the new manager
DESCRIPTION
The New Manager. Learning Objectives. Understand the relationship between management and the organization Appreciate the evolution of management thought Understand various management functions and roles Prepare for the IPMA Fellowship. Management & The Organization. Learning Objectives. - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/1.jpg)
The New Manager
![Page 2: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/2.jpg)
Learning Objectives
• Understand the relationship between management and the organization
• Appreciate the evolution of management thought
• Understand various management functions and roles
• Prepare for the IPMA Fellowship
![Page 3: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/3.jpg)
Management & The Organization
![Page 4: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/4.jpg)
Learning Objectives
• Understand the role of the New Manager in light of various drivers for change
• Appreciate the associated competencies and styles required by The New Manager
![Page 5: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/5.jpg)
What is an Organization?
• “a collection of interacting and interdependent individuals who work towards common goals and whose relationships are determined according to a certain structure”
(Duncan, 1981)
![Page 6: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/6.jpg)
What is Management?
• “a process which exists to get results by making the best use of the human, financial and material resources available to the organization and to individual managers”
(Armstrong, 1990)
![Page 7: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/7.jpg)
Key Organizational Concepts
The Organization
Division of LaborDivision of Labor Span of ControlSpan of Control
ConfigurationConfigurationOrganizational
Chart
OrganizationalChart
AdministrativeHierarchy
AdministrativeHierarchy
![Page 8: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/8.jpg)
Division of Labor
• How activities within the organization are allocated into different jobs or tasks performed by different individuals
![Page 9: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/9.jpg)
Division of Labor - Advantages
• Most Efficient Utilization of Labor
• Increased Standardization
• Uniformity of Output
• Reduction in Training Costs
• Heightened Expertise
![Page 10: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/10.jpg)
Administrative Hierarchy
• Reporting Relationships from the lowest level to the highest in the organization
• An administrative hierarchy is inversely related to the Span of Control– organizations with a large span of control have a
small amount of managers in the hierarchy– organizations with a small span of control have a
large administrative hierarchy
![Page 11: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/11.jpg)
The Organizational Chart
• A representation detailing all individuals, positions, reporting relationships, and formal lines of communication within the organization
![Page 12: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/12.jpg)
The Organizational Chart
• An organizational chart illustrates– Division of Work– Managers & Subordinates– Type of Work– Business Functions– Levels of Management
![Page 13: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/13.jpg)
Dimensions of Organizational Structure
• Specialization– How Tasks and Roles are Allocated
• Standardization– How an organization adopts procedures
• Formalization– The degree to which rules and procedures
are documented
![Page 14: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/14.jpg)
• Centralization– The degree to which authority and decision
making are located at the top of the organization
• Configuration– The shape of the organization’s role structure
• Traditionalism– The way procedures are understood or ‘the way
we do things around here’
Dimensions of Organizational Structure
![Page 15: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/15.jpg)
Four Underlying Dimensions
Structuring of Activities
Concentration ofAuthority
Line Control of theWorkforce
Supportive Component
Source: Pugh et al., 1969
![Page 16: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/16.jpg)
Structuring of Activities
• The extent to which there are defined regulation of employee behavior
• Processes supported– Specialization– Formalization– Standardization
![Page 17: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/17.jpg)
Line Control of the Workforce
• The extent by which control of the work is under the control of line management rather than through other interpersonal and detached procedures
![Page 18: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/18.jpg)
Supportive Component
• The comparative size of the administrative and other personnel outside that of the core workflow personnel
![Page 19: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/19.jpg)
Evolution of Management Thought
![Page 20: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/20.jpg)
Evolution of Management Thought
Organizational BehaviorOrganizational Behavior
Human RelationsHuman Relations
Hawthorne StudiesHawthorne Studies
Scientific ManagementScientific Management1900’s
1940’s
1970’s
Classical Organization TheoryClassical Organization Theory
![Page 21: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/21.jpg)
Scientific Management - Key Features
• Scientific or systematic compilation of information regarding the work tasks to be performed
• Breakdown of tasks into smallest unit
• Task simplification where appropriate
![Page 22: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/22.jpg)
Scientific Management - Key Features
• Introduction of time and motion studies to obtain the ‘one best way’ of working
• Link pay-to-performance
• Removal of employees’ discretion or control over their own activities– Planning– Organizing– Controlling
![Page 23: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/23.jpg)
Job Simplification
