Lesson 6 - Nature of Managerial Work and Organizational Structure

Top managers

_______ support and serve other managers and employees (through a processcalled empowerment

empowerment

Top managers support and serve other managers and employees (through a process called _________

Empowerment

is the process of enabling or authorizing an individual to think, behave, act, and control work and decision making in autonomous ways.

contemporary

In both the traditional and ________ views of management, however, there remains the need for different types of managers.

different types of managers

In both the traditional and contemporary views of management, however, there remains the need for ____________

Top managers

_______ are responsible for developing the organization’s strategy and being a steward for its vision and mission.

functional, team, and general managers.

A second set of managers includes _____, ________, and _________ (FTG)

Functional managers

_________ are responsible for the efficiency and effectiveness of an area, such as accounting or marketing.

Supervisory or team managers 

____________are responsible for coordinating a subgroup of a particular function or a team composed of members from different parts of the organization.

line and staff managers.

Sometimes you will hear distinctions made between _______

Empowered execution

is about more than granting autonomy.

decentralizing

Empowered execution is about more than granting autonomy. It’s about _________ decision-making to ensure your teams can adapt, innovate,and outperform at the speed your environment demands.​

twice as likely

When employees are empowered, they are nearly ________ to report that decisons within their organizations are made in time for effective execution

36% more likely

Employees who self-identify as feeling empowered in their roles are _____ to feel a sense of shared ownership in their company’s outcomes

26% higher revenue

Organizations with high employee empowerment see ________ per employee

3.5 times more likely

Empowered teams are ___________ to be innovative

50% lower turnover

Organizations with empowered employees have ______

Authority

Capacity

Context

Desire

GIve the elements of authority (ACCD)

Authority

Empowerment only works when leaders push decision-making down to the levels that intersect most closely with the challenge.

Authority

_________without capability is a quick road to frustration and resentment. Have you equipped teams with the skills, tools,and resources necessary to succeed?​

Context

Teams can’t act effectively without understanding the broader strategy. Do they see how their decisions align with the organization’s mission and goals?​

Desire

Empowerment requires motivation. Are your teams inspired and incentivized to take ownership and perform at their best?​

authority

True ______ isn’t just the power to act; it's the ability to inspire others to act

inspire

True authority isn’t just the power to act; it's the ability to ________ others to act

unambiguous

It’s the confidence that comes from _______ decision rights, which defines what decisions must be made, who holds accountability, and how these decisions will be executed

capacity

Authority without _______ is a false promise

Empowerment

_____________falters when the team lacks the skills, experience, time, and resources to execute effectively

frustration

A leader who hands off authority without building capacity sets the team up for _____ , not success

accomplish

Without the ability to ________ the task at hand, both the leader and the team member question the competence of the other.

Competence

________ is an essential component of trust.

clarity

True empowerment starts with

purpose, alignment and impact.

When every team member understands how their actions contribute to the broader mission, the entire organization with _____, _____ and _____ (PAI)

motivation

Empowered teams don’t happen by accident; they’re intentionally built by leaders who understand what drives human __________.

retribution

Empowerment starts with creating an environment where your team feels safe to take responsible risks, solve problems, and make decisions without fear of _____________

trust or tolerance

If your employees are hesitant to act decisively, it may signal that your environment lacks __________ for inevitable failures

Empowering, testing

__________ teammates is about accelerating decision-making and developing the team, not _____ them.

empowerment

True _________ isn’t performative. It’s not about giving permission while secretly pulling strings. It’s about transferring meaningful authority to your team, enabling them to own decisions and shape outcomes

Micromanagement

______________ can suffocate innovation, erode trust and psychological safety, and delay critical progress. Real empowerment accelerates decision-making while cultivating development and accountability.​

FEUID

1. Faster decision-making

2. Enhanced ownership

3. Unleashing Creativity

4. Improved Morale

5. Delegation

Give the advantages of fostering a culture of empowered decision-making FEUID)

Faster decision-making

No more waiting for the green light from higher-ups. Your team can act swiftly, keeping projects on trackand adapting to changing circumstances.

Enhanced Ownership

When team members have a say in the decision-making process, they feel a sense of control and responsibility for their work.

Investing

________ in your team leads to a more motivated and invested workforce.

snowball

Small problems, when left unaddressed, can _______

Unleashing creativity

Small problems, when left unaddressed, can snowball. Empowering your team to make decisions abouthow to tackle them fosters innovative solutions, leading to unexpected breakthroughs. Give your team the freedom to brainstormand experiment and watch their creativity flourish. They may just produce solutions you never even considered.

Improved morale

Feeling trusted and valued is a cornerstone of employee satisfaction. When you empower your team members to make decisions, you demonstrate your trust in their abilities, leading to a happier and more productive team.​

work environment

A positive __________ fosters collaboration, knowledge sharing, and a genuine sense of camaraderie.

Delegation

is not a bad thing. In fact, it is often the first step to empowerment.

line manager

A ________  leads a function that contributes directly to the products or services the organization creates.

line manager

is responsible for the production, marketing, and profitability

Staff manager

leads a function that creates indirect inputs. Fore xample, finance and accounting are critical organizational functions but do not typically provide an input into the final product or service a customer buys

Project managers

are often found in construction,architecture, consulting, computer networking, telecommunications, or software development.

general manager

A __________ is responsible for managing a clearly identifiable revenue-producing unit, such as a store, business unit, or product line

Professor Henry Mintzberg

There have been several studies on what managers do,the most famous of those conducted by __________________ in the early 1970s

1. Informational Roles

2. Interpersonal Roles

3. Decisional Roles

3 Roles of managerial work (IID)

informational roles

______ link all managerial work together

interpersonal roles

_________ ensure that information is provided

decisional roles

The make significant use of the information

1. Monitor

2. Disseminator

3. Spokesperson

3 sub roles of informational role (MDS)

1. Figurehead

2. Leader

3. Liaison

3 sub roles of Interpersonal role (FLL)

1. Entrepreneur

2. Disturbance Handler

3. Resource Allocator

4. Negotiator

4 sub roles of decisional role (EDRN)

LCESC - CCIM:

1. Long-range planning

2. Controlling

3. Environmental Scanning

4. Supervision

5. Coordinating

6. Customer relations and marketing

7. Community relations

8. Internal Consulting

9. Monitoring products and services

Give the managerial responsibilities (LCESC - CCIM)

Organizational structure

is a system for accomplishing and connecting the activities that occur within work organization.

entrepreneurial organization

small staff, loose division of labor, little management hierarchy, informal, with power focused on the chief executive.

machine organization

is a highly specialized, routine operating tasks, formal communication, large operating units, tasks grouped under functions, elaborate administrative systems, central decision making and a sharp distinction between line and staff.

diversified organization

a set of semi-autonomous units under a central administrative structure. The units are usually called divisions and the central administration referred to as the headquarters.

professional organization

is commonly found in hospitals, universities, public agencies and firms doing routine work, thisstructure relies on the skills and knowledge of professional staff in order to function. All such organisations produce standardisedproducts or services.

innovative organization

this is what Mintzberg sees as the modern organization: one that is flexible, rejecting any form ofbureaucracy and avoiding emphasis on planning and control systems. Inno

missionary organization

it is the mission that counts above all else in such organizations; and the mission is clear,focused, distinctive and inspiring. Staff readily identify with the mission, share common values and are motivated by their ownzeal and enthusiasm.

formal organization

The __________ is an officially defined set of relationships, responsibilities, and connections that exist across an organization.

informal organization

is sometimes referred to as the invisible network of interpersonal relationships that shape how people actually connect with one another to carry out their activities.