WEEK 13 - 16 HBO FINALS

manager

is not a person who can do the work better

than his team, he is a person who can get his team to

do the work better than he can.” A good manager could

truly define the success of his employees and of the

company as a whole.

Roles and Responsibilities of Professional Managers

A professional manager is an invaluable asset to the

organization. His primary job is directing employees and

coordinating various activities of the organization/s. For

this, he needs exceptional communication, technical,

conceptual and human skills.

invaluable asset

A professional manager is an ___ to the

organization. His primary job is directing employees and

coordinating various activities of the organization/s. For

this, he needs exceptional communication, technical,

conceptual and human skills.

1. Envisioning Goals

2. Managing Growth

3. Improving and Maintaining Efficiency

4. Innovation

5. Looking out for the competition

6. Leadership

7. Change Management.

8. Choosing correct Information Technology

Roles and Responsibilities of Professional Managers

Envisioning Goals

First and most important task of a manager is providing

a direction to the organization. This entails mapping out

their visions and missions. This is one task the manager

must not delegate, but perform himself. Defining the

company’s objectives helps unify the employees and

gets them working towards a common goal.

Managing Growth

One of the main roles and responsibilities of manager is

to manage the growth and ensure the survival of the

firm. There are both internal and external factors that

are a threat to this growth and survival of the firm.

Improving and Maintaining Efficiency

Manager has many roles and responsibilities regarding

the efficiency of the firm. Firstly, he must ensure that

the firm is efficient, i.e. resources are not being wasted.

And then of course this efficiency has to be effectively

maintained.

Innovation

It is the task of manager to be innovative in his job. He

must find new and creative solutions to problems faced

by the firm. Innovation not only means having new

ideas, but also cultivating and implementing them. This

is one of the on-going jobs of a professional manager.

Looking out for the competition

A manager has to plan and prepare for the competition

in the market. He must never be caught unaware, he

must prepare for new and/or increased competition.

Leadership

• The quality of the leadership usually dictates the future

of a firm. Hence the manager must also be a good

leader. He should be able to inspire and motivate

people to work towards the goals of the company.

• A leader leads from the front, and the manager must

also possess exceptional qualities and work ethic that

his team members can learn from.

Change Management

In any company or organization, change is given. The

manager has to be the agent of change in such case. It

is his roles and responsibilities to ensure the process of

change is smooth and uneventful for the company.

Choosing correct Information Technology

This is a problem that all managers of today’s era are

facing. There are so many choices available in the

market for various IT processes. It is a challenge to use

the best and most suitable technology for organization.

Moreso, this entails choosing the correct software,

communication system, network

Organizational Culture

can be defined as the values, beliefs, and norms that stand out as the dominant

characteristics of an organization as a whole. The

organizational values are representative of what the

company believes is most important, such as giving back

to its community. Organizational beliefs are

representative of deep-rooted ideas commonly held by

the company, such as the best ways to meet its goals.

Organizational norms are reflection of accepted behavior

within the company, such as particular leadership styles

or work environments.

Edgar Schein

1. Artifacts level

2. Espoused values

3. basic underlying assumptions

According to . ___  , there are three levels of

organizational culture. These levels are referred to as

1. ___ is also called the surface

level because it represents visual organizational

structures and processes, such as physical layouts and

dress codes. 2. ___ are the middle level and

are representative of organizational strategies, goals

and philosophies. The third and deepest level, 3. ___, manifests itself as automated

responses and unconscious perceptions or opinions.

Definition of Organizational Subculture

While the culture of an organization is representative of

the company as a whole, many smaller subcultures

also exist within this structure. As an example, consider

the Department of Defense as being the organizational

culture, and the different military branches such as the

Army, Marines, and Navy as being organizational

subcultures. Each individual subculture has its own

unique set of characteristics making it distinguishable

from many other subcultures, but together, they still

operate as a whole striving for the same overall goals.

Communication

plays a critical role in public service

careers, corporate communication, sales, management,

and between departments in organizations.

Communication skills

are crucial to our professional and personal lives. Whether

we want to talk to a friend, family member, or are trying

to seal a new deal in the company’s boardroom, we

should know how to think critically about communication

processes.

Organizational communication

is about exchanging messages among individuals in a particular setting or environment with the aim of collaborating and achieving common goals 

Organizational Communication

• This type of connection is culturally

dependent and contextual. It is how organizations

constitute, present, and represent organizational culture

and climate. Organizational communication helps us to:

• Develop work relationships

• Plan out, coordinate, and control company’s operations

through management

• Complete the tasks related to responsibilities and roles

• Accomplish tasks through maintenance of regulations,

procedures, and policy

1. Communication within organizations, and

2. Communication as the organization.

There are two ways in which we can view organizational

communication:

Communication

is (in one way) the exchange of messages which are relatively clear and uncomplicated.

• Issues arise when things become more complex and

when we need to resolve conflicts, then it's much more

than just transmitting information.) For organizations to

be successful, their communicators need to be skilled

and competent.

Organizational leaders

find effective written and oral communications to be among those most sought-after professional skills.

Interpersonal Communication

• includes all forms of communications — written, oral, and nonverbal. However, this term is usually used when referring to

verbal communication between individuals (two or more)

on a face-to-face, personal level.

• As for the interaction with other organizations, it covers sales

visits, employment interviews, and client meetings.

• Let’s define motivation as a driving force that inspires

individuals to act based on their emotions and desires.

It is a temporary catalyst that can ignite actions but

struggles to sustain it.

• On the other hand, discipline is the consistent and

committed pursuit of goals, regardless of emotional

states or external circumstances.

Why Discipline Trumps Motivation?

Discipline

• is trust- worthy and enduring.

• is about developing habits that guide action, regardless of fluctuating levels of motivation. This is why adhering to standard

operating procedures, workflows, and service level

agreements is vital. Consistency in these areas ensures

that operations continue smoothly and efficiently, even

when motivation ebbs.

Maintaining Discipline: Role of Leadership

• Leaders must adopt a style that promotes consistency

and reliability. Next, leaders must involve in modeling

disciplined behavior, fostering accountability, and

conducting regular check-ins to ensure adherence to

processes.

• Building a culture of discipline requires

intentional efforts to integrate these values into the

organizational fabric. Leaders play a critical role by

serving as exemplars, demonstrating how disciplined

actions lead to success.

Discipline with a Positive Attitude

In the face of crisis, when emotions run high, it is easy

to get caught in a negative spiral. Enforcing discipline

with a negative attitude can be counterproductive,

leading to a toxic work environment, low morales, and

decreased productivity.

Effective discipline

requires a combination of respect,

empathy, and a positive outlook. This approach

fosters a healthy and productive workplace where team

members are more likely to embrace challenges as

opportunities for growth.

Attitude

shapes how the team members perceive

challenges and influences their responses. Constructive

attitude amplifies the effects of disciplined behavior,

fostering resilience in the face of setbacks. It also

encourages problem-solving and persistence, ensuring

disciplined efforts are sustained over time.

Team Leaders Modeling Discipline and Attitude

• An organization's overall resilience hinges on collective

attitude of its teams. positive attitudes are contagious; they propel teams forward, creating an environment where discipline thrives 

• Conversely, negative attitudes can undermine collective

efforts and disciplined approaches, derailing progress.

Leaders with a positive attitude act as role models

setting a standard for disciplined behavior. Their

influence cascades all-through-out the organization,

reinforcing a culture of discipline. This effect, of course,

highlights the importance of team leaders not just in

setting standards, but in embodying them.