ch01p org management

7/29/2019 Ch01p org management

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1st meetingDeveloping Managerial

Competencies


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Managers have to cope with diverse and

far-reaching challenges FOR EXAMPLE

1. Strive to remain competitive in a dynamic

and far reaching world

2. To keep pace with ever-advancingtechnology

3. To find ways to incorporate the Internetand e-business into their strategies andbusiness model

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Chapter 1: PowerPoint 1.2

Introductory Concepts: What Are

Managerial Competencies?

Competency a combination of knowledge,

skills, behaviors, and attitudes that contribute topersonal effectiveness

Managerial Competencies sets of knowledge,

skill, behaviors, and attitudes that a person

needs to be effective in a wide range of positions

and various types of organizations


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Chapter 1: PowerPoint 1.4 (Adaptedfrom Figure 1.1)

TeamworkCompetency

Communication

CompetencyPlanning and

Administration

Competency

Multicultural

Competency Self-Management

Competency

StrategicAction

Competency

Managerial

Effectiveness


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??????

to what extent we believe competencies are

something we are "born with or can be

learned."

So what !!!!!!!!!....... everyone can develop

these competencies if we are motivated,

although some competencies may "come

easier" to certain individuals than to others.Do we agree?


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What Is An Organization?

A formal and coordinated group of people who

function to achieve particular goals

These goals cannot be achieved by individuals

acting alone

An organization has a structure.


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What Is A Manager?

A person who plans, organizes, leads and

controls the allocation of human, material,

financial, and information resources in

pursuit of the organizations goals

What sets managers apart from individual

employees?

Managers are evaluated on how well the

people they direct do their jobs


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Making decisions to guide the organization

through planning, organizing, leading, and

controlling

Getting tasks done through people


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The attainment oforganizational goals in aneffective and efficientmanner through Fourfunctions:

planning,organizing,

leading, and

controlling organizational resources.

Managers use a multitude of skills to performfunctions

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They get things done through their

organization.

They create the systems, conditions and

environment that enable organizations to

survive and thrive beyond the tenure of any

specific supervisor or manager.

How to relate the above issues with

competency stated earlier

10


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?????????

Do you have a positive or negative

view of management. How this viewinfluences their behavior in

organizations.


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Chapter 1: PowerPoint 1.10 (Adaptedfrom Figure 1.2)

Functions and Levels of Management:

What Are the Basic Managerial Functions?

LeadingPlanning

Organizing

Controlling


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Planning

Leading

Resources

Controlling Organizing

Performance

Human

Financial

Raw Materials

Technological

Information

Attain goals

Products

Services

Efficiency

Effectiveness

Use influence to

motivate employees

Select goals and

ways to attainthem

Assign responsibility

for task

accomplishment

Monitor activities

and make

corrections

Exhibit 1.1


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What Are the Basic Managerial

Functions?: Planning

Determining organizational goals and

means to reach them

Managers plan for three reasons

1. Establish an overall direction for the

organizations future

2. Identify and commit resources to achieving

goals

3. Decide which tasks must be done to reach

those goals


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Functions?

Snapshot

The success youve enjoyed over time leads you

into a rut. Its time to challenge managers to

think out of the box. Strategic planning is one

way to get managers to think out of the box.

Kenneth Chenault, CEO, American Express


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Functions?: Organizing

Process of deciding where decisions will be made, who

will perform what jobs and tasks, and who will report

to whom in the company

Includes creating departments and job descriptions


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Functions?: Leading

Getting others to perform the necessary tasks bymotivating them to achieve the organizations

goals

Crucial element in all functions

Discussed in depth in ChapterDynamics of

Leadership or your specific course


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Functions?: Controlling

Process by which a person, group, or

organization consciously monitors

performance and takes corrective

action


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???????????????

how much time you think managers spend on

each function;

which functions you think are the most

difficult to perform;

which functions you would find most and least

rewarding to perform.


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20

Managerial Levels in the Organizational Hierarchy

Managerial Levels in the Organizational Hierarchy

Exhibit 1.3


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What are the Basic Levels of

Management?: First-line Managers

Directly responsible for production of goods or services

Employees who report to first-line managers do the

organizations work

Spend little time with top managers in large organizations

Technical expertise is important

Rely on planning and administration, self-management,

teamwork, and communication competencies to get work

done


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What Are the Basic Levels of

Management?: Middle Managers

Responsible for setting objectives that are consistent with

top managements goals and translating them into specific

goals and plans for first-line managers to implement Responsible for coordinating activities of first-line

managers

Establish target dates for products/services to be delivered

Need to coordinate with others for resources Ability to develop others is important

Rely on communication, teamwork, and planning and

administration competencies to achieve goals


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What Are the Basic Levels of

Management?: Top Managers

Responsible for providing the overall direction of an

organization

Develop goals and strategies for entire organization

Spend most of their time planning and leading

Communicate with key stakeholdersstockholders,

unions, governmental agencies, etc., companypolicies

Use of multicultural and strategic action

competencies to lead firm is crucial


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???????????????

what percentage of time first-line, middle, and

top managers spend on each of the basic

managerial functions.

which competencies are most important for

managers at each level.

which activities are likely to be most stressful

for each level of management.


