What Does A Manager Do 2010
What Does A Manager Do 2010
What Does A Manager Do 2010
Common characteristics
Goals, Structure, People
People Differences
Operatives
People who work directly on a job or task and have no responsibility for overseeing the work of others.
Managers
Individuals in an organization who direct the activities.
Organizational Levels
Identifying Managers
First-line managers
Supervisors responsible for directing the dayto-day activities of operative employees
Middle managers
Individuals at levels of management between the first-line manager and top management
Top managers
Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members
Effectiveness
Means doing the right things; goal attainment
Decisional
Entrepreneur Disturbance handler Resource allocator Negotiator
Informational
Monitor Disseminator Spokesperson
SPOKESPERSON The manager gives information about the organisation to others outside of the organisation
RESOURCE ALLOCATOR All managers have to control and distribute resources Human resources (people), financial resources (money) and material resources (equipment) and information NEGOTIATOR All managers will have to negotiate and debate issues, in order to successfully allocate resources and
Size of organization
Does the size of an organization affect how managers function in the organization?
Interpersonal skills
A managers ability to work with, understand, mentor, and motivate others, both individually and in groups
Technical skills
A managers ability to use the tools, procedures, and techniques of a specialized field
Political skills
A managers ability to build a power base and establish the right connections
Management Development
Three main components or strategies used to provide management development: Management education
Conceptual Skills
Using information to solve business problems
Identifying of opportunities for innovation Recognizing problem areas and implementing solutions
Communication Skills
Ability to transform ideas into words and actions
Effectiveness Skills
Contributing to corporate mission/departmental objectives
Customer focus
Multitasking: working at multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing improvements
Innovation
Doing things differently, exploring new territory, and taking risks
Managers should encourage employees to be
Characteristics of Organizations
Interpersonal Skills
Coaching and mentoring skills Diversity skills: working with diverse people and cultures Networking within the organization