MANAGEMENT AND MANAGERS IN THE WORKPLACE

1.

MANAGEMENT AND MANAGERS IN THE WORKPLACE

We can find managers in all types of organizations regardless of their size, focus,
etc.
In a construction company, a manager of the construction team, who leads and
supervises the production, is in charge of its employees. An owner can also be
a manager.
Non-profit organisation: the head of the department in a hospital can also be
a manager.

Universality of management
Organization = a deliberate arrangement of people to accomplish some

specific purpose.
1. Organization has a distinct purpose it wishes to chieve.

2. Each organization is made up of individuals. It takes people to function
and attain its goals.
3. All organizations create a deliberate structure, where members do their
tasks, the framework may be open and flexible with no set rules, or they
might be defined.
Management = coordinating and overseeing the work activities of others so

their activities are completed efficiently and effectively. Managers and
employees cannot do what they want whenever or however, management
ensures that work activities are completed efficiently and effectively by people
responsible for them.
Efficiency (means) = Resource usage = getting the greatest output from the
fewest inputs/resources (Land, Labour, Capital). Doing things right. Not wasting
resources.
Effectiveness (ends) = Goal attainment = Performing job activities that will
result in achieving goals. Doing the right things. E & E go hand in hand.
Manager = someone who coordinates and oversees the work of other people so
organizational goals can be accomplished. Not to attain personal success but to
assist others (group or an individual) in achieving their goals.
First-Line Managers (also called supervisors, shift or district managers) handle

the work of Nonmanagerial Employees involved in manufacturing tasks or
providing services. Middle Managers (called regional, store or divisional
manager) are in charge of putting the organisational strategy into effect. Top
Managers (President, Managing director, chief operating officer) are responsible
for making organization wide choices and defining the strategy and goals that
affect the entire organization at the upper levels of the organization.
Management functions (What do managers do)
Managers plan by setting goals, establishing strategies, and developing plans to

coordinate activities.
Managers organize by determining what needs to be done, how it will be done,

and who is to do it.
Every business contains people, and it is a manager's role to work with and
through them to achieve goals. They lead by motivating subordinates, settle
workgroup problems, choose the most effective communication channel.
If those targets are not met, it is the manager's

responsibility to get things back on track. The
controlling function then is the process of
monitoring, comparing and correcting.
Management roles (How they do it)

Specific actions or behaviours expected of and exhibited by a manager.
Henry Mintzberg is a well-known management researcher who studied actual

managers at work. Mintzberg found 10 roles grouped around interpersonal
relationships to transfer information and the decision making. He called them
interpersonal roles, informational roles, and decisional roles.
Interpersonal roles = involve people and other duties that are ceremonial and
symbolic in nature:
1. Figurehead, (manager represents the organization as its official

representative in two areas. First, when the participation of manager is
required by law, e.g. to sign some offshore contract or agreement with
another organization. The second area are those activities where managers
presence is required e.g. by social protocol.)
2. Leader, (includes managers, responsibility for directing and coordinating
the activities of subordinates in order to achieve their goals, e.g. selection
of workers, their motivation, renumeration, communication and so on.)
3. Liaison. (includes the manager's activity in relation to the external
environment - activities which are not related to his subordinates, but are
related mainly to the external environment, for example to clients,
government institutions or suppliers.)
Informational roles = involve collecting, receiving and disseminating

information. An essential part for effective managerial work is the information
that manager needs for his or her correct decision making, therefore, it is
necessary to create the information system in every organization.
1. Monitor, (involves the collection and storage of information, while the

manager uses a variety of sources to obtain this information.)
2. Disseminator, (exchange of information between managers and their
subordinates or superiors, as well as other managers at the same level of
management – internal environment.)
3. Spokeperson. (exchange of information, however, between the
organization and the external environment – to customers, suppliers, social
media etc.)
Decisional roles = revolve around making choices.
1. Entrepreneur, (connected with decisions about changes that the

company must make in order to survive in a constantly changing external
environment, e.g. which direction the organization will take and what
changes are necessary within the organization.)
2. Disturbance Handler, (solving problems that normally arise in the
organization)
3. Resource Allocator, (decides on the method of distribution of the
resources available to the organization, e.g. financial resources, but also
technologies, human resources...)
4. Negotiator. (negotiates for the organization, e.g. the best possible
conditions with some suppliers or customers.)
They were introduced about 50 years ago and are still valid today, however, their
performance slightly differs from the original one.
For example, Spokeperson in the past could only exchange information from
internal to external environment through television, nowadays, information can
be exchanged via social media. Or the role of Leader motivated employees
differently when they worked only in office and now they also work from home.
Managerial skills = abilities of a manager that directly affect the results of his
or her managerial work and which are not necessarily innate but can be acquired
by the manager through study and training. Skills can be divided into:
1. Technical, (job specific knowledge and techniques needed to proficiently

perform work tasks, e.g. to be able to perform the interview)
2. Interpersonal, (the capacity to work successfully with others, individuals
and groups, since managers work with people, those with high
interpersonal skills get the most of their employees because they
understand how to communicate, encourage and lead)
3. Conseptual. (think about and conceive abstract and difficult problems,
use these skills to see the organization as a whole, grab the linkages
between its components and visuals, and visualize how the organization
fits into its larger context. Paramount for top managers - when manager
misses conceptual skills, probably he or she would be not successful
because he or she wouldn't know what to do with the organization)
How did management theory and practice develop historically over time under
the influence of environmental conditions?
And how do all the theories influence the current 4th of managemen t?

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1.

MANAGEMENT AND MANAGERS IN THE WORKPLACE

Organization = a deliberate arrangement of people to accomplish some

1. Organization has a distinct purpose it wishes to chieve.

Management = coordinating and overseeing the work activities of others so

First-Line Managers (also called supervisors, shift or district managers) handle

Management functions (What do managers do)

Managers plan by setting goals, establishing strategies, and developing plans to

Managers organize by determining what needs to be done, how it will be done,

If those targets are not met, it is the manager's

Management roles (How they do it)

Henry Mintzberg is a well-known management researcher who studied actual

1. Figurehead, (manager represents the organization as its official

Informational roles = involve collecting, receiving and disseminating

1. Monitor, (involves the collection and storage of information, while the

Decisional roles = revolve around making choices.

1. Entrepreneur, (connected with decisions about changes that the

1. Technical, (job specific knowledge and techniques needed to proficiently

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