3. Higher Management
The true test of intelligence/higher
management is not how much we know how
to do things.
But how we behave when we do not know
what to do.
How we behave under extreme
circumstances, crisis, the
unexpected.
4. Who is a Manager?
• Is a person responsible for the work
performance of a group members.
• Holds formal authority to commit
organizational resources, even if the
approval of others is require.
5. Manager and Leader
• Manager is person that receives formal
authority
• Leader is a person that has influence
over a group of people and may not
have not be the official authority.
6. What are management
skills?
• Consist of identifiable set of actions that individuals
perform and that lead to certain outcomes.
• How to move from A, B, C
• How to move from ideas to reality, practice to
actions, to concrete objects.
• Examples
7. • Management skills are:
• The means which managers translate their own
style, strategy, and favorite tools and techniques
into practice.
8. • To find out what are the Essential
Management skills you ask the
following 5 questions:
1. How have you become successful in
this organization?
2. Who fails and who succeeds in this
organization and why?
9. • 3. If you had to train someone to
take your place, what knowledge
and what skills would you make
certain that person possessed in
order to perform successfully as your
successor?
• 4. If you could design an ideal
curriculum or training program to
teach you to be a better manager,
what would it contain?
10. • 5. Think of other effective
managers you know. What skills do
they demonstrate that explain
their success?
11. Types of managers
• Functional – General Managers
• Administrators
• Entrepreneurs innovation
• Small-business owners
• Team leaders
12. Five Categories of
Management Skills
• 1. Observed by others -Behavioral, personality
attributes- high energy, self confidence,
stability, integrity, flexibility, sensitivity to others.
• 2. Skills that can be control- communication,
organizational– Technical skillls. Hard skills
• 3. Skills that can be develop through practice
and feedback. Interpersonal HR soft skills.
• 4. Overlapping and interrelated
• 5.Contradictory and paradoxical
•
13. Ten Basic Skills of effective
managers
1. Verbal communication
2. Managing time and stress
3. Managing individual decisions
4. Recognizing, defining, and solving
problems
5. Motivating and influencing others
14. Skills of effective
managers II
• 6. Delegating
• 7. Settings goals and articulating a
vision
• 8. Self-awareness
• 9. Team building
• 10. Managing conflict
15. • Effective managers are require to
demonstrate paradoxical skills:
• Participative and hard driving
• Nurturing and completive
• Flexible and controlled
• Stable/rational and risk taking
16. Leadership and Management Skills Organized by
the Competing Values Framework
Flexibility
CLAN SKILLS—COLLABORATE Change ADHOCRACY SKILLS—CREATE
Communicating Supportively Solving Problems Creatively
Building Teams and Teamwork Leading Positive Change
Empowering Fostering Innovation
Internal External
Maintenance Positioning
HIERARCHY SKILLS—CONTROL MARKET SKILLS—COMPLETE
Managing Personal Stress Motivating Others
Managing Time Gaining Power and Influence
Maintaining Self-Awareness Managing Conflict
Analytical Problem Solving
Stability
Control
17. • Adhocracy is a type of organization that operates in
opposite fashion to a bureaucracy. The term was first
popularized in 1970 by Alvin Toffler.
• Who is Alvin Toffler?
• Example
18. Andrew DuBrin 5 Key
Groupings of Managerial
Skills
Technical skill--proficiency in an area
• Interpersonal skill--human relations
• Conceptual skill-the total entity and the
pieces—purpose and vision
• Diagnostic skill– problem solving—
asking the right questions
• Political skill– power and responsibility
right connections –personal influence—
initiative
20. Andrew Du Brin 5 tasks of
management
• Managing self
• Managing organizations
• Managing context
• Managing Relationships
• Managing change
•
21. A leader is a person who:
guides others toward a
common goal,
showing the way by example,
and
creating an environment in
which other team members
feel actively involved in the
entire process.
22. A leader is not the boss of
the team but,
instead, the person that is
committed to carrying out
the mission of the venture.
Below are some qualities
a strong leader may
possess.
23. Leadership Definition
key elements
• Influence
• Organizational Objectives
• People
• Change
• Leaders-followers
24. Difference between
leader and manager
• Manager is a person who has a formal title and
authority
• A leader is has the ability to influence others.
