Transcript The New Manager

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
• 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
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)
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)
Key Organizational Concepts
Division of Labor
Span of Control
The Organization
Organizational
Chart
Configuration
Administrative
Hierarchy
Division of Labor
• How activities within the organization
are allocated into different jobs or tasks
performed by different individuals
Division of Labor - Advantages
• Most Efficient Utilization of Labor
• Increased Standardization
• Uniformity of Output
• Reduction in Training Costs
• Heightened Expertise
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
The Organizational Chart
• A representation detailing all individuals,
positions, reporting relationships, and
formal lines of communication within the
organization
The Organizational Chart
• An organizational chart illustrates
– Division of Work
– Managers & Subordinates
– Type of Work
– Business Functions
– Levels of Management
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
Dimensions of Organizational Structure
• 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’
Four Underlying Dimensions
Structuring of
Activities
Concentration of
Authority
Line Control of the
Workforce
Supportive
Component
Source: Pugh et al., 1969
Structuring of Activities
• The extent to which there are defined
regulation of employee behavior
• Processes supported
– Specialization
– Formalization
– Standardization
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
Supportive Component
• The comparative size of the
administrative and other personnel
outside that of the core workflow
personnel
Evolution of Management Thought
Evolution of Management Thought
Organizational Behavior
1970’s
Human Relations
Hawthorne Studies
1940’s
Classical Organization Theory
1900’s
Scientific Management
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
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
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
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
Scientific Management - Advantages
• Highlighted the need for concentration
on employee performance and
production
• Introduction of standardized procedures
• Job Specialization and Mass Production
Organizational Behavior
Systems Perspective
Contingency Perspective
The Systems Perspective
Feedback
Inputs
Transformation
Environment
Outputs
Management Functions & Roles
Traditional Functions of Management
Planning
Organizing
Controlling
Leading
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
Planning - Core Skills
• Forecasting
• Scheduling
• Budgeting
• Setting Objectives
Organizing
• Effectively using resources to meet the
organizational goals
• Design of systems and structures to
achieve this end
Organizing - Core Skills
• Hiring
• Coordinating
• Delegating
• Resource Allocation
Directing
• Motivating and assisting employees to
achieve the organizational objectives
• Using motivating
Directing - Core Skills
• Hiring
• Coordination
• Delegation
• Resource Allocation
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
Controlling
• Coordinating
• Coaching/Mentoring
• Resource Allocation
• Conflict Management/Problem Solving
• Objective Setting
Managerial Roles
Interpersonal
Decisional
Informational
The New Manager
Drivers for Change
• Economic, Social & Political
• Globalization
• Technological Advancements
Economic, Social & Political
• Market Economy
• Worker Mobility
• Diverse Workforce
Globalization
• Search for Excellence
• Focus on Quality
• Supply Chain Management
• Customer Expectations & Satisfaction
Technological Advancements
• Product Life Cycles
• Informational Flows
• Data Management
• Communication Technologies
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
An Extended Perspective
Traditional Role
• Planning
• Organizing
• Leading
• Controlling
Extended Role
• Strategist
• Organizational
Ambassador
• Change Leader
• Team Player
• Problem Solver
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
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
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
High Performance Competencies
Cognitive
Motivation
Directional
Achievement