What is Management?
Summary
TLDRThis video explores the essential roles and skills of managers, breaking down their responsibilities into three categories: informational, interpersonal, and decisional. Managers must communicate effectively, manage relationships, and make key decisions to achieve organizational goals through planning, organizing, leading, and controlling. The evolving role of managers emphasizes empowering teams, fostering innovation, and shaping organizational culture for future success. Essential skills like technical, human, and conceptual abilities are highlighted, with a focus on how managers navigate complex environments to ensure efficiency, effectiveness, and high performance.
Takeaways
- π§ The role of managers is often misunderstood without direct experience, and this course aims to clarify what managers do on a daily basis.
- π Managers' roles can be categorized into informational, interpersonal, and decisional roles, which are interconnected in real-world management.
- π£οΈ Informational roles involve managing by information, with 75% of managers' time spent on communication, including monitoring, disseminating, and acting as a spokesperson.
- π€ Interpersonal roles focus on relationships and human skills, including being a figurehead, leader, and liaison within and outside the organization.
- π οΈ Decisional roles concern making choices and taking action, such as being an entrepreneur, mediator, resource allocator, and negotiator.
- π Management is crucial for achieving organizational goals efficiently and effectively through planning, organizing, leading, and controlling.
- π Today's managers are shifting from being controllers to enablers, focusing on empowering teams and fostering a culture of innovation and adaptability.
- π The importance of management lies in the organization's ability to use resources wisely to meet its goals, emphasizing both effectiveness and efficiency.
- π οΈ Technical skills are essential at lower organizational levels but become less critical as managers ascend, making way for the importance of human and conceptual skills.
- π€ Conceptual skills are critical for top managers, involving strategic thinking, understanding the organization's place in the broader environment, and solving complex problems.
- π Human skills are increasingly vital across all management levels, focusing on motivation, communication, and conflict resolution to drive employee engagement and commitment.
Q & A
What are the three conceptual categories that describe the roles of managers?
-The three conceptual categories that describe the roles of managers are informational, interpersonal, and decisional.
What does the informational role of a manager involve?
-The informational role involves managing by information, which includes maintaining and developing an information network, and includes the monitor, disseminator, and spokesperson roles.
Can you explain the interpersonal roles of managers?
-Interpersonal roles pertain to the relationships with others and include the figurehead, leader, and liaison roles, which are related to human skills and involve activities such as motivation, communication, and influence.
What are the decisional roles that managers must undertake?
-Decisional roles pertain to events where the manager must make a choice or take action, including the entrepreneur, mediator, resource allocator, and negotiator roles.
How much of a manager's time is typically spent on communication?
-Seventy-five percent of a manager's time is about communicating with people.
What is the role of a manager in the context of the organization's goals?
-Managers are responsible for coordinating resources effectively and efficiently to accomplish the organization's goals.
What are the four basic functions of management?
-The four basic functions of management are planning, organizing, leading, and controlling.
How has the role of managers shifted from traditional to new management competencies?
-The shift from traditional to new management competencies involves moving from being a controller to an enabler, focusing on oversight results, relationships, and design, and employing empowering leadership styles.
What are the three broad categories of skills necessary for managing an organization?
-The three broad categories of skills necessary for managing an organization are technical, human, and conceptual skills.
Why are human skills increasingly important for managers at all levels?
-Human skills are increasingly important because they involve the ability to work with and through other people, including motivation, facilitation, coordination, leadership, communication, and conflict resolution, which are essential for effective management at all levels.
What does the concept of organizational effectiveness mean?
-Organizational effectiveness refers to the degree to which an organization achieves its stated goals, providing products or services that customers value.
