who is manager
DESCRIPTION
Introduction to management.TRANSCRIPT
Who is manager?How to succeed in management world
Manager
Agenda for today
• Today I’m going to:– Share with some bad news on “management
science”– Show you “modifiers” which significantly changes
how management is done– Give very basic ideas how you should manage
taking into account these modifiers– Give you opportunity to figure out if you are
manager
Bad news I promised:
There is
no «management»that can be taught.
Management is re-invented depending on:
Company Type
Size
Organization Paradigm
Your Boss’s Type
Your Area of Responsibility
Your Level in Company
Management is re-invented depending on:
Company Type
Size
Organization Paradigm
Your Boss’s Type
Your Area of Responsibility
Your Level in Company
Chain of command:
Leader
Value, Mission, Strategy
Executive Team
Key processes, projects & metrics
Project Managers
Functional & Service Managers
Deliverables, deadlines, budgets
Services, SLA, budgets
Qualified Workers
UnqualifiedWorkers
Assignments
Who is manager?
Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.
Acid Test
• I can call myself «manager» if:
– Part of responsibility delegated to me– I have a budget to accomplish what
expected from me– I can hire & fire people– Assign Tasks to them and set deadlines &
constraints– Assess their performance– That’s my prerogative to set salaries &
bonuses for them
I should think of it as of
challenge…
You can have “leading” assignments:
Am I a manager?
Oh yes, sure you
are!
What does it mean for you::
• Different level of management assume different levels of responsibility and authority
• Don’t get your head broken by things that are not in your authority and responsibility – you can point them but you cant fix them
• Work on things that was delegated to you – this strategy work despite your level
Management is re-invented depending on:
Company Type
Size
Organization Paradigm
Your Boss’s Type
Your Area of Responsibility
Your Level in Company
Functional structure
Director
Line Manager
Subordinate
Subordinate
Subordinate
Line Manager
Subordinate
Subordinate
Subordinate
Line Manager
Subordinate
Subordinate
Subordinate
Project Structure
Director
Project Manager
Project Manager
Project Manager
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Project A
Project B
Project C
Matrix Structure
Director
Resource Manager
Subordinate
Subordinate
Subordinate
Resource Manager
Subordinate
Subordinate
Subordinate
Resource Manager
Subordinate
Subordinate
Subordinate
Head of Delivery
PM
PM
PM
What does it mean for you:
• Functional Managers should be good in building processes:– Building conveyor– Maximizing throughoutput
• Project Managers should be good in delivering expected results in time:– Organizing as shift happens– Managing changes
• Matrix Managers should be good in supplying resources:– Building up resource skill– Setting manageability
Management is re-invented depending on:
Company Type
Size
Organization Paradigm
Your Boss’s Type
Your Area of Responsibility
Your Level in Company
What does it mean for you:Type: Likes and not likes: What you expected to do:
Volcano Assumes everybody is stupid and requires his guidance all the time – “put some pressure”. Doesn’t like those with opinion.
Play fool.
Country Club Manager
Think his dept is kind of family. No matter what everyone should be friend. Hates tension even if team function dropped.
Become friend.
Bank Manager
There are procedures and responsibilities, he hates those doesn’t follow.
Follow the rules.
Cowboy Assumes that every problem should immediately attacked and solved. Hates those who points failures.
Ride with him.
Asshole Assumes that only he is smart and everybody else are shit so he didn’t need to take into account their opinion and keep promises.
Quit.
Rationale Expects that you are partners in business. While you keep your promises – he will keep his too. Hates failed agreements.
Partner with him.
Management is re-invented depending on:
Company Type
Size
Organization Paradigm
Your Boss’s Type
Your Area of Responsibility
Your Level in Company
Positive Impact Creates Growth.
Growth
Growth Increases Complexity…
Complexity
Because you need to hire more people…
% High Performance Employees
Complexity
So eventually chaos emerges…
% High Performance Employees
Chaos and errors spikes here – businesshas become too complex to runinformally with this talent level Complexity
23
And process Emerges to stop the Chaos…
Procedures(No one loves process, butfeels good compared to thepain of chaos)
Process-focus Drives More Talent Out.
