MB403 Principles of Management

What Managers Do

Welcome to MBA403
Differing views of what managers do
Fayol Gulick From the module text From Henry Mintzberg

Fayols view
Planning Organising Coordinating Commanding Controlling

Fayol, H. (1949). General and Industrial Management, London: Sir Isaac Pitman and Sons. (Originally published 1916.)

Gulicks view - POSDCoRB

Planning Organising Staffing Directing
Coordinating Reporting Budgeting

Gulick, L.H., (1937). Notes on the Theory of Organization in L.H. Gulick and L.F. Urwick (eds.) Papers on the Science of Administration, New York: Columbia University Press.

The module texts view

Planning Organising Influencing Controlling

We can see where they got the idea!

All this happens to meet organizational goals

From: Certo, C.C. and Certo S.T. (2009). Modern Management: Concepts and Skills, Upper Saddle river, NJ: Pearsons/Prentice Hall, 11th edition.

Planning

Organising

Influencing

Controlling

Levels of Management
First-line Managers: have direct responsibility for producing goods or services Foreman, supervisors, clerical supervisors Middle Managers: Coordinate employee activities Determine which goods or services to provide Decide how to market goods or services to customers Assistant Manager, Manager (Section Head) Top Managers: provide the overall direction of an organization Chief Executive Officer, President, Vice President

Skills Mix and Managerial Levels

From: Certo, C.C. and Certo S.T. (2009). Modern Management: Concepts and Skills, Upper Saddle river, NJ: Pearsons/Prentice Hall, 11th edition.

Mitzbergs 10 roles
1. 2. 3.
4. 5. 6. 7. 8. 9. 10.

FIGUREHEAD LEADER LIASION

MONITOR DISSEMINATOR SPOKESPERSON ENTREPRENEUR DISTURBANCE HANDLER RESOURCE ALLOCATOR NEGOTIATOR

Interpersonal Informational Decisional

Mintzberg, H. (1973). The Nature of Managerial Work, New York: Harper & Row,

Mitzbergs view 8 Managerial job Types

1. 2. 3. 4. 5. 6. 7. 8. Contact man Liaison, figurehead Political manager Spokesperson, negotiator Entrepreneur - entrepreneur and negotiator Insider - resource allocator Real-time manager -disturbance handler Team manager - leader Expert manager monitor, spokesperson New manager liaison, monitor

Mitzbergs view
13 propositions about management work
1. 2. 3. 4. 5. It involves a large volume of open ended unrelenting work, with little free time. Managerial activities are brief, varied and fragmented. The manager prefers brevity and interruptions in his/her work. The manger prefers the more active elements of the job rather than paperwork Verbal and written contacts are the main part of the managers work through, mail, telephone conversation, unscheduled meetings, scheduled meetings and tours (of the office/factory). Mail receives only cursory treatment. Telephone calls and unscheduled meetings are used for speed by managers when they know the other party well. 8. 9. 10. 11. 12. 13. Scheduled meetings take up more managerial time than any other medium. Managers gain observational information through tours (of the office/factory) but do not do this frequently. Liaison between the external and internal world of the managers area are a significant and complex components of the managers time. Subordinates generally consume one third to one half of the managers contact time. The manger spends little time with his/her superiors. The managers job reflects a blend of duties and rights.

6. 7.

Mintzberg, H. (1973)The Nature of Managerial Work New York: Harper & Row,

Implications for SMEs

(Small and Medium Sized Enterprises) Florn and Tell suggest that only 7 of the propositions apply fully to SMEs. They only look at: 1, 2, 5, 8, 9, 10 and 11.

Florn, H. and Tell J., What do owner-managers in small firms really do? Replicating Choran, Mintzberg, and Kurke & Aldrich 16th Annual Conference of Small Enterprise Association of Australia and New Zealand,28 September 1 October 2003

Implications for SMEs

Florn and Tell suggest that:

Under Proposition 1 : Small firm ownermanagers do not work evenings and weekends. Their weekly working hours are moderate. They have free time for breaks during their working day.
Florn, H. and Tell J., What do owner-managers in small firms really do? Replicating Choran, Mintzberg, and Kurke & Aldrich 16th Annual Conference of Small Enterprise Association of Australia and New Zealand,28 September 1 October 2003

Implications for SMEs

Florn and Tell suggest that:
Under Proposition 8 : Although Mintzberg anticipated that small firm managers should engage to a lesser extent in formal communication, which was born out in their finding, they also found that scheduled meetings rarely occur for owner-managers in small firms.
Under (Proposition 9) Time spent touring the factory is more than twice as common for owner-managers in small firms than for managers in larger organisations.
Florn, H. and Tell J., What do owner-managers in small firms really do? Replicating Choran, Mintzberg, and Kurke & Aldrich 16th Annual Conference of Small Enterprise Association of Australia and New Zealand,28 September 1 October 2003

Implications for not for profit organisation

Often expected to be run like a business Restrictions on funding Often have external strategy setting Customers are often not those who pay Often have political interference

Expanding Periphery Customers Permeable Boundaries

Shrinking Core Alliance Partners Integrating

Competitors Scanning

CORE BUSINESS

Suppliers
From: Gary Neilson, Ranjay Gulati and David Kletter. Organising for Success in the 21st Century, Booz Allen Hamilton 2002

Collaborating

Sensing

What Are Managerial Competencies?

Competency a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness

Managerial Competencies sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations

Six Core Managerial Competencies: What It Takes to Be a Great Manager

Communication Competency Planning and Administration Competency Teamwork Competency Strategic Action Competency Multicultural Competency Self-Management Competency

Self-Management Competency

My strengths and weaknesses havent changed a lot in 51 years. The important thing is to recognize the things you dont do well and build a team that reflects what you know the company needs.

Anne Mulcahy, (former) CEO, Xerox CEO, Xerox