Outlines
π§ Understanding the Managerial Roles
This paragraph delves into the complex role of managers, emphasizing the difficulty in defining their duties despite the abundance of management resources. It outlines three key categories of managerial roles: informational, interpersonal, and decisional. Informational roles focus on managing by information, interpersonal roles on managing through people, and decisional roles on managing through action. The paragraph explains that while these roles are distinct for analytical purposes, they are interwoven in practice. It also highlights that managers spend a significant portion of their time communicating and maintaining an information network, with specific roles like monitor, disseminator, and spokesperson. The interpersonal roles, such as figurehead, leader, and liaison, are crucial for managing relationships, while decisional roles like entrepreneur, mediator, resource allocator, and negotiator, are about making choices and taking actions to achieve organizational goals.
π Modern Management Approaches
Paragraph 2 discusses the shift in management styles from traditional to more contemporary approaches. It stresses the importance of managers adopting empowering leadership styles that foster authentic conversations and collaboration. The focus is on designing flexible organizational environments that can adapt to change, anticipate threats and opportunities, and promote creativity and innovation. The paragraph also touches on the significance of managers in achieving organizational goals efficiently and effectively, highlighting the four basic functions of management: planning, organizing, leading, and controlling. It underscores the need for managers to possess a mix of technical, human, and conceptual skills, with an emphasis on the increasing importance of human skills for effective management at all levels.
π οΈ Technical, Human, and Conceptual Skills in Management
The final paragraph examines the three broad categories of skills necessary for effective management: technical, human, and conceptual. Technical skills, which are crucial at lower organizational levels, involve mastery of specific methods, techniques, and equipment. Human skills, essential for all managers, involve the ability to work with and through others, including motivation and conflict resolution. Conceptual skills, particularly important for top managers, involve the ability to see the organization as a whole and to think strategically. The paragraph also notes the changing requirements of these skills as managers move up the organizational hierarchy and the importance of adapting to the demands of a rapidly changing world.
Mindmap
Keywords
π‘Managerial Roles
π‘Planning
π‘Organizing
π‘Leading
π‘Controlling
π‘Informational Roles
π‘Interpersonal Roles
π‘Decisional Roles
π‘Technical Skills
π‘Human Skills
π‘Conceptual Skills
Highlights
The role of managers can be divided into three categories: informational, interpersonal, and decisional.
Managers spend 75% of their time communicating with people.
The monitor role involves seeking current information from many sources.
The disseminator role is where managers transmit information to others within and outside the organization.
The spokesperson role involves communicating information to outsiders through various forms.
The figurehead role includes ceremonial and symbolic activities for the department or organization.
Leadership encompasses relationships with subordinates, including motivation and influence.
The liaison role pertains to the development of information sources inside and outside the organization.
The entrepreneur role involves innovation and change, thinking about the future and needed changes.
The mediator role involves resolving conflicts among subordinates or between departments.
Resource allocator role pertains to decisions on assigning resources to attain desired outcomes.
The negotiator role is where managers represent team or department interests in negotiations.
Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling.
There's a shift from traditional management to new competencies essential in today's environment.
Today's effective manager is an enabler who helps people do and be their best.
Managers shape the cultures, systems, and conditions and give people the freedom to move the organization.
Managers have to move from supervising individuals to leading teams.
Today's managers need to enhance communication and partnership.
Managers are responsible for coordinating resources to accomplish the organization's goals.
Organizational effectiveness is the degree to which the organization achieves its stated goals.
Managers perform activities within the four primary functions of planning, organizing, leading, and controlling.
The necessary skills for managing an organization can be categorized into technical, human, and conceptual skills.
Technical skills refer to the understanding and proficiency in the performance of specific tasks.
Human skills are essential for managers at all levels, especially for frontline managers.
Conceptual skills involve the cognitive ability to see the organization as a whole and its relationship among parts.
