Overview Management literature identify four fundamental functions of a manager which are planning organising, directing and controlling. This Session introduces you to these functions and further discusses the roles managers play in organisations. Finally we will discuss the skills managers need to perform these functions and roles. Slide 2  Session Objectives Objectives After completing this Session you should be able to: Identify and distinguish among the four function performed by managers Distinguish between functions and roles of a manager Explain the skills managers require to perform these roles and functions Slide 3  Session Outline The key topics to be covered in the session are as follows: 1. Topics One: The functions managers perform 2. Topic Two: The roles they managers perform 3. Topic Three: The skills managers require to do their job Slide 4  Reading List 1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of Management: Essential concepts and applications, (Sixth Edition), Pearson, Prentice Hall: Upper Saddle River, NJ. (Read chapter 1, pages 3 -18) 2. Chandan JS (2002). Management: Concepts and Strategies. New Delhi, Vikas Publishing House, PVT Ltd (Read Chapter 1, pages 3-20). 3. Smith, M. (2007) Fundamentals of Management, McGraw- Hill: New York. Chapter 1, Pages 3-30 Slide 5 Topic One THE FUNCTIONS MANAGERS PERFORM Slide 6  The Functions of Management Management literature identify four basic or fundamental functions of management which are: Planning Organising Leading/ Directing Controlling Slide 7 The Functions of Management con’t Planning Planning is considered the central function of management because whatever a manager does involves planning. Certo (2003) defines planning as “…choosing tasks that must be performed to attain organisational goals, outlining how the tasks must be performed, and indicating when they should be performed. …plans focus on how to attain organisational goals”. Slide 8  The Functions of Management con’t In planning, the manager looks to the future. Saying: “here is what we want to achieve and this is how we want to achieve it”. Slide 9  The Functions of Management con’t The outcome of planning is strategy, a course of action specifying the resources required to achieve specific objectives. It involves deciding what to do, when to do it , and how to do it. In this sense decision making is part of the planning process and involves selecting a course of action from a set of alternatives. Planning is discussed extensively in Session Four. Slide 10  The Functions of Management con’t Organising Organising is the process of establishing orderly uses for all resources within the management system (Certo, 2003). Organising ensures that the necessary human and physical resources are available to carry out a plan and achieve organisational goals. It also involves assigning activities, dividing work into specific jobs and tasks, and specifying who has the authority to accomplish certain tasks. Slide 11  The Functions of Management con’t Grouping activities into departments or some other logical subdivision. This process of organising produces the basic structure or framework of the organisation Slide 12  The Functions of Management con’t The outcome of organising then is the organisation structure which: Establishes authority and reporting relationships Divides work, designs jobs and establishes methods of performing a job Provides work process flow and Coordinates information and feedback systems within organisations. Slide 13  The Functions of Management con’t Leading/Directing Directing means influencing others to achieve organisational goals. It involves: Energising, Directing, Persuading others and Creating a vision. Slide 14  The Functions of Management con’t The activity of leading also involves working directly with people. Other names are: Actuating Motivating Directing Slide 15  The Functions of Management con’t Controlling Comparing actual performance to a predetermined standard. Involves four elements: Establishing standards of performance Measuring current performance Comparing it against the established standards Taking measures to correct performance that does not meet those standards. Slide 16  The Functions of Management con’t The controlling function may point out errors that have to be corrected, or the need for altering a plan or objectives. Thus, this function sometimes causes the manager to return to the planning function temporarily to fine-tune the original plan. Slide 17 Topic Two MANAGEMENT ROLES Slide 18  Management Roles con’t Henry Mintzberg identifies three main roles managers perform Slide 19  Management Roles con’t Interpersonal role Interpersonal role arises directly from a manager’s formal authority. It involves interpersonal relationships. Figurehead Leadership Liaison Roles Slide 20  Management Roles con’t Figurehead role E.g. Manager represents organisation at ceremonial and symbolic functions. It is the most basic and the simplest of all managerial roles. Slide 21  Management Roles con’t Leadership role It involves responsibility for directing and coordinating the activities of subordinates in order to accomplish Organisational goals Slide 22  Management Roles con’t Objectives. Energising Directing Persuading others and Creating a vision. Slide 23  Management Roles con’t Liaison role Dealing with members of a board of directors and people outside the organisation such as clients, government officials, customers, and suppliers. In the liaison role, the manager seeks support from people who can affect the organisation’s success. Slide 24  Management Roles con’t Informational Roles Monitor Disseminator Spokesman Slide 25  Management Roles con’t The monitor role involves looking out for information, receiving, and screening information. In the disseminator role the manager shares information with subordinates and other members of the organisation. In the spokesperson role, managers transmit information to others, especially those outside the organisation, as the official position of the company. Slide 26  Management Roles con’t Decisional Roles Entrepreneurial Disturbance handler Spokesman Negotiator Resource allocator Slide 27  Management Roles con’t The entrepreneurial role involves designing and initiating planned change in order to improve the organisation’s position. Managers play this role when they initiate new projects, launch a survey, test a new market, or enter a new business. Slide 28  Management Roles con’t Managers play the disturbance-handler role when dealing with problems and changes beyond their immediate control. Typical problems include strikes by labour, bankruptcy of major suppliers, or breaking of contracts by customers. Slide 29  Management Roles con’t The resource-allocator role involves choosing among competing demands for money, equipment, personnel, and other demands on a manager’s time. For instance the manager decides what portion of the budget should he earmark for advertising and what portion for improving an existing product line. Slide 30 Topic Three MANAGERIAL SKILLS Slide 31  Managerial Skills Technical skills Interpersonal skills Conceptual Skills Slide 32  Managerial Skills con’t  Technical skills Requires specialised knowledge and abilities that can be applied to specific tasks. Technical skills involve the ability to apply specific methods, procedures, and techniques in a specialised field. Technical skills are important at lower levels of management because supervisors must train their subordinates in the proper use of work-related tools machines and equipment Slide 33  Managerial Skills con’t Interpersonal skills Include the ability to lead motivate, manage conflict and work with others. The skills which manager need include the ability to communicate effectively. Slide 34  Managerial Skills con’t Conceptual Skills Involve the ability to view the organisation from a broad perspective and to see the interrelationships among its components. Slide 35  Managerial Skills con’t The manager uses conceptual skills to diagnose and assess different types of management problems. Conceptual skills are the most important in strategic / long term planning and, therefore, they are more important to top level managers than to middle level managers and supervisors. Slide 36  Summary In this session we discussed the functions and roles of management and managerial skills. You learned that: Manager at whatever level perform four fundamental functions, namely planning, organising, directing and controlling. Managers perform ten roles categorised into interpersonal, informational, and decisional roles. Functions and roles are not mutually exclusive. Managers perform their functions while performing one or more roles in the organisation. The three basic types of managerial skills are technical, interpersonal and conceptual. Slide 37  Summary con’t. Technical skills are the most important at the lower level management. Interpersonal skills are important at all levels of management because managing is the process of getting things done through other people. Conceptual skills are important at upper level management because they have to think in more abstract terms. Slide 38  Sample Questions for Consideration 1. Smmarise the essential roles performed by managers 2. Discuss the skills necessary for becoming a successful manager 3. Is the managers job generic? Slide 39  References 1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of Management: Essential concepts and applications, (Sixth Edition), Pearson, Prentice Hall: Upper Saddle River, NJ. (Read Chapter 1, pages 2-15). 1. Chandan JS (2002). Management: Concepts and Strategies. New Delhi, Vikas Publishing House, PVT Ltd (Read Chapter 1, pages 3-20). Slide 40