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  • 1. Principles of Management Introduction to Management-2 nd Part Lecture 2
  • 2. Managerial Roles
    • Described by Mintzberg .
      • A role is a set of specific tasks a person performs because of the position he holds.
    • Roles are directed inside as well as outside the organization.
    Figure Mintzberg’s Managerial Roles 2 –
  • 3. Interpersonal Roles
    • Roles managers assume to coordinate and interact with employees and provide direction to the organization.
      • Figurehead role: symbolizes the organization and what it is trying to achieve.
      • Leader role: train, counsel, mentor and encourage high employee performance.
      • Liaison role: link and coordinate people inside and outside the organization to help achieve goals.
    2 –
  • 4. Informational Roles
    • Associated with the tasks needed to obtain and transmit information for management of the organization.
      • Monitor role: analyzes information from both the internal and external environment.
      • Disseminator role: manager transmits information to influence attitudes and behavior of employees.
      • Spokesperson role: use of information to positively influence the way people in and out of the organization respond to it.
    2 –
  • 5. Decisional Roles
    • Associated with the methods managers use to plan strategy and utilize resources to achieve goals.
      • Entrepreneur role: deciding upon new projects or programs to initiate and invest.
      • Disturbance handler role: assume responsibility for handling an unexpected event or crisis.
      • Resource allocator role: assign resources between functions and divisions, set budgets of lower managers.
      • Negotiator role: seeks to negotiate solutions between other managers, unions, customers, or shareholders.
    2 –
  • 6. The Roles That Managers Play High Moderate Low Importance Spokesperson Resource Allocator Entrepreneur Figurehead Leader Liaison, Monitor Disturbance Handler Negotiator Disseminator Entrepreneur Small Firms Large Firms 2 –
  • 7. Managerial Skills
    • There are three skill sets that managers need to perform effectively.
      • 1. Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect.
      • 2. Human skills: the ability to understand, alter, lead, and control people’s behavior.
      • 3. Technical skills: the job-specific knowledge required to perform a task. Common examples include marketing, accounting, and manufacturing.
    • All three skills are enhanced through formal training, reading, and practice.
    2 –
  • 8. Figure 1. 4 Skills Needed at Different Levels of Management 2 –
  • 9. Management Challenges
    • Increasing number of global organizations.
    • Building competitive advantage through superior efficiency, quality, innovation, and responsiveness.
    • Managing an increasingly diverse work force.
    • Using new technologies.
    2 –
  • 10. Contemporary Management Issues and Challenges
    • Acute labor shortages in high-technology job sectors and an oversupply of less skilled labor
    • The need to create challenging, motivating, and flexible work environments
    • The effects of information technology on how people work
    • The complex array of new ways of structuring organizations
    2 –
  • 11. Contemporary Management Issues and Challenges (cont’d)
    • Increasing globalization of product and service markets
    • The renewed importance of ethics and social responsibility
    • The use of quality as the basis for competition
    2 –
  • 12. Competencies of Tomorrow’s Managers
    • The great communicator
    • The individual coach
    • The team player
    • The technology master
    • The problem solver
    • The foreign ambassador
    • The change agent
    • The lifelong learner