1. Managers in the New Workplace

2. What is a Manager? Manager: a person who supports and is responsible for the work of others Manager: a person who supports and is responsible for the work of others Total Quality Management: managing with commitment to continuous improvement, product quality, and customer satisfaction Total Quality Management: managing with commitment to continuous improvement, product quality, and customer satisfaction

3. Managerial Responsibilities His/her own performance Overall performance of the team, work group, department and/or entire organization To help other people achieve high performance Financial well-being of his/her area of responsibility Motivation and reward

4. Levels of Managers Top managers – guide the performance of the organization as a whole or of one if its major parts, e.g. Vice President of Marketing Top managers – guide the performance of the organization as a whole or of one if its major parts, e.g. Vice President of Marketing Middle managers – oversee the work of large departments or divisions, e.g. Manager of Human Resources Middle managers – oversee the work of large departments or divisions, e.g. Manager of Human Resources Project managers – coordinate complex projects with task deadlines, e.g. Health & Safety Coordinator Project managers – coordinate complex projects with task deadlines, e.g. Health & Safety Coordinator Team leaders/supervisors – report to middle management and directly supervise non-managerial workers, e.g. shift supervisor at Tim Horton’s Team leaders/supervisors – report to middle management and directly supervise non-managerial workers, e.g. shift supervisor at Tim Horton’s

5. Types of Managers General manager: responsible for complex, multi-function units, e.g. GM of an entertainment complex General manager: responsible for complex, multi-function units, e.g. GM of an entertainment complex Administrator: manager in a public or non-profit organization, e.g. Principal of THS Administrator: manager in a public or non-profit organization, e.g. Principal of THS

6. Types of Managers Line manager: directly contributes to the production of basic goods/services, e.g. president, retail manager, and department supervisors all have line responsibilities Line manager: directly contributes to the production of basic goods/services, e.g. president, retail manager, and department supervisors all have line responsibilities Staff manager: uses special technical expertise to advise and support line workers, e.g. Gary Shillington (computer technician for THS) Staff manager: uses special technical expertise to advise and support line workers, e.g. Gary Shillington (computer technician for THS) Functional manager: responsible for one area of activity, such as finance, marketing, production, personnel, accounting or sales Functional manager: responsible for one area of activity, such as finance, marketing, production, personnel, accounting or sales

7. Managerial Performance Accountability: the requirement to show performance results to one’s immediate supervisor Accountability: the requirement to show performance results to one’s immediate supervisor Superior managers help others both achieve high performance and experience satisfaction in their work Superior managers help others both achieve high performance and experience satisfaction in their work This dual concern is central to the theme of the new workplace This dual concern is central to the theme of the new workplace Quality of work life: the overall quality of human experiences in the workplace Quality of work life: the overall quality of human experiences in the workplace

8. Changing Nature of Managers Old premise: The “boss” makes the ultimate decisions and is therefore at the top of the pyramid The “boss” makes the ultimate decisions and is therefore at the top of the pyramid New premise: The customer is the most important person to the organization. As a consequence, the most important people to the customer are the frontline staff. The customer is the most important person to the organization. As a consequence, the most important people to the customer are the frontline staff.

9. Changing Nature of Managers They are the people who customers interact with on a daily basis. They are the people who customers interact with on a daily basis. This understanding leads to the philosophy that the job of the manager of the frontline people is to make their jobs as easy and effective as possible This understanding leads to the philosophy that the job of the manager of the frontline people is to make their jobs as easy and effective as possible The result is an organizational chart that looks like an inverted pyramid. The result is an organizational chart that looks like an inverted pyramid.