25. Exhibit 1-1 Managerial
Levels and Sample Job Titles
Chairman of the board, CEO, president, vice president,
Many job titles can be Top-Level
COO (chief operating officer), CFO (Chief financial
found at each level Managers
officer), CIO (Chief Information officer)
of management.
Director, branch manager, department
Middle-Level chairperson, chief of surgery, team leader
Managers
First-Level Supervisor, office manager, crew
chief
Managers
Tool-and-die maker,
Individual Contributors cook, word-processing
technician, assembler
(Operatives and Specialists)
Note: Some individual contributors, such as financial analysts and administrative
assistants, report directly to top-level managers or middle managers.
27. The Seventeen Managerial
Roles
Planning Leading Integrating
1. Strategic planner 8. Figurehead
2. Operational 9. Spokesperson
planner 10. Negotiator
11. Motivator and coach
Organizing and 12. Team builder
Staffing 13. Team player
3. Organizer 14. Technical problem solver
4. Liaison 15. Entrepreneur
5. Staffing
coordinator
Controlling
6. Resource allocator
16. Monitor
7. Task delegator
17. Disturbance handler
28. Skills of effective
managers
1. Verbal communication
2. Managing time and stress
3. Managing individual decisions
4. Recognizing, defining, and solving
problems
•5. Motivating and influencing others
29. Skills of effective
managers II
• 6. Delegating
• 7. Settings goals and articulating a
vision
• 8. Self-awareness
• 9. Team building
• 10. Managing conflict
30. • Top ten Mistakes Managers Make
• 1. Insensitive to others: abrasive,
intimidating, bullying style
• 2. Cold, Aloof, Arrogant
• 3. Betrays trust
• 4. Overly ambitious: thinking of next
job, playing politics
• 5. Specific performance problems with
the business
31. • 6. Over managing: unable to delegate
or build a team
• 7. Unable to staff effectively
• 8. Unable to think strategically
• 9. Unable to adapt to boss with
different style
• 10. Over dependent on advocate or
mentor
• Examples
32. Six challenges of any manager:
1. Competitive Advantage-Staying ahead
of rivals
• responsive to costumers
• Innovation
• Quality
• Efficiency
33. • 2. Managing for diversity- The Future
won’t resemble the past
• 3. Globalization-expanding
management universe
• 4. Information technology
• 5. Managing for ethical standards
• 6. Managing for your own happiness
and life goals.
34. • What managers do?
• The 4 principal functions:
• Planning – You set the goals and decide how to
achieve them.
• Organizing/staffing – you arrange tasks, people,
and other resources to accomplish the work
• Leading– Motivate, direct, and influence people to
work hard to achieve the organization goals
• Controlling—Monitoring—standards
35. • What is an organization?
• AN ORGANIZATION IS A SYSTEM OF
CONSCIOUSLY COORDINATED
ACTIVITES OR FORCES FO TWO OR
MORE PEOPLE.
36. Organization Chart
• Whatever the size, it can be
represented in an organization chart:
• Vertically, who reports to whom
• Horizontal, who specializes in what
work.
38. Common Elements of Organizations:
four proposed Egar Schein
• 1. Common purpose: Means for unifying members
• 2. Coordinating effort: Working together for
common purpose
• 3. Division of Labor: work specializing for greater
efficiency
• 4. Hierarchy of Authority: The chain of command
<year> Sales Plan
39. Three more that most
authorities agree on
• 5. Span of Control: Narrow and tall
versus wide and flat
• 6. Authority-accountability,
Responsibility , and Delegation.
• 7.Centralization versus Authority
40. What is ethics?
Ethics are standards of right and
wrong
That influence behavior
Right behavior is consider ethical,
Wrong behavior is consider
unethical
41. • How personality traits,
attitudes, Moral
development and the
situation affect Ethical
Behavior
42. • Personality traits and attitudes
• Relates to individual needs
• Personality
• Personalities with
surgency/dominance have
two choices:
• Power for personal benefit
• Or socialized power.
43. • Personality traits and
attitudes, moral
development and the
situation affect
ethical behavior
44. Moral Development and
Ethical Behavior
• To use power for personal
benefit
• or
• To use power for the benefit
of other to use socialize
power.
45. • Moral Development
• 3. Post conventional-- I do not lie
to customers because it is wrong
• 2. Conventional– I lie to
customers because the other
sales reps do it too.
