LESSON 2 WHO IS A MANAGER? Yasangika Sandanayake

Transcription

1 LESSON 2 WHO IS A MANAGER? Yasangika Sandanayake 4 th March 2009

2 Lesson Learning Outcomes At the completion of the lesson you will be able to; Describe who is a manager Explain the levels of management and scope of activity Explain the basic managerial roles

3 Who is a Manager? Someone whose primary responsibility is to carry out the management functions, i.e. plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources to achieve goals

4 Areas of Management Marketing managers New product development, promotions, distribution Financial managers Accounting, cash management, investments Operations managers Production control, inventory control, quality control Human resource managers HR planning, recruiting, training and development, formulating performance appraisal systems Administrative managers Administration..

5 Types of Managers Managers can be categorized according to their: Level of Management Scope of activity

6 Levels of Management Top Management Middle Management First Line Managers

7 First line Managers Directly responsible for day-to-day operations Supervise and coordinate the activities of operating employees Titles: supervisor, coordinator, office manager

8 Middle Managers Work in the middle levels of the organization Responsible for sections or departments Supervise and coordinate the activities of lower-level managers Responsible for implementing the policies and plans of top managers Largest group of managers in most of the organizations Titles: plant manager, operations manager, division head

9 Top (or Senior) Managers Usually form a team Manage the organization s overall goals, strategy, and operating policies Responsible for the entire enterprise Titles: President, vice president, chief executive officer Other functions: Represent organization to the external environment by meeting with government officials, executives of other organizations Make decisions about activities such as acquisition of other companies, investing on R&D, building new plants, office facilities

10 Scope of Activity / Horizontal Differences Functional managers Responsible for departments that perform a single functional task General managers Responsible for several departments that perform different functions

11 Scope of Activity General Managers Manufacturing Finance Marketing Administration Other Functional Managers

12 Basic Managerial Roles Interpersonal role Informational role Decisional role Henry Mintzberg

13 Interpersonal Role Figurehead Attending as a chief guest in ceremonies Leader Encourage employees to improve productivity Hiring, training and motivating employees Liaison Coordinating activities of two projects

14 Informational Role Monitor Actively seeks information Scan industry reports Disseminator Transmitting information to others Spokesperson External communication

15 Decisional Role Entrepreneur Develop innovative ideas Disturbance handler Resolve conflicts Resource allocator Review and revisit budget requests Allocate resources Negotiator Negotiation with other groups (unions, suppliers, clients)

16 Managerial Skills Technical skills The skills necessary to accomplish or understand tasks relevant to the organization Interpersonal skills The ability to communicate with, understand, and motivate both individuals and groups Conceptual skills The manager s ability to think in abstract Diagnostic skills A manager s ability to visualize the most appropriate response to a situation

17 Management Skills Management skills required by management levels Conceptual skills Diagnostic skills Top Managers Middle Managers First-line Managers Technical skills Interpersonal skills

18 Activity As a project manager, how will you perform managerial role in your organization? Discuss the challenges and give examples from your own professional life and based on Henry Mintzberg s theory.