Unit 1

The Manager’s Job

Dau Thu Huong (M.A)

Lecturer of ESP
Hanoi Foreign Trade University
E: huongdt@ftu.edu.vn
T: 036 886 3546

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 Objectives
• Understand the term management and process of
management including the functions of management

• Explain the term manager and identify different types of

managers

• Describe the various managerial roles

• Identify management levels, the basic managerial skills

and understand how they can be developed 2
What is management?
What is management?
Management is the organization and coordination of the activities of
a business in order to achieve defined objectives.
BusinessDictionary.com
What is management?
• The process of using organizational resources to achieve organizational
objectives through the functions of planning, organizing and staffing,
leading, and controlling

• Management is also used as a label for specific discipline for the people
who manage, and for a career choice

• The use of key skills and practices designed to help organization reach its
highest potential
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The Process of
Management

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 1.3

The Process of Management

Organizing
Planning Leading Controlling
& Staffing
Human
Resources

Financial
Resources
Manager Goals

Physical
Resources

Information
Resources

Managerial Functions
Management
• A science or a practice?
Management as science
• It has been studied for a long time, and has been organized into a
theory.
• It describes the management of symptoms; these symptoms are then
examined using the scientific method formulated in the form of
principles embodied in the form of a theory.
Management as a practice

• Management is a Practice ( getting things done) rather than a

Science or a Profession (ethics and codes- eg. qualifications)

• Discuss Science and Practice (intuition)

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 Managerial Concerns

• Efficiency: “Doing things right”- Getting the most output for the least
inputs
• Effectiveness: “Doing the right things”- Attaining organizational goals
Effectiveness and efficiency in management
What Managers Do?
• Three Approaches to Defining What Managers Do.
• Functions they perform.
• Roles they play.
• Skills they need.
Four Managerial Functions

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Four Managerial Functions

• Planning

• Organizing and Staffing

• Leading

• Controlling
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Four Managerial Functions
Who is a manager ?
• A manager is a person responsible for the work performance of
group members

• A manager holds the formal authority to commit organizational

resources, even if the approval of others is required

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Management Roles
(Mintzberg)
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Informational Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
The Seventeen Managerial Roles
Planning Controlling
Strategic Planner Monitor
Operational Planner Disturbance Handler

Organizing & Staffing Leading

Organizer Figurehead
Liaison Spokesperson
Staffing coordinator Negotiator
Resource allocator Coach
Task delegator Team builder & player
Technical problem solver
Entrepreneur

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Emphasis of current managerial roles
• Managerial work has shifted from controller and
director role to,
• Motivator
• Coach
• Facilitator
• Supporter
• Work as partners with team members to jointly achieve
results
• Maintains horizontal relationships 20
 1.7

Traditional versus Modern Managerial Roles

Old Manager New Manager
• Thinks of self as manager or • Thinks of self as sponsor, team
boss leader, or internal consultant
• Follows chain of command • Deals with anyone necessary to get
• Works within a set job done
organizational structure • Changes organizational structure in
• Makes most decisions alone response to market change
• Hoards information • Invites others to join in decision
making
• Tries to master one major
discipline • Shares information
• Demands long hours • Tries to master broad array of
disciplines
• Demands results
Source: Adapted from Brian Dumaine, “The New Non-Managers,” Fortune, February 22, 1991, p. 81; Joe
McGavin, “You’re a Good Manager If You. . .,” Manager’s Edge, September 1998, p. 7.
Adapted from Exhibit 1.6
Levels of Management
• Top level managers
• chairman of the board, CEO, president, vice president,
COO, CFO, CIO (operations, financial, information)

• Middle level managers

• Director, branch manager, department chairperson, team
leader

• First level managers

• Supervisor, office manager, crew chief 23
Top level managers
• C-Level manager is the recent term used to describe a top-level manager as these
managers have Chief in their titles

• Empowered to make major decisions affecting the present and the future of the
firm

• Have authority to purchase other companies, initiate new product line, or hire
hundreds of employees

• They give general direction for the organization: where to go and how to go
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Recent C-level positions
• Chief of Staff- top level adviser serves as a confident, gate keeper, and
all-around strategic consultant
• Chief Commercial Officer- over sees commercial success, major
responsibility in customer relationship and managing company
interface with customer especially managing sales channels including
online interactions
• Chief Privacy Officer- responsible for managing customer information
especially through online transactions

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Middle level managers
• Serve as a link between top and first level managers
• Conduct most of the coordination activities
• Responsible for implementing programs and policies formulated by
top-level management
• The job of the middle management vary in terms of responsibility
and income
• Help the organization to undertake profitable new ventures and
finding creative ways reach goals
• Serve as a key channel of communication 26
First level managers

• They are managers who supervise operatives

• Mostly they are career school graduates and four year college graduates
who are familiar with modern management techniques

• Most employees at the entry level positions report to first level manager

• Supervisors help shape the attitudes of new employees toward the firm

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Five Key Managerial Skills
• Technical skills- understanding of specific process, procedure, or technique
• Interpersonal skills (soft skills)- ability to work effectively as a team
member and to build cooperative effort
• Conceptual skills- ability to see the organization as a total entity
(visualizing relationship with stakeholders) grasp a big picture view
• Diagnostic skills- ability to solve the problems they diagnose
• Political skills- ability to acquire power to achieve goals
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Skills Needed at Different
Management Levels
Skills used at different levels

Technical Human Conceptual

Why Study Management?
• The universality of management
- Good management is needed in all organizations.
• The reality of work
-Employees either manage or are managed.
• Rewards and challenges of being a manager
- Management offers challenging, exciting and creative opportunities
for meaningful and fulfilling work.
- Successful managers receive significant monetary rewards for their
efforts.
Universal Need for Management
Rewards and Challenges of Being A Manager