Transcripts
[Music]
despite a proliferation of management
gurus management consultants and
management schools it remains murky to
many of us what managers actually do and
why we need them in the first place
unless someone has actually performed a
managerial work it's hard to understand
exactly what managers do on an hour by
hour or day by day basis in this course
we explore this role of managers a role
is a set of expectations for a managers
behavior the roles of managers can be
divided into three conceptual categories
informational where we manage by
information interpersonal where we
manage through people and decisional
where we're managing through action each
role represents activities that managers
undertake to ultimately accomplish the
functions of planning organizing leading
and controlling although it's necessary
to separate the components of a
manager's job to understand the
different roles of a manager the real
job of management isn't practiced as a
set of independent parts all of the
roles interact in the real world
informational roles describe the
activities used to maintain and develop
an information network seventy-five
percent of managers time is about
communicating with people the monitor
role involves seeking current
information from many sources
the manager acquires and scans
information to stay well informed the
next two roles are quite the opposite
the disseminator role is where the
manager transmits current information to
others both inside and outside the
organization who can use it
the disseminator role is where managers
forward information within the
organization doing things like sending
memos and reports making phone calls or
holding meetings likewise the
spokesperson roles where a manager or
transmit information to outsiders
through various forms of communication
interpersonal roles pertain to the
relationships with others and are
related to the human skills described
earlier the figurehead role involves
ceremonial and symbolic activities for
the department or organization the
manager represents the organization in
his or her formal managerial capacity as
a head of the unit
the leader role encompasses
relationships with subordinates
including motivation communication and
influence the liaison role pertains to
the development of information sources
both inside and outside the organization
finally decisional roles pertain to
those events about which the manager
must make a choice or take action the
entrepreneur role involves innovation of
change managers are consistently
thinking about the future and the
changes needed to achieve a future goal
or vision the mediator role involves
resolving conflicts among subordinates
or between the managers Department and
others the resource allocator role
pertains to decisions about how to
assign people time equipment money and
other resources to attain desired
outcomes the managers must decide which
projects receive budget allocations
which of several customer complaints
receive priority and how to spend his or
her own time
and finally the negotiator role is where
the manager represents a team or
departments interests when negotiating
issues negotiation happens in budgeting
union environments purchases and many
other management activities managers at
every level perform these tendrils which
are grouped into informational
interpersonal and decisional roles the
relative emphasis that a manager puts on
these roles depends on a number of
factors such as the manager's position
in the hierarchy natural skills and
abilities the type of organization and
department goals that need to be
achieved management is the attainment of
organizational goals in an effective and
efficient manner through planning
organizing leading and controlling
organizational resources there is a
shift from traditional management
approach to new management competencies
that are essential in today's
environment there are managers of all
types of organizations who are learning
to apply new management skills and
competencies in oversight results
relationships and design instead of
being a controller
today's effective manager is an enabler
who helps people do and be their best
today's managers learn to
design the rules of the game without
specifying the actions of the players
managers shape the cultures systems and
conditions and then give people the
freedom to move the organization in the
direction it needs to go they help
people get what they need
remove obstacles provide learning
opportunities and offer feedback
coaching and career guidance when it
comes to accomplishing tasks managers
have to move from supervising
individuals to leading teams instead of
management by keeping tabs
they employ an empowering leadership
style managing relationships based on
authentic conversation and collaboration
is essential for successful outcomes
today's managers need to enhance
communication and partnership
today's best managers our future facing
focused on designing an environment that
is flexible enough to change that is
they design the organization and culture
to anticipate threats and opportunities
from the environment challenge the
status quo and promote creativity
learning adaptation and innovation
today's world is constantly changing but
the more unpredictable the environment
the greater the opportunity is if
managers have the skills to capitalize
on it
the definition of management encompasses
the idea of attaining organizational
goals in an efficient and effective
manner frankly management is so
important because organizations are so
important an organization is a social
entity that's goal directed and
deliberately structured organizations
pervade in our society and managers are
responsible for seeing that the
resources are used wisely to obtain an
organizational goals based on our