• 1. Pre-conventional—I lie to
customers to sell more and get
higher commission.
46. • Simple guides to ethical
behavior :
• 1.Golden Rule
• 2. For way test from the Rotary Club: 1. Is it the
truth?
2. Is it fair to all concern? 3. Will it build good
will?
• 3.Stakeholder Approach: win- win approach
Am I proud to tell relevant stakeholders my
decision?
47. How do you want to be
treated?
• 1. I want to be valued
• 2. I want to be appreciated
• 3. I want to be trusted
• 4. I want to be respected
• 5. I want to be understood
• 6. I do not want others to
• take advantage of me
48. The Gold Rule
• Question: How would like
to be treated in this
situation?
• The golden rule as the
compass for our actions.
49. The Evolution of
Management
• 1.Classical– a.) scientific b.) Administrative
and Bureaucratic: ways to manage work
more efficiency.
• Ignores differences in people and situations.
o 2. Behavioral – completion or cooperation importance of
understanding human behavior, motivating, and
encouraging workers.
3. Quantitative –applies quantitate
techniques.
50. The Classic viewpoint of
management
• Scientific Management – 1900’s Frederick Taylor .
• 4 principles:
• 1. develop a science of each element of work –
replaces the rule of thumb method
51. • 2. Selection of train, teach, and develop workers—
in the past chose own work and develop and
trained the best you could.
• 3. Training and incentive methods
• 4. Equal division of work and responsibility between
management and workers.
• Chandler,s Colgate-Palmolive Co structure
52. Scientific Management
Motion studies
Frank and Lillian Gilberth
Motion study
• Time study
• Henry Gantt Chart scheduled the progress of
projects for management
• Andrew DuBrin
53.
54.
55. Bureaucratic Management
Max Weber
• 1.Hired in basis if technical training or
ed background
• 2. Merit based promotion
• 3. Chain of command
• 4. Division of labor
• 5. Impartial rules and procedures
• 6. Recorded in writing
• 7. Managers separated by owners
56. Administrative Management
Henri Fayol
• 1. Division of work
• 2. Authority and responsibility
• 3. Discipline
• 4. Unity of command
• 5. Unity of direction
• 6. Subordination of individual interests to
general interest
57. • 7. Remuneration
• 8. Centralization
• 9. Chain of command
• 10. Oder
• 11. Equity
• 12. Stability of tenure of personnel
• 13 Initiative
• 14. Esprit of corps --unity
58. Contemporary
management
• 1. Systems- Input-people, money,
information equipment, materials.
• Interrelated parts that operate together
to achieve.
2. Contingency- Approach vary
according individual and situation.
3.Quality management – quality control,
quality assurance and total quality– zero
errors zero defects
60. Example
• 1. Classic- Scientific time and motion
• 2 Behavioral
• Hawthorne; Theory X, Y, Z; Maslow
• 3. Quantitative forecasts - scien
• 4. Systems approach
• Entropy-----Synergy
• 5. Contingency
• 6. information technology
•
•
61. Leadership Theories:
situational, transactional,
transformational
• Situational Leadership– adapt to the situation
whether a group faces a crisis , sift, decisive
action is call.
• It matches or responds to the needs of the
situation.
• Supporting—listening, giving recognition,
communicating, encouraging
62. Transformational
Leadership
• Serves to change the status quo by
articulating to followers the problem in the
current system and a compelling vision of
what a new organization could be.
63. • Key elements:
• See themselves as change agents
• Are visionaries who have high level of trust for their
intuition.
• Are risk takers, but not reckless.
• Are capable od articulating a set of core values
• Believe in people and show sensitivity to their needs
64. Behavioral Components
• Creation and articulation of a vision
• Role modeling by example
• Fostering a ―buy in‖ of team goals
• Personalized leader-member exchange.
• Empowerment
• Charisma and transformation
65. Transformational and
Transactional
• Transformational: influential, inspirational,
charismatic
• Transactional: task and reward oriented,
structured, and passive.
66. Transactional Leadership
• Seeks to maintain stability within an
organizational through regular economic
and social exchanges that achieve specific
goals.
• Maintenance, strengthen existing structures,
strategies, transitional.
67. Transformation process
• 1. Make a compelling case for
change
• 2. Inspire a shared vision
• 3. Lead the transition
• 4. Implement the change
68. • Factors that influence the
organizational decision
making
