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MB403 Principles of Management

What Managers Do

Welcome to MBA403
• Differing views of what managers do
– – – – Fayol Gulick From the module text From Henry Mintzberg

General and Industrial Management. (1949). (Originally published 1916. H.Fayol’s view • • • • • Planning Organising Coordinating Commanding Controlling Fayol.) . London: Sir Isaac Pitman and Sons.

Gulick and L. New York: Columbia University Press. Urwick (eds.H. .F. L.) Papers on the Science of Administration.POSDCoRB • • • • Planning Organising Staffing Directing • Coordinating • Reporting • Budgeting Gulick. “Notes on the Theory of Organization” in L.Gulick’s view . (1937).H..

The module texts view • • • • Planning Organising Influencing Controlling We can see where they got the idea! All this happens to meet organizational goals .

NJ: Pearsons/Prentice Hall. and Certo S. .From: Certo. (2009). 11th edition. Modern Management: Concepts and Skills. C.C.T. Upper Saddle river.

Planning .

Organising .

Influencing .

Controlling .

Manager (Section Head) • Top Managers: provide the overall direction of an organization Chief Executive Officer. clerical supervisors • Middle Managers: – Coordinate employee activities – Determine which goods or services to provide – Decide how to market goods or services to customers Assistant Manager. President. supervisors. Vice President .Levels of Management • First-line Managers: have direct responsibility for producing goods or services Foreman.

and Certo S. C. NJ: Pearsons/Prentice Hall. Upper Saddle river.C. Modern Management: Concepts and Skills.T.Skills Mix and Managerial Levels From: Certo. (2009). . 11th edition.

2. The Nature of Managerial Work. 10.Mitzberg’s 10 roles 1. H. 9. 5. 7. 4. New York: Harper & Row. 6. . (1973). 8. FIGUREHEAD LEADER LIASION MONITOR DISSEMINATOR SPOKESPERSON ENTREPRENEUR DISTURBANCE HANDLER RESOURCE ALLOCATOR NEGOTIATOR Interpersonal Informational Decisional Mintzberg. 3.

4.leader Expert manager – monitor. negotiator Entrepreneur .Mitzberg’s view – 8 Managerial job Types 1. 7. 6. figurehead Political manager – Spokesperson.resource allocator Real-time manager -disturbance handler Team manager . 5. 3. 8. 2. Contact man – Liaison. spokesperson New manager – liaison. monitor .entrepreneur and negotiator Insider .

Telephone calls and unscheduled meetings are used for speed by managers when they know the other party well. The manager prefers brevity and interruptions in his/her work.Mitzberg’s view 13 propositions about management work 1. 3. scheduled meetings and tours (of the office/factory). Managers gain observational information through tours (of the office/factory) but do not do this frequently. 8. Scheduled meetings take up more managerial time than any other medium. Mintzberg. Managerial activities are brief. Liaison between the external and internal world of the manager‟s area are a significant and complex components of the manager‟s time. 2. It involves a large volume of open ended unrelenting work. varied and fragmented. 9. 10. 12. 11. The manger prefers the more active elements of the job rather than paperwork Verbal and written contacts are the main part of the manager‟s work through. 6. telephone conversation. 5. 4. The manager‟s job reflects a blend of duties and rights. 7. The manger spends little time with his/her superiors. Subordinates generally consume one third to one half of the manager‟s contact time. 13. Mail receives only cursory treatment. mail. . unscheduled meetings. (1973)The Nature of Managerial Work New York: Harper & Row. with little free time. H.

2. Florén. 8.28 September – 1 October 2003 .. What do owner-managers in small firms really do? Replicating Choran. 5. They only look at: 1. 10 and 11. H. 9. and Kurke & Aldrich 16th Annual Conference of Small Enterprise Association of Australia and New Zealand. and Tell J. Mintzberg.Implications for SMEs (Small and Medium Sized Enterprises) Florén and Tell suggest that only 7 of the propositions apply fully to SMEs.

28 September – 1 October 2003 . Their weekly working hours are moderate.Implications for SMEs Florén and Tell suggest that: • • • Under Proposition 1 : Small firm ownermanagers do not work evenings and weekends. and Kurke & Aldrich 16th Annual Conference of Small Enterprise Association of Australia and New Zealand.. H. Mintzberg. They have free time for breaks during their working day. What do owner-managers in small firms really do? Replicating Choran. and Tell J. Florén.

H. and Kurke & Aldrich 16th Annual Conference of Small Enterprise Association of Australia and New Zealand..28 September – 1 October 2003 • . they also found that scheduled meetings rarely occur for owner-managers in small firms. What do owner-managers in small firms really do? Replicating Choran. Florén.Implications for SMEs Florén and Tell suggest that: • Under Proposition 8 : Although Mintzberg anticipated that small firm managers should engage to a lesser extent in formal communication. and Tell J. Mintzberg. which was born out in their finding. Under (Proposition 9) Time spent touring the factory is more than twice as common for owner-managers in small firms than for managers in larger organisations.

Implications for not for profit organisation • Often expected to be run like a business • Restrictions on funding • Often have external strategy setting • Customers are often not those who pay • Often have political interference .

Expanding Periphery Customers Permeable Boundaries Shrinking Core Alliance Partners Integrating Competitors Scanning CORE BUSINESS Suppliers From: Gary Neilson. „Organising for Success in the 21st Century. Ranjay Gulati and David Kletter. Booz Allen Hamilton 2002 Collaborating Sensing .

behaviors. skill.What Are Managerial Competencies?  Competency – a combination of knowledge. and attitudes that contribute to personal effectiveness  Managerial Competencies – sets of knowledge. and attitudes that a person needs to be effective in a wide range of positions and various types of organizations . behaviors. skills.

Six Core Managerial Competencies: What It Takes to Be a Great Manager  Communication Competency  Planning and Administration Competency  Teamwork Competency  Strategic Action Competency  Multicultural Competency  Self-Management Competency .

Xerox . (former) CEO.Self-Management Competency “My strengths and weaknesses haven’t changed a lot in 51 years. The important thing is to recognize the things you don’t do well and build a team that reflects what you know the company needs. Xerox CEO.” Anne Mulcahy.