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Roles & Functions of Management

BCN 4712

Managing Construction Operations



Overview The Management Pyramid

Management Styles

3 +1 Roles of Management

4 Functions of Management



Layers of Management Operative management

coordination and control of direct work

Business operations management competition, markets, resources

Strategic management

long term planning, visions, ’reading’ theenvironment

Institutional management

legitimating, society, ’lobbying’



Types of Managers Top Management: executives

CEO President VP

Middle Management: directors Project Managers

First-line management Superintendent Chief Estimator

Non-supervisory employees



The Management Pyramid

First-lineManagers

MiddleManagers

Top

Managers




First-lineManagers

MiddleManagers

Top

Managers

President, CEO, VP •Make long-range plans

•Establish policies

•Represent the company




First-lineManagers

MiddleManagers

Top

Managers

•Implement goals

•Make decisions

•Direct first-line managers

Sr PM, PM, Controller, Marketing

Manager, Sales Manager




First-lineManagers

MiddleManagers

Top

Managers

•Implement plans

•Oversee workers

•Assist middle managers

Office Manager,

Supervisor, Foreman,

Department Head



What Managers Do Managerial activities differ by

The functions managers serve

The roles in which managersoperate

The dimensions of each

manager’s job



Mintzberg (1975): The Roles

of Management Roles in interaction: Interpersonal

Head of an organization

Leader Center of communication

Communicative roles: Informational

Surveillant Information sharer

Spokesperson



Mintzberg (1975): The Roles

of Management Roles in decision making: Decisional

Entrepreneur

Problem solver

Resource allocator

Negotiator

Role as change agent: Innovation



Informational

Decisional

Interpersonal

The Roles of

Management

+ Innovator!



The Manager as Innovator The entrepreneurial process

The competence building process

The renewal process



The Functions of Management Planning

Organizing

Staffing

Leading

Directing Controlling



The Functions of Management

Planning

Controlling

Organizing

Directing

Environment

Phases intheory

Phases inpractice



Function 1: PlanningDevelop Strategies

for Success

Set Goalsand Objectives

Develop Action Plans



Function 2: OrganizingEmployee Activities

Facilities and Equipment

Decision Making

Supervision

Resource Distribution



Function 3: Directing

ImplementingPlans

MotivatingPeople



Function 4: ControllingMonitoring Progress

Resetting the Course

Correcting Deviations



Functions of Management Versus Leadership 1/2

Management producesOrder and Consistency

Planning / Budgeting

Establish agendas

Set time tables

Allocate resources

Organizing / Staffing

Provide structure Make job placements

Establish rules andprocedures

Leadership producesChange and Movement

Establishing Direction

Create a vision

Clarify big picture

Set strategies

Aligning People

Communicate goals Seek commitment

Build teams andcoalitions



Functions of Management Versus Leadership 2/2

Management

Controlling /

Problem Solving Develop incentives

Generate creativesolutions

Take correctiveaction

Leadership

Motivating and

Inspiring Inspire and energize

Empowersubordinates

Satisfy unmet needs

John P. Kotter 1990

What Skills Do Managers Need? (Katz



What Skills Do Managers Need? (Katz1955)

Interpersonal skills

Sensitivity

Persuasiveness

Empathy

Conceptual skills Logical reasoning

Judgment

Analytical abilities

Adapted from Exhibit 1.5: Managers’ Skills

Technical skills Specialized knowledge

(Including when andhow to use the skills)



I m p o r t a n

c e

Importance of Managerial Skills atDifferent Organizational Levels

High

Low

Entry Level

Managers

Mid-LevelManagers

Top LevelManagers

Adapted from Exhibit 1.6: Relative Importance of Managerial Skills at Different Organizational Levels

Interpersonal skills

Technical skills

Conceptual skills

EXHIBIT 1 5 SKILLS NEEDED AT DIFFERENT



EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENTMANAGEMENT LEVELS

1-24



Who Succeeds? Who Doesn’t Potential managerial leadersshare traits early on:

Have survived stressfulsituations

Frequently described asmoody or volatile. May beable to keep their temper

with superiors during crisesbut are hostile toward peersand subordinates.

Maintain composure instressful situations, arepredictable during crises,

are regarded as calm andconfident.

Those who don’t quite

make it:Those who succeed:

Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?

Bright, with outstandingtrack records

Have been successful, butgenerally only in one area ortype of job.

Have diverse trackrecords, demonstratedability in many different

situations, and a breadthof knowledge of thebusiness or industry.




Ambitious and orientedtoward problem solving

May attempt to micro-manage a position, ignoringfuture prospects, may staff

with the incorrect people orneglect the talents theyhave, may depend too muchon a single mentor, callingtheir own decision-makingability into question.

While focusing on problemsolutions, keep their mindsfocused on the next

position, help developcompetent successors,seek advice from manysources.




Have a few flaws Cover up problems whiletrying to fix them. If the prob-lem can’t be hidden, they

tend to go on the defensiveand even blame someoneelse for it.

Make a few mistakes, butwhen they do, they admitto them and handle them

with poise and grace.







Good people skills May be viewed as charmingbut political or direct buttactless, cold, and arrogant.

People don’t like to workwith them

Can get along well withdifferent types of people,are outspoken without

being offensive, areviewed as direct anddiplomatic.

Source: Adapted from M. W. McCall, Jr. and M. M. Lombardo, “Off the Track: Why and How Successful

Executives Get Derailed,” Technical Report #21 (Greensboro, N.C.: Center for Creative Leadership, 1983),

pp. 9-11.

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