The New Manager

1. The New Manager

2. 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

3. Management & The Organization

4. 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

5. 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)

6. 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)

7. Key Organizational Concepts The Organization Division of Labor Span of Control Organizational Chart Configuration Administrative Hierarchy

8. Division of Labor • How activities within the organization are allocated into different jobs or tasks performed by different individuals

9. Division of Labor - Advantages • Most Efficient Utilization of Labor • Increased Standardization • Uniformity of Output • Reduction in Training Costs • Heightened Expertise

10. 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

11. The Organizational Chart • A representation detailing all individuals, positions, reporting relationships, and formal lines of communication within the organization

12. The Organizational Chart • An organizational chart illustrates • Division of Work • Managers & Subordinates • Type of Work • Business Functions • Levels of Management

13. 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

14. 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’

15. Four Underlying Dimensions Structuring of Activities Concentration of Authority Line Control of the Workforce Supportive Component Source: Pugh et al., 1969

16. Structuring of Activities • The extent to which there are defined regulation of employee behavior • Processes supported • Specialization • Formalization • Standardization

17. 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

18. Supportive Component • The comparative size of the administrative and other personnel outside that of the core workflow personnel

19. Evolution of Management Thought

20. Evolution of Management Thought Organizational Behavior 1970’s Human Relations Hawthorne Studies 1940’s Classical Organization Theory Scientific Management 1900’s

21. 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

22. 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

23. 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

24. 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

25. Scientific Management - Advantages • Highlighted the need for concentration on employee performance and production • Introduction of standardized procedures • Job Specialization and Mass Production

26. Organizational Behavior Systems Perspective Contingency Perspective

27. The Systems Perspective Feedback Inputs Transformation Outputs Environment

28. Management Functions & Roles

29. Traditional Functions of Management Planning Organizing Controlling Leading

30. 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

31. Planning - Core Skills • Forecasting • Scheduling • Budgeting • Setting Objectives

32. Organizing • Effectively using resources to meet the organizational goals • Design of systems and structures to achieve this end

33. Organizing - Core Skills • Hiring • Coordinating • Delegating • Resource Allocation

34. Directing • Motivating and assisting employees to achieve the organizational objectives • Using motivating

35. Directing - Core Skills • Hiring • Coordination • Delegation • Resource Allocation

36. 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

37. Controlling • Coordinating • Coaching/Mentoring • Resource Allocation • Conflict Management/Problem Solving • Objective Setting

38. Managerial Roles Interpersonal Informational Decisional

39. The New Manager

40. Drivers for Change • Economic, Social & Political • Globalization • Technological Advancements

41. Economic, Social & Political • Market Economy • Worker Mobility • Diverse Workforce

42. Globalization • Search for Excellence • Focus on Quality • Supply Chain Management • Customer Expectations & Satisfaction

43. Technological Advancements • Product Life Cycles • Informational Flows • Data Management • Communication Technologies

44. 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 20th V’s 21st Century Organizations

45. Traditional Role Planning Organizing Leading Controlling Extended Role Strategist Organizational Ambassador Change Leader Team Player Problem Solver An Extended Perspective

46. 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

47. 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

48. 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

49. High Performance Competencies Cognitive Motivation Directional Achievement