1. Who is a manager

2. Purpose Appreciate differences in different levels of management. Focus on Skill sets managers need Management as a career option

3. Broad types of managers Line managers directly contribute to the production of the organization’s basic goods or services.

4. Line mangers

5. Creates a chain of authority, responsibility, and communication across levels of an organization. (Note much different from book and on tests consider my definition). That is a manager has direct supervision responsibilities.

6. ss In accounting, finance, marketing, MIS, production, Transportation and Logistics you may eventually become a manager if you choose to pursue direct supervision of others.

7. Staff manager Use special technical expertise to advise and support line workers. Staff positions. No direct responsibility but need to get line managers to comply with organizational directives across departments or functions. Example: Human Resources and IT.

8. In this course I largely focus on line management.

9. Level of management What managers do varies by different levels. Correspondingly different skills need to be emphasized.

10. video Three levels.

13. In either case Top managers are mostly involved with strategic planning. Long term decisions. Crisis management with group outside of the organization.

14. Middle managers Operate large units or departments. No direct supervision. Establish policies and procedures (top down control mechanism) or support (motivational mechanisms) to maximize worker assistance in meeting customer needs. Moderate term decision making

15. Supervisors or team leaders Day to day decisions with direct supervision. Ensure that those responsible for the work do the work in compliance with organizational goals.

16. As we will learn this is not always the watchdog perspective. Managers may delegate responsibility and accountability.

17. Regardless Each level engages in planning, organizing, leading, and controlling. Each level focuses on different issues. Provide examples.

18. This course focuses on how different levels of management plan, organize, lead, and to a lesser extent control. Tendency to focus on top management perspective Purpose is to get those who become managers to be familiar with expectations.

19. What does it take to be an effective manager. How many want to be manager of some unit? Why? If not, how to effectively work with your manager.

20. exercise Think of someone. Movie, book, real person. What do they do that is Planning, leading, organizing, controlling? Come up with one each.

21. Managerial skill Set Human skills--Preeminent. Include Human relations skills and communication skills. Conceptual skills--tolerance of uncertainty, planning skills, creativity. Technical skills (managers come from functional areas and need to know marketing, accounting, etc.)

23. Applicability to different levels of Management Conceptual more important at higher levels (general management skills). Technical most important at lower levels. Interesting transitions and raises issues related to the Peter Principle--Rising to levels of incompetence.

24. Personal characteristics On next slides Write S if perceive strong Write G if Good but room to grow Write W for weak--this one needs work U for unsure.

25. Leadership--ability to influence others self-objectivity-know thyself Critical thinking—gather and analyze information to make creative solutions. Teamwork-- work effectively with others especially in dealing with differences— conflict, negotiation, consensus building.

26. Oral communication Written communication Professionalism--Ability to create a good impression Self management; Resistance to stress, tolerance for uncertainty, flexibility.

27. Are these learned skills? For the most part they are. Learnable as adults. Example: Oral communications

28. Was there anyone with 10 points?

29. Demand for Managers is far greater than natural supply Training and development is essential.

30. Research suggests 2/3 are universal for all companies 1/3 unique skills for any company. Companies are increasingly using core competencies of managers. Some universal some specific.

31. Case 3M Fundamental--Personal qualities Ethics and integrity Intellectual capacity maturity and judgement Some overlap.

32. Essential Focus on continual development Customer orientation Developing people inspiring others business results Largely unique

33. Visionary Global perspective vision and strategy (creating alignment) Nurturing innovation Building alliances Organizational agility (ability to leverage 3M culture and assets)

34. Summary What does it take to be an effective manager--career issues. Don’t forget about this. Your first project will entail this information.