MGMT1002 Managing for Impact: Introduction, Management and Managers

Conceptualizing Management and Organizational Resources

  • Management is defined as the pursuit of organizational goals efficiently and effectively by integrating the work of people through four primary processes: planning, organising, leading, and controlling the organisation’s resources.
  • A secondary definition describes management as the act and art of managing, specifically getting things done through people.
  • Organizational resources, which are integrated throughout the management process, include:
    • Physical resources.
    • Financial resources.
    • Human resources.
    • Organisational resources.
    • Technical resources.
    • Reputational resources.

The Four Key Functions of Managers

  • Planning: This is the process of setting performance objectives and determining specifically what actions should be executed to accomplish those objectives.
  • Organising: This process involves the assignment of tasks, the allocation of necessary resources, and the coordination of work activities across the organization.
  • Leading: This is the process of arousing the enthusiasm of people to work hard and inspiring their collective efforts to achieve organizational goals.
  • Controlling: This involves the process of measuring performance and taking necessary actions to ensure the alignment of actual results with desired results.

Managerial Roles and Dynamics

  • Managers fulfill their various responsibilities (planning, organising, leading, and controlling) by performing three categories of roles, as identified by Henry Mintzberg:
    • Informational Roles: Managing and processing information.
    • Interpersonal Roles: Interacting and building relationships with people.
    • Decisional Roles: Making choices and committing resources to specific courses of action.
  • Based on Henry Mintzberg's 1973 findings, the dynamics of managing are characterized by:
    • An unrelenting pace of work.
    • The brevity and variety of activities, often occurring within a context of job fragmentation and discontinuity.
    • A distinct preference for informal and verbal forms of communication over formal written methods.

Essential Managerial Skills and Hierarchy

  • Managerial skills are categorized into three primary types, which vary in importance depending on the level of management:
    • Conceptual Skills: The ability to think analytically and achieve integrative problem solving. These are most critical for top-level managers.
    • Human Skills: The ability to work well in cooperation with others. This includes emotional intelligence, defined as the ability to manage oneself and relationships effectively. These skills are essential across all levels of management.
    • Technical Skills: The ability to apply specific expertise and perform special tasks with proficiency. These are most emphasized for lower-level (first-line) managers.
  • Management Levels and Typical Job Titles:
    • Governing Board: Includes the Board of Directors and Board of Trustees.
    • Top Managers: Includes Chief Executive Officer (CEO), Chief Financial Officer (CFO), and Chief Operating Officer (COO).
    • Middle Managers: Includes Division Managers, Regional Managers, and Plant Managers.
    • First-line Managers: Includes Department Heads, Supervisors, and Team Leaders.

Management as a Practice

  • According to Henry Mintzberg, management is a practice situated at the intersection of science, art, and craft.
  • Science: Represents the systematic knowledge utilized by managers.
  • Art: Represents the insights and vision required for effective leadership.
  • Craft: Represents the connection that allows for the practical application of ideas.
  • The manager acts as the practitioner who blends these elements to navigate chaos, solve problems, identify opportunities, and execute the four management functions.

Hallmarks of Exceptional and Poor Management

  • Characteristics of an Exceptional Manager:
    • Operates efficiently and effectively.
    • Functions as an excellent decision-maker and team player.
    • Is in high demand and achieves results quickly.
    • Provides praise for work done well and offers consistent support and feedback.
    • Is reflective, intuitive, and a good listener.
    • Is not afraid to make tough decisions.
    • Remains performance-oriented while being a good communicator.
    • Commitment to being a life-long and fast learner.
    • Prioritizes employees first and profits second.
    • Demonstrates compassion, integrity, and high ethics.
    • Creates space for employees to demonstrate their capacity.
    • Puts customers first and leads by example.
    • Is creative, innovative, and thinks analytically and critically.
  • Considerations Regarding Bad Management:
    • Identification of what constitutes a bad manager.
    • Examination of whether a bad manager can be rehabilitated into a good manager.

Contemporary Challenges for Managers

  • Managers current face several significant challenges, including:
    • Managing for competitive advantage.
    • Managing for diversity within the workforce.
    • Managing for globalisation and international markets.
    • Managing for rapidly evolving information technology.
    • Managing for strict ethical standards.
    • Managing for sustainability and environmental impact.
    • Managing for personal happiness and individual life goals.