This text covers Management overview and Managerial competencies . This is topic 1 under MAN 100 scope for November 2023. This module is offered by Stadio.
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topic1-man100-231018180904-47f1690e (1).pdf
1. MAN 100
TOPIC 1 : Overview of management and managerial
competencies
What is an organization
Who is a manager , middle and first line managers
Functions of management ( planning, organizing ,
leading and control )
Define management
Six managerial competencies according to Hellriegel
et al. (2017 and 2022) and short 9
SOLUTION :
WHAT IS AN ORGANIZATION ?
Organizations are collections of people who work
together and coordinate their actions to achieve a
wide variety of goals or desired future outcomes .For
example Unilever , a global organization whose
products are sold in over 190 countries around the
world (www.unilever.com and www.unilever.co.za)
Information sourced from : Chapter 1.1 page 5
2. WHO IS A MANAGER, MIDDLE AND FIRST-LINE
MANAGERS ?
First-line managers are usually called supervisors
although they can also go by the title of team leader .
In a university , however academic first-line
managers are usually referred to as heads of
departments . Thus the head of department of
business management for example is a first-line
manager .
Middle management refers to the level of
management between top management and first-
line management . Middle managers are mainly
responsible for managing first-line managers and
for translating the goals set by top management
into goals and activities for these lower-level
managers to perform . In a business organization ,
the marketing manager for example would be a
middle manager responsible for managing the
various brand managers ( first-line managers)
under them . In a university , the dean of
commerce would be a middle manager responsible
for managing the heads of departments of
accounting , business management and
economics.
3. Information sourced from : Chapter 1.1.3 page 8
Functions of management (planning, organizing ,
leading and control )
Functions of management include:
a)Planning
b)Organizing
c) Leading
d)Control
Planning: is a continuous process in which people
throughout the organization use their knowledge and
experience, relationships with stakeholders , to identify
opportunities in order to create , capture , strengthen
and sustain competitive advantage as a means of
delivering value to customers. Planning generally
includes the following:
-analyzing the current situation
-anticipating the future
-determining objectives
-choosing appropriate corporate and business
strategies to achieve the objectives
-determining resources needed to achieve the
organization’s goals
4. Organizing : is the process by which managers establish
the structure of working relationships among
employees to allow them to achieve organizational
goals efficiently and effectively . Organizing activities
includes the following :
-attracting the right people to the right jobs within the
organization
-specifying job responsibilities
-grouping jobs into work units
-getting and allocating resources
-creating conditions so that people and things work
together to achieve the greatest level of success
Leading: involves motivating and inspiring others to
perform the tasks necessary to achieve the
organization or department’s goals within the context
of a supportive organizational culture.
Controlling : The process by which a person, group or
organization consciously monitor performance and
takes corrective action , if needed . In the control
process, managers do the following :
-establish performance standards
-measure actual performance and compare results
against those set standards
-take actions to correct any deviations , if necessary
5. -adjust performance standards when necessary
Information sourced from Chapter 1.2.2 page 10-11
Definition of Management :
Management is the process of getting things done
effectively and efficiently, through and with other
people. When analyzing this definition, we need to
focus on three components:
-Process: refers to the main tasks and activities that
managers perform planning, organizing, leading and
controlling. These activities referred to as managerial
tasks.
-Effectiveness refers to identifying and performing
those activities that are going to ensure that the
organization achieves its goals and fulfills the purpose
for which it exists.
-Efficiency refers to how well tasks are done. Another
way of putting it is that efficiency is concerned with the
organization “doing things right “ .
Information sourced from Chapter 1.2.1 page 9 to 10
6. Six managerial competencies according to Hellriegel
et al. (2017 and 2022) and short 9
Communication competency : refers to the effective
transfer and exchange of information that leads to
understanding between yourself and others.
Communication competency includes the following
components :
a) informal communication
b) formal communication
c) negotiation
Dimensions of communication competency:
Informal communication
Promotes two-way communication by soliciting
feedback , listening , seeing contrary opinions and
creating a give-and-take conversation
Is flexible , and varies in approach in different
situation and with others from diverse backgrounds
Makes use of personal networking
Builds strong interpersonal relationships with a
diverse range of people , shows genuine sensitivity to
the diverse needs , opinions, and feelings of others ,
7. and is tolerant of their shortcomings and unique
characteristics
Formal communication
Informs people of relevant events and activities,
and keeps them up to date
Makes persuasive, high impact public
presentations and handles questions well
Writes clearly , conscisely and effectively using
traditional and online platform media
Negotiation
Negotiates effectively on behalf of the team over
roles and resources
Is comfortable with the power of the managerial
role
Is skilled at developing relationships and exercising
influence upwards with superiors, laterally with
peers, downward with subordinates , and
externally with customers, suppliers and other
stakeholders
Takes decisive and fair actions when handling
problem subordinates
Influences and motivates for effectiveness
Planning and management competency : as a
competency involves deciding what tasks need to be
done, determining how they can be done , allocating
8. resources to enable them to be done , and then
monitoring progress to ensure that they are done.
