Essentials Of Management 10eby Andrew J Dubrinchapter 1the Managers ✓ Solved
Essentials of Management 10e by Andrew J. DuBrin CHAPTER 1 The Manager’s Job 1 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Who Is a Manager?
A manager is person responsible for work performance of group members. Has formal authority to commit organizational resources. Management is process of using organizational resources to achieve objectives through the functions of planning, organizing and staffing, and leading. 2 © 2017 Wessex Press, Inc. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Levels of Management Top-level managers (executives) are empowered to make major decisions. Term C-level manager refers to top-level manager with “chief†in title. Middle-level managers are layer between top- and first-level managers. First-level managers or supervisors manage operatives.
3 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Types of Managers Functional managers supervise workers in special activities, such as accounting. General managers are responsible for groups performing a variety of functions.
Administrators are managers in public and nonprofit organizations. Entrepreneurs and small-business owners. Team leaders are catalysts and facilitators. 4 © 2017 Wessex Press, Inc. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Process of Management Managerial work is a process—a series of actions that brings achieves something—making a profit or providing a service. To achieve that objective, the manager (a) uses four types of resources, and (b) carries out the four managerial functions. (See slides 6 and 7.) 5 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Resources Used by Managers Managers use four types of resources: Human resources (the workers) Financial resources (the money) Physical resources (tangible goods and real estate) Information resources (data used to accomplish the job; as knowledge workers, managers need information resources) 6 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Four Managerial Functions Planning is setting and attaining goals. Organizing and staffing obtains human and physical resources to get job done.
Leading influences others to achieve organizational objectives. Leaders also execute to accomplish goals. Controlling ensures that performance conforms to plans. Executives plan the most; supervisors lead face-to-face the most. 7 © 2017 Wessex Press, Inc.
All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Seventeen Managerial Roles Planning: (1) strategic planner, (2) operational planner. Organizing and staffing: (3) organizer, (4) liaison, (5) staffing coordinator, (6) resource allocator, (7) task delegator. (Talent management is concentrated in staffing coordinator and resource allocator roles.) 8 © 2017 Wessex Press, Inc. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Seventeen Managerial Roles, continued Leading: (8) motivator and coach, (9) figurehead, (10) spokesperson, (11) negotiator, (12) team builder, (13) team player, (14) technical problem solver, (15) entrepreneur. Controlling: (16) monitoring, (17) disturbance handler. Managerial work now emphasizes motivator and coach, facilitator, and supporter. Manager’s level influences which roles are emphasized.
9 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Managerial Roles Currently Emphasized Managerial work has shifted substantially away from the controller and director role. Current emphasis is on being a coach, facilitator, and supporter.
Many managers today work as partners with team members to jointly achieve results. 10 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Influence of Management Level on Managerial Roles Manager’s level of responsibility influences which role he or she is likely to engage in most frequently.
Most important roles for top-level managers are liaison, spokesperson, figurehead, and strategic planner. First-level manager might emphasize roles of motivator and coach, and technical problem solver. 11 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Management as a Practice Management more of a practice than science or profession. Managers use some systematic knowledge, but rely also on intuition. Management not a profession in sense of being licensed occupation. Public trust would be gained if management became a profession that followed an ethical code. 12 © 2017 Wessex Press, Inc.
All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Management as a Practice, continued Management would become more professionalized with use of evidence-based management—the systematic use of the best available evidence to improve managerial practice. Would mean that managers rely on both scientific as well as local business evidence. Study and research would be required.
Evidence-based approach growing in management education. 13 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Five Managerial Skills Technical skill involves and understanding of or proficiency in specific method, process, or technique.
Interpersonal skill is manager’s ability to work effectively as a team member and to build cooperative effort in the unit. Skill capturing recent attention is empathy (ability to understand another person’s point of view). 14 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Five Managerial Skills, continued Conceptual skill is ability to see the organization as total entity (the “big pictureâ€). Needed for strategic planning. Diagnostic skill is investigating a problem and choosing course of action to solve it. Political skill is ability to acquire power to achieve objectives. Understanding of people is required.
Should be a supplement to job competence. 15 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Development of Managerial Skills Experience and education—including formal training—both required for development of management skills.
Managerial skills can be learned from book or lecture, but should then be applied using the general learning model, as shown next. 16 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. General Learning Model Conceptual information and behavioral guidelines Conceptual information shown by examples Skill-development exercises Feedback on skill utilization from others Frequent practice plus making adjustments from feedback Skill development important because of demanding management positions, and changing workplace.