• Mechanical Pacing– Automated assembly lines to monitor and effectively deliver
products
• Part Product Concentration– Product broken down into parts and line staff allocated to
produce only parts of the overall product
• Repetitive Work Processes– Replication of tasks by employees
![Page 24: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/24.jpg)
Job Simplification
• Limited Social Interaction– Employees are not encouraged to interact
• Low Skill Requirements– Minimal training required as a result of the
decomposition of the task into constituent parts and divided amongst staff
• Pre-set Tools & Techniques– Precise allocation of tools and techniques to the
accomplishment of the task
![Page 25: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/25.jpg)
Scientific Management - Advantages
• Highlighted the need for concentration on employee performance and production
• Introduction of standardized procedures
• Job Specialization and Mass Production
![Page 26: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/26.jpg)
Organizational Behavior
Systems PerspectiveSystems Perspective
Contingency PerspectiveContingency Perspective
![Page 27: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/27.jpg)
The Systems Perspective
InputsInputs OutputsOutputsTransformationTransformation
Feedback
Environment
![Page 28: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/28.jpg)
Management Functions & Roles
![Page 29: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/29.jpg)
Traditional Functions of Management
Planning Organizing
Controlling Leading
![Page 30: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/30.jpg)
Planning
• Deciding in advance what is going to be done in the organization
• Determining goals and ways to achieve these goals
• Not a static but an ongoing process
![Page 31: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/31.jpg)
Planning - Core Skills
• Forecasting
• Scheduling
• Budgeting
• Setting Objectives
![Page 32: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/32.jpg)
Organizing
• Effectively using resources to meet the organizational goals
• Design of systems and structures to achieve this end
![Page 33: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/33.jpg)
Organizing - Core Skills
• Hiring
• Coordinating
• Delegating
• Resource Allocation
![Page 34: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/34.jpg)
Directing
• Motivating and assisting employees to achieve the organizational objectives
• Using motivating
![Page 35: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/35.jpg)
Directing - Core Skills
• Hiring
• Coordination
• Delegation
• Resource Allocation
![Page 36: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/36.jpg)
Controlling
• Ensuring that work activities are performed in line with the organization’s stated goals
• Monitoring the actual performance and taking the necessary steps required to improve performance
• Keeping the organization on a prescribed course of action
![Page 37: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/37.jpg)
Controlling
• Coordinating
• Coaching/Mentoring
• Resource Allocation
• Conflict Management/Problem Solving
• Objective Setting
![Page 38: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/38.jpg)
Managerial Roles
InformationalDecisional
Interpersonal
![Page 39: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/39.jpg)
The New Manager
![Page 40: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/40.jpg)
Drivers for Change
• Economic, Social & Political
• Globalization
• Technological Advancements
![Page 41: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/41.jpg)
Economic, Social & Political
• Market Economy
• Worker Mobility
• Diverse Workforce
![Page 42: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/42.jpg)
Globalization
• Search for Excellence
• Focus on Quality
• Supply Chain Management
• Customer Expectations & Satisfaction
![Page 43: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/43.jpg)
Technological Advancements
• Product Life Cycles
• Informational Flows
• Data Management
• Communication Technologies
![Page 44: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/44.jpg)
20th V’s 21st Century Organizations
• 20th Century– Bureaucratic– Multi-levelled– Organised with
expectation that senior management will manage
– Policies and procedures that create many interdependencies
• 21st Century– Non-bureaucratic
– Fewer levels
– Expectation that senior management leads; lower level employees manage
– Policy and procedures with minimal interdependencies
![Page 45: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/45.jpg)
An Extended Perspective
Traditional Role• Planning• Organizing• Leading• Controlling
Extended Role• Strategist• Organizational
Ambassador• Change Leader• Team Player• Problem Solver
![Page 46: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/46.jpg)
Boyatzis Management Competencies
Goal & Action Management Cluster
The Leadership Cluster
The Human Resource Management Cluster
The Focus On Others Cluster
The Directing Others Cluster
Source: Boyatzis, 1982
![Page 47: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/47.jpg)
Goal & Action Management Cluster
• Concern with Impact– Concerned about status and reputation– Concerned with symbols of power to have an
impact on others
• Diagnostic Use of Concepts– Recognizing patterns from an assortment of
information– Bringing a concept to a situation and being able to
interpret events through that concept
![Page 48: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/48.jpg)
Autocratic with Group’s Review & Feedback
• The leader defines the problem, diagnoses, generates and chooses solution from alternatives
• The leader then presents the solution plan to the group for feedback and review
![Page 49: The New Manager](https://reader036.vdocument.in/reader036/viewer/2022062322/56814f66550346895dbd1bd8/html5/thumbnails/49.jpg)
High Performance Competencies
Cognitive
Motivation
Directional
Achievement