definition of management the managers
responsibility is to coordinate
resources in an effective and efficient
manner to accomplish the organization's
goals organizational effectiveness is
the degree to which the organization
achieves a stated goal effectiveness
means providing a product or service
that customers value organizational
efficiency refers to the amount of
resources used to achieve an
organizational goal it's based on the
amount of raw material money and P
that are necessary for producing a given
volume of output efficiency can be
defined as the amount of resources used
to produce a product or service so the
ultimate responsibility of managers is
to achieve high performance which is the
attainment of organizational goals by
using resources in efficient and
effective manner there are four basic
functions of management planning
organizing leading and controlling will
explore each as we define management in
today's organizations planning is about
identifying goals for future
organizational performance in deciding
on the tasks and use of resources needed
to attain them managerial planning
defines where the organization wants to
be in the future and how to get there
organizing typically follows planning
and reflects how the organization tries
to accomplish the plan organizing
involves assigning tasks grouping tasks
into departments delegating Authority
and allocating resources across the
organization leading is the use of
influence to motivate employees to
achieve organizational goals leading
means creating a shared culture and
values communicating goals to people
throughout the organization and infusing
employees with the desire to perform at
a high level one doesn't have to be a
top manager of a big organization to be
an exceptional leader many managers
working quietly in both large and small
organizations around the world provide
strong leadership within departments
teams nonprofit organizations and small
businesses controlling is the fourth
function in the management process
control e means monitoring employees
activities determine whether the
organization is moving towards its goals
and making corrections as necessary one
trend in recent years is for
organizations to place less emphasis on
top-down control and more emphasis on
training employees to monitor and
correct themselves however the ultimate
responsibility for control still rests
with managers
managers perform a wide variety of
activities that fall within the four
primary management functions of planning
organizing leading and controlling
although some management theorists
propose a long list of skills the
necessary skills for managing an
organization can be placed in three
broad categories conceptual human and
technical let's take a look the
application of these three skills
changes dramatically when a person is
promoted to management technical human
and conceptual although the degree that
each skill is required at different
levels of an organization may vary all
managers must possess some skill in each
of these important areas to perform
effectively many managers get promoted
to their first job because they've
demonstrated an understanding and
proficiency in the performance of
specific tasks which are referred to as
technical skills technical skills refer
to the understanding of and proficiency
in the performance of specific tasks
technical skills include mastery of
methods techniques and equipment
involved in specific functions such as
engineering manufacturing or finance
technical skills also include
specialized knowledge analytical ability
and the competent use of tools and
techniques to solve problems in a
specific discipline technical skills are
particularly important at lower levels
of the organization
however these skills become less
important as human and conceptual skills
as managers move up the hierarchy top
managers with strong technical skills
sometimes have to learn to step back so
that others can do their jobs
effectively human skills refer to a
manager's ability to work with and
through other people and work
effectively as part of a group these
human skills are demonstrated in the way
that a manager relates to other people
including the ability to motivate
facilitate coordinate lead communicate
and resolve conflicts human skills are
increasingly important for managers at
all levels and types of organizations a
recent study found that human skills
were significantly more important than
technical skill
for predicting manager effectiveness
human skills are essential for frontline
managers who work with employees
directly on a daily basis a recent study
found that the motivational skill of the
frontline manager is the single most
important factor in whether people feel
engaged with their work and committed to
an organization conceptual skills refer
to the cognitive ability to see the
organization as a whole in the
relationship amongst parts conceptual
skills involve knowing where one's team
fits into the total organization and how
the organization fits into the industry
the community and the broader business
and social environment it means the
ability to think strategically to take a
broad long-term view and to identify
evaluate and solve complex problems
conceptual skills are needed by all
managers but especially by managers at
the top many of the responsibilities of
top managers such as decision making
resource allocation and innovation
require a broad view good management
skills are not automatic in recent years
numerous highly publicized examples have
shown what happens when managers fail to
apply their skills effectively to meet
the demands of uncertain rapidly
changing worlds around them managers
have complex jobs that require a range
of abilities and skills
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