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Six Core Managerial Competencies:

What It Takes to Be a Great Manager

Communication Competency

Planning and Administration Competency

Teamwork Competency

Strategic Action Competency

Multicultural Competency

Self-Management Competency


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Communication Competency

Ability to effectively transfer and exchange informationthat leads to understanding between yourself and others

Informal Communication

Used to build social networks and good

interpersonal relations

Formal Communication

Used to announce major events/decisions/

activities and keep individuals up to date Negotiation

Used to settle disputes, obtain resources,

and exercise influence


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????????????????

How extensive training programs can influence

communication within your company?

think of examples of good and poor communication

competencies you have witnessed.

what factors must be overcome to develop strong

communication competencies.

which component of the competency is most difficult for you

to develop and why.


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Deciding what tasks need to be done,

determining how they can be done,

allocating resources to enable them to be done, and then

monitoring progress to ensure that they are done

Involve: Information gathering, analysis, and problem solving from

employees and customers

Planning and organizing projects with agreed

upon completion dates Time management

Budgeting and financial management


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??????????

to think of examples of good and poor

planning and administration competencies

you have witnessed.

what factors must be overcome to develop

strong planning & administration

competencies.

which component of the competency is most

difficult for them to develop and why.


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Accomplishing tasks through: small groups of

people who are collectively responsible and

whose job requires coordination

Acieving by: Designing teams properly involves having

people participate in setting goals

Creating a supportive team environment getspeople committed to the teams goals

Managing team dynamics involves settling

conflicts, sharing team success, and assign tasks

that use team members strengths


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????????????


teamwork competencies you have witnessed.


strong teamwork competencies.




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Strategic Action Competency

Understanding the overall mission and values of

the organization and ensuring that employees

actions match with them

Understanding how departments or divisions of

the organization are interrelated

Taking key strategic actions to position the firm

for success, especially in relation to concern ofstakeholders


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?????????


strategic action competencies you have

witnessed.


strong strategic action competencies.




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E. Multicultural Competency

1. understanding, appreciating and

responding to diverse political, cultural, and

economic issues across and within nations.

2. includes

cultural knowledge and understanding

cultural openness and sensitivity


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Understanding, appreciating and responding to

diverse political, cultural, and economic issues

across and within nations

Cultural knowledge and understanding of theevents in at least a few other cultures

Cultural openness and sensitivity to how others

think, act, and feel

Respectful of social etiquette variations

Accepting of language differences


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???????????????


multicultural competencies you have

witnessed.

what factors must be overcome to develop a

strong multicultural competency.


difficult for you and why?


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Developing yourself and taking responsibility at

work and beyond

Involve:

Integrity and ethical conduct

Personal drive and resilience

Balancing work and life issues

Self-awareness and personal development

activities


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Snapshot

My strengths and weaknesses havent

changed a lot in ?? years. The importantthing is to recognize the things you dont do

well and build a team that reflects what you

know the company needs.

Anne Mulcahy, CEO, Xerox



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????????????

to think of examples of good and poor self-

management competencies you have

witnessed.


strong self-management competencies.


difficult for you and why.


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RESEARCH FINDING

Recruiters rated the business schools and their M.B.A. studentson 21 attributes. Here are the percentages of recruiters whosaid the attribute is "very important" to them.

Communication & interpersonal skills 89.0%

Ability to work well within a team 86.9

Personal ethics & integrity 86.2

Problem-solving skills 84.3

Work ethic 82.9

Fit with corporate culture 74.5

Leadership potential 72.5 Strategic thinking 67.1

WHAT DO YOU THINK???????


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Mistakes Managers Make

Adapted from Exhibit 1.5McCall & Lombardo, What Makes a Top Executive? Psychology Today, Feb 1983

1. Insensitive to others

2. Cold, aloof, arrogant

3. Betrayal of trust

4. Overly ambitious

6. Overmanaging: unable to delegate or build a team

7. Unable to staff effectively

8. Unable to think strategically9. Unable to adapt to boss with different style

10. Overdependent on advocate or mentor

6


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THANK YOU

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