The Role and Work of Managers - Principles of Management - ثالث ثانوي

- 1. Managers and Managing

CHAPTER LESSONS 1.1 The Role and Work of Managers 1.2 The Historical Development of Management 13 Managing in the Twenty-First Century 1.4 Increasing Management Effectiveness M anagement creates the funda- mental framework for the activi- ties within an organization. This opening chapter addresses the role of managing and managers. It begins with an over- view of the development of management throughout history, before addressing management today and how to increase effectiveness. What qualities do you think a successful manager possesses?

Cohass 1.1 The Role and Work of Managers ILEY TERMS Management Planning Organizing Staffing Directing LEARNING OBJECTIVES Once you have completed this lesson, you should be able to 1.1.1 Define the functions of managers. 1.1.2 Differentiate the work of the different levels of management. Contrailing Manager Supervisor Top Manager Middle Manager REALITY CHECK Do I Want to Be a Manager? All has worked for a Web technology company for five years since graduating with a degree in computer network systems. He enjoys his work as a network specialist, a position he has held for more than two years. He has progressed rapidly from his first job as net- working assistant to his current position All is facing an important career decision whether to apply for the supervisor's position. The opportunity to roove into a manage- ment position is exciting. The job would provide a higher salary and an improved status. At the same time, it seems to All that supervi- sors are constantly dealing with employee complaints or with the concerns of their own bosses All really enjoys his current work in network systems, but he knows that he will do less of that work as a supervisor. He likes working with and helping to train new employees, and he's not sure if he wants to do technical computer work for the rest of his career Ali's biggest concern is that he doesn't know much about the supervisor's job The company does not provide any specific training for prospective supervisors, and Ali's only preparation was a management course he completed while attending college What's Your Reaction? How would you help Ali make a decision about applying for the position? التعليم 16 Chapter 1 Managers and Managing

وارد الصليم LO 1.1.1 Moving into Management "I'm in charge. I make the decisions. No one can tell me what to do." Doesn't that sound great? In a simplistic way, these words describe what many people believe is the role of a manager. Yet there is another way to view management. "I'm responsible for the results of my team. When problems occur, I have to find a way to fix them. If things go wrong, I am responsible. Success or failure ultimately depends on achieving results from my team" While managers have control, they must also take responsibility for achieving results. Many employees believe they would like to be managers. However, when presented with the decision of whether to move into manage- ment, they may find the decision difficult to make. If they like the work they are currently doing, they must understand that moving into man- agement will mean they can no longer spend much time doing that work. Will they enjoy management activities as much? Just because they have been successful in their current job does not mean they will be successful in management. What if they do not succeed in their new role as a manager? It is unlikely their company will allow them to return to their previous job, and indeed, they may even lose their management position. The Changing Nature of Management Managers are responsible for making things happen in business. They make decisions that determine what a company will do and how well it will perform. They choose the people and other resources needed to operate a business. Managers must ensure that ideas are turned into products and services. Lesson 1.1 The Role and Work of Managers 17

الصليم Managers make up only a small percentage of all employees in a company. Managers typically work with the larger number of employ- ees to plan how to perform the work. There are often several levels of managers in an organization. Some managers are directly responsible for the day-to-day operations of a part of the business and the work of employees who perform those operations. Higher-level managers are not directly involved in day-to-day oper- ations. Instead, they spend their time planning, problem solving, and making decisions about how to make the business more successful. Non-management employees often do not recognize the contributions that managers make to the business. In addition, these workers may not understand the challenges of being a manager. The daily work of managers is quite different from the work of employees. Yet both types of work are necessary for a business to succeed. Mutual understanding and respect are important. Managers must understand and appreciate the work of employees. Employees who recognize what managers do and why management is important to business success tend to be motivated and cooperative. The nature of management and the way managers interact with employees has changed in recent years. In the past, many managers exerted a great deal of authority and control, expected employees to follow orders without question, and provided little information about the company to workers. Employees and managers did not always share the same views and attitudes about the company and the work that needed to be done. Today's managers work more closely with employees. They keep employees informed about company performance and upcoming changes. They also involve employees in important decisions. Employees have greater responsibilities in many companies, and employee teams now carry out some work previously done by managers. Businesses in which managers and employees respect each other, communicate effectively, and cooperate are usually more successful than businesses that use traditional management techniques. 18 Chapter 1 Managers and Managing

دارة التعليم Management Functions There are many different kinds of managers. The president of an inter- national corporation with facilities around the world and thousands of employees is a manager. The owner of a small service business with one location and only a few employees is also a manager. Managers are in charge of many different aspects of business, including purchasing, sales, communication, and technology. People who supervise workers on an assembly line, in a warehouse, or in a customer service center are all managers. Because there are so many types of managers, it is difficult to identify exactly what managers do. However, there are a number of activities that all managers must perform. The type of business, size of company, or department within the organization do not matter-all managers perform some of the same activities. Employees may nut lie aware of the contribution managers milke Name some responsibilities of Inwilgers Lesson 11 The Role and Work of Managers 19

