Nature of Managerial Work P. Subhashini, Ph.D., Centre for Management Studies

Questions to Ponder Are managers too busy managing to contemplate the meaning of management? Should managing be restricted to managers alone? Are leaders really more important than managers? Are we now in a situation where we are overled and undermanaged?

Manager Leader

1.How would it be to be managed by someone who doesn’t lead? 2.Why would anyone want to be lead by someone who doesn’t manage? Reflection!

Stay Connected! Instead of distinguishing managers from leaders, we should be seeing managers as leaders, and leadership as management practiced well.

The What of Managing Management is the process of reaching organizational goals by working with and through people and other organizational resources. In simple words it is a process of ‘getting things done’ through people.

Management as a Practice Art Vision Creative Insights Science Analysis Systematic Evidence Craft Experience Practical Learning

Folklores Vs Facts

Folklore: The manager is a reflective, systematic planner. Fact: Managers work at an unrelenting pace and their activities are characterized by brevity, variety, fragmentation and discontinuity. They are strongly oriented to action.

Folklore: The manager depends on aggregated information best supplied by a formal system. Fact: Managers tend to favor informal media of communication like phone calls, meetings, soft information (gossip, hearsay) which primarily remains their information diet.

Folklore: Managing is mostly about hierarchical relationships between superior and subordinate. Fact: Managing is as much about lateral relationship as it is about hierarchical relationships.

The Why of Managers and Management Determining the business objectives in line with the vision of the business, Proactive planning for future growth, Anticipating and planning for changes in the business environment, Integrating all the human, physical and informational resources available, Administering and controlling business activities, and Accountability for the business operations and results.

The POLC cycle Planning Establishes objectives and devises programs to achieve them Establish mission statement Determine specific objectives Select strategies Implement programs Review and evaluate Organizing Develops an organizational structure to implement strategies Determine the way the business will operate Choose tasks to be done Determine the input mix Assign tasks Delegate authority and responsibility Leading Use of power or influence to get the best out of workers Give clear directions Set the example Communicate Motivate Controlling Keeping up standards Assess and monitor performance Compare with set standards Identify variants Take remedial action

Management Activities ORGANIZINGORGANIZING PLANNINGPLANNING LEADINGLEADING CONTROLLINGCONTROLLING

Activities Management of timeStrategic Thinking SchedulingConfidence building MotivationEvaluation InterpersonalForecasting Team buildingLeading Dispute settlementCoaching Meeting/discussionConceptual AnalyzingDelegation Sort the following activities under Planning, Organizing, Leading and Controlling Sort of Break!

PlanningOrganizingLeadingControlling forecastingdelegationteam buildingevaluation conceptualmanagement of time coaching dispute settlement Strategic Thinking meeting/discussion Interpersonal analyzing Scheduling confidence building leading motivation

Better Done by IndividualBetter Done by Organization Control Setting Objectives Arbitration Planning Organization Leadership Innovation Administration Strategy Execution Communication

Managerial Skills Conceptual skills –The ability to analyze and diagnose a situation and distinguish between cause and effect. Human skills –The ability to understand, alter, lead, and control the behavior of other individuals and groups. Technical skills –The specific knowledge and techniques required to perform an organizational role.

Skill Distribution at Various Levels

Was this the role that launched a thousand followers? List out the different roles of Managers

Managerial role - The set of specific tasks that a person is expected to perform because of the position he or she holds in the organization

Interpersonal Roles Figurehead Leader Liaison Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator Informational Roles Monitor Disseminator Spokesperson

RoleDescriptionIdentifiable Activities FigureheadThe symbolic head who is required to perform a number of routine social or legal duties Ceremony, status requests and solicitations LeaderResponsible for motivating and activating subordinates as well as for staffing, training and associated duties Virtually all managerial activities involving subordinates LiaisonMaintains a self-developed network of outsiders and contacts who provide favors and information Acknowledgments of mail, external board work and other activities involving outsiders Interpersonal Roles

RoleDescriptionIdentifiable Activities MonitorSeeks and receives wide variety of special and current information to develop a thorough understanding of the organization and the environment so as to be the nerve centre of internal and external information of the organization Handling mail and contracts concerned with receiving information (including periodical news and observational tours) DisseminatorTransmits information received from outsiders and subordinates to organization members some of it being factual, some involving interpretation and integration of diverse value positions of organizational influencers Forwarding mail into organization for informational purposes, verbal contracts involving information flow to subordinates (review sessions and instant communication) Informational Roles

SpokespersonTransmits information to outsiders about organization plans, policies, actions and results and serves as an expert about the organization's industry Board meetings, handling mail and contracts involving the transmission of information to outsiders Informational Role

RoleDescriptionIdentifiable Activities EntrepreneurSearches internally and externally for opportunities, initiates improvement projects to bring about change and supervises the design of certain projects Strategy and review sessions involving initiation or design of improvement projects Disturbance Handler Responsible for corrective action when the organization faces important, unexpected disturbances Strategy and review sessions involving disturbances and crises Decisional Roles

Resource Allocation Responsible for the allocation of resources thereby making or approving all significant decisions Scheduling, requesting authorization, budget activities, and programming subordinates' work NegotiatorResponsible for representing the organization at major negotiations Negotiation Decisional Roles

Case Study

Successful managers – defined operationally in terms of the speed of their performance within the organisation Effective managers – defined in terms of the quantity & quality of standards of performance & the satisfaction & commitment of subordinates

How Managers Spend their Traditional Management: Decision making, planning and controlling Communication: Exchanging routine information and processing paperwork People Management: Motivating, disciplining, managing conflict, staffing and training Networking: Socializing, politicizing and interacting with outsiders.

Study by Luthans Average Managers Successful Managers Effective Managers ACTIVITYPercentage of Time Traditional Management Communication People Management Networking194811

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