% High Performance Employees
4 exits available:
• Stop growing• Add more process focus• Pay a lot of money for hiring smarties• Split company into number of teams
What does it mean for you:
• In “Bonsai” companies you will most like act on your own – self-management
• In “process-focused” organization you are not supposed to think, you supposed to follow rules & escalate if rules cannot be followed – rules management
• In “smarties” company you can will cooperate with others and build alliances to reach your interdependent goals – relationships management
• In “atomistic” companies you will manage your single team like small farm in Kansas – team management
Management is re-invented depending on:
Company Type
Size
Organization Paradigm
Your Boss’s Type
Your Area of Responsibility
Your Level in Company
Changes implied by size: NOTE: For really large companies independent parts of company can be in different stages
make & sell efficiency of operations expansion of market consolidation of
organizationproblem solving & innovation
informal centralized & functional
decentralized & geographical
line-staff & product groups matrix of teams
individualistic &entrepreneurial directive delegative \
supervisingwatchdog \ escalation point participative
market results standards & cost centers
reports & profit centers
plans & investment centers mutual goal setting
MANAGEMENTFOCUS
ORGANIZATIONSTRUCTURE
TOPMANAGEMENTSTYLE
CONTROLSYSTEM
MANAGEMENTREWARDEMPHASIS
ownership salary & merit increases individual bonus profit sharing &
stock options team bonus
CATEGORY 1 – 5 people Up to 20 Up to 100 Up to 1000 More than 1000
1 2 3 4 5
What does it mean for you:
• You should understand where is your company or “company” – this will help you:– Identify top-management priorities– Realize how company is managed– What you expected to do & how– What you can successfully negotiate in terms of
permissions and reward
Management is re-invented depending on:
Company Type
Size
Organization Paradigm
Your Boss’s Type
Your Area of Responsibility
Your Level in Company
Value
Business Model – where are you?
You supposed to deliver?
Or to sell?
How do you contribute to bottom line?
What does it mean for you:
• If you are “cost center” – you are in trouble:– Budgeted as % – No permissions– Often misbalanced expectations & budget
• You should be “profit center”:– How do you contribute to Value?– How it can be measured?
Very special question:
Company Type
Size
Organization Paradigm
Your Boss’s Type
Your Area of Responsibility
Your Level in Company
Promotion & Reward System
In fact there 2 cybernetics:
Cybernetics of system being
managed
Cybernetics of system that
manages
Assumption that great workIs automatically recognized
Is TERRIBLY WRONG
What does it mean for you:Promotion Principles: Visual indicators: How to get to the top:
Performance-based Employees always have goals or metrics. They will be regularly assessed. Top performers are promoted.
Take more.Overdeliver on it.Make everyone agree that’s your achievement. You will get it.
Relationship-based Those who are exposed to top management and managed to build good work relationships are promoted.
Know a lot of people on the top. Build good relationships with them. Keep in touch and wait for right moment.
Loyalty-based There are some people who doesn’t look talented or top-performing but neither argue or do something unexpected. They are promoted.
Follow the sun. Praise the chief. Do as you told. Don’t bring any unexpected stuff to the table. One day you will find yourself promoted.
Qualification-based There are people who knows a lot, certified, etc. They are promoted.
Attend every training you can. Get as many certs as you can. Bring to performance review.
Lottery-based Somebody gets promoted and nobody can explain how it happened.
Get as much lottery tickets as possible – your shoe should be in every door.
Ok, here you can teach management
• On L1 find yourself trusted Mentor– Behold what going on– Ask questions
• After getting few levels up find yourself Mentees– Mentees, not sycophants– Point things they should
think about
Conclusion:
• Know your level – what you can change?• Know your Value – and measure it• Set right focus – build process, organize project, grow up
resource pool• Manage – and do it how to your Boss likes• And company culture assumes – live on island, build
partnerships or follow rules• Build your career – according to company “game rules”• Be aware that no matter which size you have you will
have trouble – just different kind