17 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Evolution of Management Thought The classical approach to management encompasses scientific management and administrative management. Scientific management uses scientific methods to increase worker productivity.
Administrative management focuses on structure and management. Led to framework of planning, organizing, leading, and controlling. Structure should be determined by strategy. 18 © 2017 Wessex Press, Inc. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Evolution of Management Thought, continued African-Americans have contributed to the evolution of management thought, as in Charles Clinton Spaulding’s eight fundamental necessities: (1) Cooperation and teamwork, (2) Authority and responsibility, (3) Division of labor, (4) Adequate manpower, (5) Adequate capital, (6) Feasibility analysis, (7) Advertising budget, and (8) Conflict resolution. Above points overlap a little with behavioral approach to management. 19 © 2017 Wessex Press, Inc. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Evolution of Management Thought, continued The behavioral approach to management emphasizes improving management by focusing on understanding people. Direct cornerstones of behavioral approach: The Hawthorne Studies. Workers in the Hawthorne experiments reacted positively because management cared about them. Hawthorne effect says people respond differently when they receive attention.
20 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Evolution of Management Thought, continued Theory X and Theory Y of Douglas McGregor Theory X is traditional set of assumptions about people, such as people disliking work, and requiring close supervision. Theory Y is alternative and opposite set of assumptions emphasizing workers’ desire to perform well and be creative.
21 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Evolution of Management Thought, continued Maslow’s Need Hierarchy Humans are motivated by efforts to satisfy a hierarchy of needs. Needs range from basic physiological ones to those for self-actualization.
Prompted managers to think about ways of satisfying wide range of worker needs to keep them motivated. 22 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Evolution of Management Thought, continued Quantitative Approaches to Management Operations research in WWII, true start Group of methods for decision making based on the scientific method.
Techniques include network analysis, decision trees, computer simulations. Frederick Taylor laid foundation for quantitative approaches. Big Data is part of quantitative approach. 23 © 2017 Wessex Press, Inc. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Evolution of Management Thought, continued The Systems Perspective Way of viewing problems rather than specific approach to management. Organization is a system or an entity of interrelated parts. Organization interacts with outside world, transforming inputs (resources) into outputs (products and services). 24 © 2017 Wessex Press, Inc.
All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Evolution of Management Thought, continued The Contingency Approach Emphasizes there is no one best way to manage people or work. Method that works in one situation may not work in another. Manager must identify key factors in the situation that could influence results.
Common sense helps apply contingency approach. 25 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Evolution of Management Thought, concluded Information Technology Era and Social Media Era Began in 1950s with data processing.
By 1980s, IT and Internet influenced the management of people and work. The Internet has had similar impact to that of electricity in start of 20th century. Big impact on communication (e.g. social media). The history of management continues to be written each year. Stay alert!
26 © 2017 Wessex Press, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Paper for above instructions
The Role of a Manager in Modern OrganizationsManagement has evolved considerably over the years, adapting to new technologies, organizational structures, and workplace dynamics. The essence remains the same: managers play a crucial role in orchestrating the work and resources necessary to achieve organizational objectives. According to Andrew J. DuBrin in Essentials of Management (2017), a manager is defined as someone responsible for the performance of group members and has the formal authority to allocate the organization's resources. This paper delves into the key aspects of managerial roles, functions, types, skills, and the evolving nature of management responsibilities in contemporary organizations.
Understanding the Manager's Role
A manager's primary responsibility is to ensure that the team operates efficiently and meets its goals. As defined by DuBrin (2017), the management process encompasses four essential functions: planning, organizing, leading, and controlling. These functions serve as the backbone for a manager's work and influence the effectiveness with which objectives are achieved.
Four Functions of Management
1. Planning: This involves determining the objectives and devising strategies to achieve them. Effective planning requires an understanding of the organization's current position and the markets it occupies (Mintzberg, 2009). Managers must foresee potential obstacles and devise contingency plans.
2. Organizing: Once plans are in place, managers must organize the resources needed to execute them. This involves structuring teams, aligning resources, and establishing frameworks to guide employees' roles (Fayol, 1949). A well-organized team can work deeper in its specialization while effectively collaborating (Robinson, 2011).