Included in this category are :
Information gathering, analysis and problem
solving
Planning and organizing projects
Time management
Budgeting
Investment and financial decisions
Managing dividend policies
Dimensions of planning and financial management
competency :
Information-gathering, analysis and problem solving :
Monitors information and uses it to identify
symptoms, underlying problems and alternative
solutions
Makes timely decisions
Takes calculated risks and anticipates the
consequences
Planning and organizing projects :
Develops plans and schedules to achieve specific
goals effectively
Assigns priorities to tasks
Determines , obtains and organizes necessary
resources such as materials, people and funds
9. Delegates responsibility for task completion
Time management :
Works effectively under time pressure
Knows when to permit interruptions and when to
screen them
Handles several issues and projects at any given
time , without being spread too thin
Monitors and keeps to a schedule or negotiates
changes in the schedule if required
Budgeting and financial management :
Understands budgets , cash flows , financial
reports and annual reports and regularly uses such
information
Keeps accurate and complete financial records
Creates budgetary guidelines for others and works
within the guidelines given by others
Investment and financial decisions :
Identification of potential investments of projects
Financial analysis of the identified investments of
projects
Raising and allocation of capital to fund the
investments or projects
Managing dividend policies
10. Decisions on profit distribution or retention in
the organization needs to be made in
consultation with dividend policies
Teamwork competency :this is an organizational
setting which is important in creating a system of
getting things done effectively
Dimensions of teamwork competency :
Designing teams :
Formulates clear objectives that inspire team
members and engender commitment
Appropriately staffs the team , taking into
account the value of diverse perspectives ,
technical skills and development goals
Defines responsibilities for the team as a whole ,
and facilitates the allocation of tasks and
responsibilities to individual team members as
appropriate
Creates systems for monitoring team
performance
Creating supportive environment
Creates an environment characterized by
empowerment , in which effective teamwork is
expected , recognized , praised and rewarded.
11. Assists them in identifying and acquiring the
resources it needs to accomplish its goals
Acts as a coach , counsellor , and mentor and is
patient with team members as they learn
Managing team dynamics
Understands the strengths and weaknesses of
team members , and uses their strengths to
accomplish tasks as a team
Brings conflict and dissent into the open , and uses
it to enhance the quality of decisions , while at the
same time facilitating cooperative behavior and
keeping the team moving towards its goals
Strategic action competency : includes ;
Understanding the industry
Understanding the organization
Taking strategic actions
Dimensions of strategic action competency :
Understanding the industry
Understands the history of the industry
Stays informed about the actions of competitors
and strategic partners
Can analyse general trends in the industry and
their implications for the future
12. Quickly recognizes when changes in the industry
create significant threats and opportunities
Understanding the organization
Understands and is able to balance the concerns of
stakeholders
Understands the strengths and limitations of
various business strategies
Understands the distinctive competencies of the
organization
Understands various organizational structures ,
and the advantages and disadvantages of each
Taking strategic actions
Executes specific plans that reflect cross-functional
and cross-divisional knowledge
Assigns priorities and makes decisions that are
consistent with the organisation’s mission and
strategic goals
Recognizes the managerial challenges of
alternative strategies and addresses them
systematically
Establishes tactical and operational goals that
facilitate strategy implementation
Global awareness competency is about carrying out
an organisation’s managerial work drawing on the
human , financial , information and material
13. resources from multiple countries serving markets
that span multiple cultures
Dimensions of global awareness competency :
Cultural knowledge and understanding
Stays informed of political, social and economic
trends and events around the world
Travels regularly to gain first hand knowledge of
countries in which the organization has or is
expected to have an interest in
Understands, reads and speaks more than one
language fluently
Has basic business vocabulary in each language
relevant to own job
Cultural openness and sensitivity
Understands the nature of natural , ethnic and
cultural differences and is open to examining these
differences honestly and objectively
Is sensitive to cultural cues and is able to adapt
quickly in novel situations
Recognizes that there is great variation within any
culture and avoids stereotyping
Adjusts own behavior appropriately when
interacting with people from various national,
ethnic and cultural backgrounds
14. Understands how own cultural background affects
own attitudes and behaviors
Emotional intelligence and self-management
competency
Emotional intelligence is a form of personal and
social intelligence that enables a person to perceive,
understand and manage their own emotions and
emotions of others
Self-management competency involves taking
responsibility for your life and beyond. It includes :
Integrity and ethical conduct
Personal drive and resilience
Balancing work/life issues
Spiritual intelligence
Dimensions of emotional intelligence and self-
management competency
Emotional intelligence
Shows self-awareness , which is the ability to
recognize one’s emotions and their impact on
others and on work performance and relationships
(emotional self-awarenesss) as well as the ability
to assess one’s strengths and limitations accuracy
15. (self-assessment ), and a strong sense of self-worth
and capabilities (self-confidence)
Uses self-management which means
understanding oneself and how to motivate
oneself as well as understanding how to control
disruptive emotions and drives self-control ;
maintains standards of integrity and honesty
(trustworthiness) ; accepts responsibility for
personal actions (consciousness) ; is open to new
ideas and able to adapt behavior to changing
circumstances and overcome obstacles
Has good relationship management or social skills ,
which is the ability to lead and work with other
people including inspiring and leading groups
Integrity and ethical conduct
Has clear personal standards that serve as a
foundation for maintaining a sense of integrity
and conduct , even in the face of strong pressure
to the contrary
Is willing to admit mistakes
Accepts responsibility for own actions
Personal drive and resilience
Seeks responsibility and willing to innovate and
take risks
16. Is ambitious and motivated to achieve objectives ,
but does not put personal ambition ahead of
organization’s goals
Works hard to get things done
Shows perseverance in the face of obstacles and
bounces back from failure
Balancing work and life issues :
Strikes a reasonable balance between work and
their other life activities so that neither of the
aspects suffers
Takes good care of self, mentally and physically
and uses constructive outlets to vent
Self-awareness and development
Has clear personal and personal goals and knows
own values , feelings and areas of strength
Uses strengths to advantage while seeking to
improve or compensate for weaknesses
Accepts responsibility for continuous self-
development and learning, and develop plans and
opportunities for personal long-term growth
Analyses and learns from work and life
experiences.
Is willing to unlearn and relearn continually as
changed situations call for new skills.