Week 1: Introduction to Management Skills
What
do managers DO?
Review Questions for Introduction
Lecture:
l What
do managers do?
l How do
you measure success?
l Why MANAGEMENT
SKILLS?
l What
& Why Experiential Learning?
Review Question:
What do Managers do?
In a nutshell...
lThey
get things done through other people.
Answer the question, “What
do Managers Do” by learning about the following:
1. Functions
(Fayol)
2. Roles
(Mintzberg)
3. Skills
(Katz) (Robbins)
4.
Time management/priority setting (Luthans)
1.
Management Functions
(Henri Fayol, French Industrialist)
lPlanning
lOrganizing
lLeading
lControlling
l Planning
=
Define goals, establish strategy, integrate
& coordinate activities.
l Organizing
=
Determine what tasks need to be done, by
whom, in what grouping, with specific chain of command.
l Controlling
=
Monitoring performance of
organization, comparing performance with set goals, correcting systems,
methods if necessary.
l Leading
=
Motivate subordinates, direct activities,
select effective communication channels, resolve conflicts.
“Influence others to do what you want
them to, accomplish goals you set.”
2.
Managerial Roles
(Henry Mintzberg)
l In
fulfilling Fayol’s functions, managers spend time in roles.
– Interpersonal,
– Informational,
– Decisional
(The
Nature of Managerial Work, by H. Mintzberg, 1973).
Mintzberg’s Managerial Roles
(continued)
Mintzberg’s Managerial Roles
(continued)
lInformational
– Monitor
– Disseminator
– Spokesperson
Mintzberg’s Managerial Roles
(continued)
lDecisional
– Entrepreneur
– Resource
Allocator
– Negotiator
3.
Management Skills
(Robert Katz):
Another way of thinking about what managers do.
lTechnical
lHuman
lConceptual
Technical Skills
l Ability
to apply specialized knowledge or expertise.
l All
jobs require some of this.
Human Skills
l Perhaps
best called,
“Interpersonal
Skills”
l Ability
to work with, understand, motivate others individually, in groups.
Conceptual Skills
l Ability
to analyze,
diagnose
situations
Political Skills
l Getting
people to do what you want
l Using
power
– Power
in action
l Gaining
power
l Swimming
with sharks
4.
Time Management/ Priority setting
(Fred Luthans)
l Study
of 450 managers
l (4)
primary activities managers engage in:
– 1. Traditional Management (Fayol)
– 2. Communication
– 3. Human Resource Management
– 4. Networking
Please get ready to study the
next slide carefully...
l What
does it mean?
l What
ACTIONABLE conclusions can you draw from it and apply to your own development as a
manager?
l What
troubling questions does it raise?
Time Allocation of Managers’
Activities
Review Question:
How do you measure success?
What do we mean by terms
“effective”, “success” ?
lSuccess
= climbing the ladder, being promoted.
lEffective
= doing the best job.
How else could you define
“success”
lIs
there something ELSE that you want in your work life?
I can think of many things I want
out of my work experience. . .
l Flexible
work schedule
l Respect
of colleagues
l Recognition
by organization as a major contributor of innovation
l Being
an “idea person”
l Raising
responsible, loving children AND achieving above
– KNOWING
my family
How we tend to view success:
lMoney
lPosition
lTHINGS
lPower
lInfluence
How do we measure effectiveness?
lQuantity
and Quality of work
lSatisfaction
and commitment of subordinates
Other ways to define
effectiveness:
l Adaptability/flexibility
l Productivity
l Satisfaction
l Profitability
l Resource
acquisition
l Control
over environment
l Development
l Efficiency
Common thread to all views on
effectiveness:
“People
skills”
Perhaps the safest approach to
being happy in your career:
l Be
effective, and your odds of success, using WHOMEVER’S measures, will increase!
l Develop
your people, communication skills.
Review Question:
Why MANAGEMENT skills?
Leadership versus Management
l Leadership
the word has Anglo Saxon roots
– Laedere
means “people on a journey”
(3) Perspectives:
l Leadership
and Management are the same
l Leadership
and Management are very different processes
l Leadership
and Management are compatible processes
I.
Leadership/Management
are the same
l Peter
Drucker:
– Leadership
is mundane, romantic, boring
– Good
leaders are managers that:
• Select
and develop good personnel
• Set
goals, priorities, standards
• Establish
trust by being consistent
II. Leadership is distinct from management
l Innovate
l Original
l Develop
l Focus
on people
l Reliance
on trust
l Long
range perspective
l Eye on
horizon
l Challenges
status quo
l Copy
l Administer
l Maintain
l Focus
on systems, structure
l Reliance
on control
l Short
term perspective
l Eye on
bottom line
l Accepts
status quo
III. Leadership and management are complements of each
other
l Bernard
Bass, Bruce Avolio (1985)
l Burns
(1977)
l Transactional
and Transformational leadership occupy different space on the same dimension
Transactional Leaders:
l Provide
rewards that are contingent on performance
– Feed
on self-interests of followers
– Attempt
to maintain status quo
l Manage
by exception
l “I’ll
pay you if you do this.”
Transformational Leaders
l Endeavor
to instill in followers the desire to transcend self interest
– Favor
needs of the collective
l Charisma
is necessary but not sufficient condition for transformational leadership
– Charisma
– Individual
consideration
– Intellectual
stimulation
– Inspiration
Position taken here:
l The
3rd perspective
Leadership and management are
COMPATIBLE & OVERLAPPING!
Leaders make things happen
l Transformational
Leadership more in demand than ever.
l Followers
are fed up with “iron hand of management”
l Tightening
of budgets requires more flexibility, attention to collective needs
Review Question:
What and Why Experiential Learning?
What is experiential learning?
l A
system of learning that is based on DOING
l Put
what you learn into practice
l INTEGRATE
what you learn to make it real for YOU
WHY experiential learning?
l Following
model will show you benefits
Skill Modules,
Week one
l Introductions,
l Give
an award,
l Accept
an Award
Introduce yourself:
l My
name is Susan ... Stites-Doe
l Remember
my name by thinking about this:
– YIKES
STITES! Look at all the DOUGH!
How to give an award:
l I’d
like to present this award for _____ to
_____.
[A
few facts about winner.]
l _____ has been attending SUNY Brockport for _____.
l Prior
to coming here she/he was [working/other school, etc.] _____.
l _____
has earned this award by demonstrating superior proficiency in _____.
l Congratulations
_____ for your hard work and dedication in
the area of _____! [SMILE]
How to accept an award:
TCUT:
l Thank
you for this award for _____.
l Credit:
– With
whom do you share credit for the award?
l Use:
– How do
you intend to use the award, gift, prize?
l Thank
you, again, for this award and your support.