ارت التعليم 4 Management is the process of accomplishing the goals of an organization through the effective use of people and other resources. Those resources include money, facilities, equipment, and materials. The primary work of all managers falls within five functions: planning, organizing, staffing, directing, and controlling. ■ Planning involves analyzing information and making decisions about what needs to be done. Organizing is concerned with determining how plans can be accomplished most effectively and arranging resources to perform the work. Staffing focuses on finding individuals with the right skills to do the work. ■ Directing requires working with employees to ensure they are motivated and have the resources needed to help carry out plans and get the work done. ■ Controlling involves evaluating results to determine if the company's objectives have been accomplished as planned. ? CHECKPOINT What are the five management functions that all managers perform? 20 Chapter ↑ Managers and Managing

عبارت التعليم " LO 1.1.2 The Work of Managers Operating any business is a complex process. Regardless of the size of the business, all managers make decisions about operations, marketing, personnel, and finances every day. If managers are not well prepared to operate the business, problems soon develop. The manager who knows how to plan, organize, staff, direct, and control is ready to make decisions that help ensure the business operates successfully. All managers perform the same five broad functions as a part of their jobs, but the specific activities they perform and the amount of time they spend on each function varies. The functions of management may even seem to describe the work of some employees who are not classified as managers. Managers and Employees Many employees of a business perform tasks that could be considered management activities. They might develop plans to accomplish the work assigned to them. They may organize their workspace and the materials they use to perform their work efficiently. An experienced employee may direct a group project, and the group members may help evaluate the completed project. The increasing use of teams in organizations provides opportunities for employees to participate in activities that previously would have been done by managers. In each of these examples, the employee gains valuable experience. New knowledge and skills help employees understand the work of managers and prepare them for possible promotion to a management position. Even though employees perform some work that is similar to the work performed by managers, the employees are not managers. There are important differences in the nature of managers' work and that of nonmanagerial employees. A manager performs all five man- agement functions on a regular basis and has authority over other jobs and people. In each of the situations above, where employees were completing what seemed to be management functions, they were doing those tasks infrequently, were not completing all of the manage- ment functions, or were completing them for their job only. Seldom do Lesson 1.1 The Role and Work of Managers 21

employees have authority over other employees for more than a short period. Final authority and responsibility remains with the manager. Levels of Management Most companies have more than one level of management. Small companies may have two or three levels. Large companies may have five or six management dassifications. The levels of management in an organization can be described as a management pyramid. There are more managers at the lower levels and fewer at higher levels. The chief executive or owner who heads the business is at the top of the pyramid. Figure 1-1 illustrates the management pyramid. This has been introduced previously in the Business Decision Making class. A supervisor is a manager whose main job is to direct the work of employees. Supervisors are the first, or beginning, level of management in a company. They often perform nonmanagerial activities in addition to overseeing the work of others. Supervisors are at the bottom of the manage- ment pyramid. Top Managers Mirielle Managers Supervisors Figure 1-1 Management Pyramid A top manager is a high-level manager who spends almost all of his or her time on man- agement functions and decisions that affect the entire company. Top managers have other man- agers reporting to them. Top managers are at the highest level of the management pyramid. Between top managers and supervisors in larger organizations, there will be one or more levels of middle managers. A middle manager performs all of the management functions, but spends most of the time completing special- The management pyramid illustrates the levels of ized work in one management function or is management within an organization. responsible for a specific part of the company's operations. A middle manager may carry out detailed planning activities, may manage a specific product line, or be responsible for a specialized division such as information security. التعليم 22 Chapter 1 Managers and Managing

وزارة التعليم The amount of time devoted to each function of management dif- fers depending on the level of management. Supervisors work most directly with employees and are involved primarily in ensuring that the day-to-day work of the business is carried out. Therefore, they devote most of their management time to directing and monitoring results of their work team. Top management work with other managers and are responsible for the long-term direction and overall success of the business. They spend most of their time on planning and organizing. Figure 1-2 shows how the time spent on management functions changes for different levels of managers in a business. You can see from the figure that as a manager moves up in the organization, their responsibilities change. These differences can be illustrated by imag ining a company that manufactures electronic household products. Managers at the top level will devote more time to the overall strategy of the company. This will include planning which new product ranges to develop in line with the company's objectives, and organizing the processes to carry out this strategy. While middle managers will also have some planning, they will have a greater focus on the directing, that is, putting those plans into action. Supervisors, such as those who immediately oversee the manufacturing process of the electronic devic- es, will be mostly concerned with controlling and directing production. They will probably also spend more time ensuring that the necessary staff are employed and sufficiently trained to carry out the work to meet the strategic targets set by higher management. Top Managers Middle Managers Supervisors 0% 20% 40% 60% 80% 100% Planning Organizing Staffing Directing Controlling Figure 1-2 How Managers Spend Their Time The amount of time spent on each management function depends on the level of management. Lesson 11 The Role and Work of Managers 23

ات التعليم ? CHECKPOINT How is the work of supervisors different from the work of middle managers and top managers? 11 Assessment UNDERSTAND MANAGEMENT CONCEPTS Determine the best answer for each of the following questions. 1. Which of the following is not one of the five functions of management? 2. a. planning b. burgering ċ staffing d. controlling The level of management that devotes the greatest amount of time to planning is 8. SUDECK b mild roya ċ top managers d. Alevels penil anual amount of lime on planning THINK CRITICALLY Answer the following questions as completely as possible 3. What can employees do both on and off the job to prepare to be effective managers? 4. Why do you think that some businesses are reducing the number of management levels? 24 Chapter Managers and Managing