MANAGING: A COMPETENCY BASED APPROACH 11 th Edition

1. Don Hellriegel Susan E. Jackson John W. Slocum, Jr. MANAGING: A COMPETENCY BASED APPROACH 11th Edition Chapter 1—Developing Managerial Competencies Prepared by Argie Butler Texas A&M University

2. Developing Managerial Competencies Learning Goals • Explain why managerial competencies are important • Discuss the basic functions and levels of management • Describe the competencies used in managerial work and assess your current competency levels Chapter 1: PowerPoint 1.1

3. Introductory Concepts: What AreManagerial 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 Chapter 1: PowerPoint 1.2

4. Why are Managerial Competencies Important? • You need to use your strengths to do your best • You need to know your weaknesses • You need developmental experiences at work to become successful leaders and address your weakness • You probably like to be challenged with new learning opportunities • Organizations do not want to waste human resources • Globalization deregulation, restructuring, and new competitors add to the complexity of running a business Chapter 1: PowerPoint 1.3

5. Model of Managerial Competencies CommunicationCompetency TeamworkCompetency Planning andAdministrationCompetency ManagerialEffectiveness MulticulturalCompetency StrategicActionCompetency Self-ManagementCompetency Chapter 1: PowerPoint 1.4 (Adapted from Figure 1.1)

6. What Is An Organization? • A formal and coordinated group of people who function to achieve particular goals • These goals cannot be achieved by individuals acting alone • An organization has a structure, discussed in depth in Chapter 11 Chapter 1: PowerPoint 1.5

7. What Is A Manager? • A person who plans, organizes, leads and controls the allocation of human, material, financial, and information resources in pursuit of the organization’s goals • What sets managers apart from individual employees? • Managers are evaluated on how well the people they direct do their jobs Chapter 1: PowerPoint 1.6

8. What is Managing? • Making decisions to guide the organization through planning, organizing, leading, and controlling • Getting tasks done through people Chapter 1: PowerPoint 1.7

9. What are the Types of Managers? • Functional Managers:supervise employees having expertise in one area, such as accounting, human resources, sales, finance, marketing, or production • Focus on technical areas of expertise • Use communication, planning and administration, teamwork and self-management competencies to get work done Chapter 1: PowerPoint 1.8

10. What are the Types of Managers? (cont’d) • General Managers:responsible for the operations of more complex units—for example, a company or division • Oversee work of functional managers • Need to acquire strategic and multicultural competencies to guide organization • Many Other types of managers Chapter 1: PowerPoint 1.9

11. Functions and Levels of Management: What Are the Basic Managerial Functions? Organizing Planning Leading Controlling Chapter 1: PowerPoint 1.10 (Adapted from Figure 1.2)

12. What Are the Basic Managerial Functions?: Planning • Determining organizational goals and means to reach them • Managers plan for three reasons • Establish an overall direction for the organization’s future • Identify and commit resources to achieving goals • Decide which tasks must be done to reach those goals • Discussed in depth in Chapter 7 & 8 Chapter 1: PowerPoint 1.11

13. What Are the Basic Managerial Functions? Snapshot “The success you’ve enjoyed over time leads you into a rut. It’s time to challenge managers to think out of the box. Strategic planning is one way to get managers to think out of the box.” Kenneth Chenault, CEO, American Express Chapter 1: PowerPoint 1.12

14. What Are the Basic Managerial Functions?: Organizing • Process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company • Includes creating departments and job descriptions Chapter 1: PowerPoint 1.13

15. What Are the Basic Managerial Functions?: Leading • Getting others to perform the necessary tasks by motivating them to achieve the organization’s goals • Crucial element in all functions • Discussed throughout the book and in depth in Chapter 15—Dynamics of Leadership Chapter 1: PowerPoint 1.14

16. What Are the Basic Managerial Functions?: Controlling • Process by which a person, group, ororganization consciously monitors performance and takes correctiveaction • Discussed in depth in Chapter 10 Chapter 1: PowerPoint 1.15

17. What Are the Basic Levels of Management? TopManagers Middle Managers First-Line Managers Nonmanagers Chapter 1: PowerPoint 1.16 (Adapted from Figure 1.3)

18. What are the Basic Levels of Management?: First-line Managers • Directly responsible for production of goods or services • Employees who report to first-line managers do the organization’s work • Spend little time with top managers in large organizations • Technical expertise is important • Rely on planning and administration, self-management, teamwork, and communication competencies to get work done Chapter 1: PowerPoint 1.17

19. What Are the Basic Levels of Management?: Middle Managers • Responsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement • Responsible for coordinating activities of first-line managers • Establish target dates for products/services to be delivered • Need to coordinate with others for resources • Ability to develop others is important • Rely on communication, teamwork, and planning and administration competencies to achieve goals Chapter 1: PowerPoint 1.18

20. What Are the Basic Levels of Management?: Top Managers • Responsible for providing the overall direction of an organization • Develop goals and strategies for entire organization • Spend most of their time planning and leading • Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies • Use of multicultural and strategic action competencies to lead firm is crucial Chapter 1: PowerPoint 1.19

21. 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 Chapter 1: PowerPoint 1.20

22. Communication Competency • Ability to effectively transfer and exchange information that leads to understanding between yourself and others • Informal Communication • Used to build social networks and good interpersonal relations • Formal Communication • Used to announce major events/decisions/ activities and keep individuals up to date • Negotiation • Used to settle disputes, obtain resources, and exercise influence Chapter 1: PowerPoint 1.21

23. Planning and Administration Competency • Deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done • Information gathering, analysis, and problem solving from employees and customers • Planning and organizing projects with agreedupon completion dates • Time management • Budgeting and financial management Chapter 1: PowerPoint 1.22

24. Teamwork Competency • Accomplishing tasks through small groups ofpeople who are collectively responsible andwhose job requires coordination • Designing teams properly involves havingpeople participate in setting goals • Creating a supportive team environment gets people committed to the team’s goals • Managing team dynamics involves settlingconflicts, sharing team success, and assign tasksthat use team members’ strengths Chapter 1: PowerPoint 1.23

25. Strategic Action Competency • Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them • Understanding how departments or divisions of the organization are interrelated • Taking key strategic actions to position the firm for success, especially in relation to concern of stakeholders • Leapfrogging competitors Chapter 1: PowerPoint 1.24

26. Strategic Action Competency Snapshot “Sony must sell off businesses that don’t fit its core strategy of fusing gadgets with films, music, and game software. That means selling off its businesses in its Sony Financial Holdings, which are very profitable.” Howard Stringer, CEO, Sony Chapter 1: PowerPoint 1.25

27. Multicultural Competency • Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations • Cultural knowledge and understanding of the events in at least a few other cultures • Cultural openness and sensitivity to how others think, act, and feel • Respectful of social etiquette variations • Accepting of language differences Chapter 1: PowerPoint 1.26

28. Self-Management Competency • Developing yourself and taking responsibility • Integrity and ethical conduct • Personal drive and resilience • Balancing work and life issues • Self-awareness and personal development activities Chapter 1: PowerPoint 1.27

29. Self-Management Competency Snapshot “My strengths and weaknesses haven’t changed a lot in 51 years. The important thing is to recognize the things you don’t do well and build a team that reflects what you know the company needs.” Anne Mulcahy, CEO, Xerox Chapter 1: PowerPoint 1.28

30. Learning Framework for Managing Part I: Overview of Management Part II: Managing in Turbulent Environments Part III: Planning and Control Part IV: Organizing Competence Leading Chapter 1: PowerPoint 1.29 (Adapted from Figure 1.4)