Managers and

You in the
Workplace

Chapter 01
Who is Manager?

Managers
a person responsible for controlling or administering an organization or group
of staff
– do more with less
– engage hearts and minds
– see change as natural
– inspire vision and cultural values
– allow people to create a collaborative workplace
– allow people to create a productive workplace
 1.2 What Do
Managers Do?

1- Set Objectives

2- Organize

3- Motivate and Communicate

4- Measure

5- Develop People
Management

– Management:
– is the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading, and controlling organizational resources
– Today’s effective manager is an enabler who helps people do and be their best.
– Today’s best managers are “future-facing.”
– Managers employ an empowering leadership style.
State-of-the-art Management
5
 6
The Process of
Management
 The Process of Management
Mgt. function Resources used
Planning Determining an organization’s desired future position Human
and the best means of getting there

Organizing Designing jobs, grouping jobs into units, and Financial

establishing patterns of authority between jobs and
units

Leading Getting organizational members to work together Physical

toward the organization’s goals

Controlling Monitoring and correcting the actions of the Technological

organization and its members to keep them directed and
toward their goals Informational
Organizational Performance
– Organization:
Social entity that is goal directed and deliberately structured

– Organizational effectiveness:
– Providing a product or service that customers value
– Organizational efficiency:
– Refers to the amount of resources used to achieve an organizational goal
– Organizational Performance:
– Attainment of organizational goals by using resources in an efficient and
effective manner.
9
Management Skills
– Three categories of skills:

1. Conceptual,
2. Diagnostic
3. Human/interpersonal,
4. Technical/Informational
– The degree of the skills may vary but all managers must possess the skills
– The application of management skills change as managers move up the
hierarchy
1- Conceptual Skills

• Conceptual skills include the cognitive ability to see the organization as a

whole system and the relationships among its parts.

• Conceptual skills involve knowing where one’s team fits into the total
organization and how the organization fits into the industry, the community,
and the broader business and social environment.

• It means the ability to think strategically—to take the broad, long-term view
—and to identify, evaluate, and solve complex problems.
2- Diagnostic Skills

• The manager uses diagnostic skills to understand cause and-effect

relationships and to recognize the optimal solutions to problems.

• Most successful managers also bring diagnostic skills to the organization.

• Diagnostic skills allow managers to better understand cause-and-effect

relationships and to recognize the optimal solutions to problems.
3- Human/Interpersonal Skills
• Human skills involve the manager’s ability to work with and through other
people and to work effectively as a group member.

• Human skills are demonstrated in the way that a manager relates to other
people, including the ability to motivate, facilitate, coordinate, lead,
communicate, and resolve conflicts.

• Human skills are essential for frontline managers who work with employees
directly on a daily basis.

• A recent study found that the motivational skill of the frontline manager is
the single most important factor in whether people feel engaged with their
work and committed to the organization
4- Technical/Informational skills

• Technical skills include mastery of the methods, techniques, and equipment

involved in specific functions such as engineering, manufacturing, or
finance.

• Technical skills also includes specialized knowledge, analytical ability, and

the competent use of tools and techniques to solve problems in that specific
discipline.
15
When Skills Fail
– Missteps and unethical behavior are common
Managers must apply their skills during turbulent times but:
– Common management failures:
– Not listening to customers
– Unable to motivate employees
– Not building teams
– Inability to create cooperation
– Failure to clarify performance expectations
– Poor communication and interpersonal skills
Top Causes of Manager Failure
 Management Types: A- Vertical

– Top managers: Responsible for the entire organization

– Middle managers: Responsible for business units
– Project managers: Responsible for misinterpreting signals
– First-line managers: Responsible for production of goods and services
Management Levels
20
Management Types: B- Horizontal

– Functional managers:
Responsible for departments that perform specific tasks
– General managers:
Responsible for several departments
22
Making the Leap: Becoming a New Manager

– Organizations often promote star performers to management

– Becoming a manager is a transformation
– Move from being a doer to a coordinator
– Many new managers expect more freedom to make changes
– Successful managers build teams and networks
– Many make the transformation in a “trial by fire”
Making the Leap from Individual Performer to Manager
24
Do You Really Want to Be a Manager?

– The increased workload

– The challenge of supervising former peers
– The headache of responsibility for other people
– Being caught in the middle
Manager Activities

– Adventures in multitasking
– Activity characterized by variety, fragmentation, and brevity
– Less than nine minutes on most activities
– Managers shift gears quickly
– Life on speed dial
– Work at unrelenting pace
– Interrupted by disturbances
– Always working (catching up)
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Ten
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Manager Roles

– Manager roles are important to understand but they are not discrete
activities
– Management cannot be practiced as independent parts
– Managers need time to plan and think
31
Do You Really Want to Be a Manager?

– The increased workload

– The challenge of supervising former peers
– The headache of responsibility for other people
– Being caught in the middle
Scientific Management

– Scientific management involves specific method of determination of

facts through observation. The concept of scientific management was
introduced by Frederick Winslow Taylor in the USA in the beginning of
20th century. It was further carried on by Frank and Lillian Gilbreth,
Henry Gantt, etc. It was concerned essentially with improving the
operational efficiency at the shop floor level. “Scientific Management is
concerned with knowing exactly what you want men to do and then see
in that they do it best and cheapest way”.
– Scientific management was introduced by F.W Taylor who is known as the Father of
Scientific Management. He adopted scientific methods to increase the productivity and
greater efficiency in production. The principles of Scientific Management are:- 
Separation of planning and working  Functional foremanship  Job analyzers