3. Leading: The role of leadership has significantly gained importance in modern management. DuBrin (2017) emphasizes that managers today are less about directing and more about coaching and motivating. They need to nurture relationships and foster a positive work environment to achieve the best performance from their teams.
4. Controlling: This function ensures that performance aligns with the set goals. Control mechanisms such as feedback systems allow managers to assess effectiveness and make necessary adjustments (Drucker, 2007). This iterative loop enables continuous improvement.
Types of Managers
Understanding the different types of managers further clarifies their roles within organizations. DuBrin (2017) categorizes managers into three main levels based on their authority and responsibility:
1. Top-level Managers: These executives are responsible for setting the overall direction of the organization, making strategic decisions, and acting as representatives to the external environment (Porter, 1985).
2. Middle-level Managers: Often bridging the gap between top management and operational staff, middle managers play a crucial role in implementing decisions and ensuring that team performance aligns with the larger organizational goals (Buchanan & Huczynski, 2010).
3. First-level Managers: Supervisors and team leaders manage day-to-day operations, directly overseeing the work of employees (Roberts, 2015). Their role emphasizes operational efficiency and directly impacts employee morale.
Essential Managerial Skills
In addition to understanding roles, managers must develop specific skills crucial for effective leadership. DuBrin (2017) identifies five fundamental managerial skills:
1. Technical Skills: Proficient technical expertise allows managers to understand their teams' jobs better and provide adequate support.
2. Interpersonal Skills: Managers must effectively communicate, empathize, and collaborate with team members to foster a cooperative environment (Goleman, 1995).
3. Conceptual Skills: This involves seeing the organization as a whole and understanding how different parts interrelate (Katz, 1974). It aids in strategy formation and resource allocation.
4. Diagnostic Skills: Critical for problem-solving, these skills help managers evaluate situations and choose appropriate actions (Mintzberg, 2009).
5. Political Skills: Managers must navigate the complexities of organizational culture and politics, building alliances and negotiating outcomes beneficial for their teams (Cohen & Bradford, 2005).
Evolution of Management Philosophy
Management thinking has evolved over time, leading to various schools of thought regarding effective practices. Among the most influential are:
1. Scientific Management: Introduced by Frederick Taylor, this approach emphasizes efficiency and productivity through scientific methods (Taylor, 1911).
2. Behavioral Management: Emphasizing the human side of organizations, this approach considers worker motivation, team dynamics, and corporate culture as influential factors in productivity (McGregor, 1960).
3. Systems Theory: This perspective views the organization as an interconnected system, with a focus on how various functions impact overall outcomes (Churchman, 1968).
4. Contingency Theory: This approach suggests that different situations require different management styles, advocating for flexible managerial practices based on situational analysis (Fiedler, 1964).
5. Evidence-Based Management: This emerging trend encourages managers to rely on empirical evidence and best practices rather than intuition alone (Rousseau, 2006).
Conclusion
The role of a manager has become increasingly complex in a rapidly changing business environment. From strategic planning to effective leadership, the nuances of management require a diverse set of skills and adaptability to emergent challenges. As highlighted by DuBrin (2017), contemporary managers must not only oversee performance but also act as facilitators, coaches, and collaborative partners in achieving organizational success. The emphasis on creating a supportive and communicative environment reflects a significant shift in management philosophy that acknowledges the importance of human capital.
References
1. Buchannan, D., & Huczynski, A. (2010). Organizational Behavior. Pearson Education.
2. Churchman, C. W. (1968). The Systems Approach. Delta Publishing.
3. Cohen, A. R., & Bradford, D. L. (2005). Influence without Authority. Wiley.
4. Drucker, P. F. (2007). The Effective Executive. HarperCollins.
5. Fayol, H. (1949). General and Industrial Management. Pitman.
6. Fiedler, F. E. (1964). A Contingency Model of Leadership Effectiveness. In Advances in Experimental Social Psychology.
7. Goleman, D. (1995). Emotional Intelligence. Bantam.
8. Katz, R. L. (1974). Skills of an Effective Administrator. Harvard Business Review.
9. Mintzberg, H. (2009). Managing. Berrett-Koehler.
10. McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.
11. Porter, M. E. (1985). Competitive Advantage. Free Press.
12. Roberts, J. (2015). Management Research. Routledge.
13. Rousseau, D. M. (2006). Is There Such a Thing as Evidence-Based Management?. Academy of Management Review.