The Managerial Role

(የስራ አመራር ተግባር)

መጋቢት 2011 ዓ.ም

አዲስ አበባ
 አጠቃላይ የስልጠናው ይዘት
Training Overview
 Leadership Vs Management
 Leader Vs Manager
 Interpersonal skill and Effective
Communication
 Conflict Management
 Motivation Team
 Decision Making
 Team Leader Responsibility
 Objectives
 Examine leadership with managerial
function
– Planning, organizing, leading, & controlling
Levels of Management
 Levels of Management
• First line managers - Responsible for daily
supervision of the non-managerial employees who
perform many of the specific activities necessary to
produce goods and services

• Middle managers - Supervise first-line managers.

Responsible for finding the best way to organize
human and other resources to achieve
organizational goals
 Levels of Management
• Top managers –
 Responsible for the performance of all departments
and have cross-departmental responsibility.
 Establish organizational goals and monitor middle
managers
 Decide how different departments should interact
 Ultimately responsible for the success or failure of
an organization
 Chief executive officer (CEO) is company’s most
senior and important manager
 Central concern is creation of a smoothly functioning
top-management team
– CEO, COO, Department heads
 What is Management?
 The planning, organizing, leading, and
controlling of human and other resources to
achieve organizational goals effectively and
efficiently
 All managers work in organizations
 Organizations – collections of people who
work together and coordinate their actions
to achieve a wide variety of goals
 Management
 Getting things done with and through
people
 Goal attainment, organizing, and
monitoring performance

 Management versus Leadership

 Are managers leaders?

– Leaders manage
– Managers lead
*Yet not synonymous
Four Functions of Management
 Planning
 Process of identifying and selecting
appropriate organizational goals and
courses of action
 Complex, difficult activity
 Strategy to adopt is not always immediately
clear
 Done under uncertainty
Steps in the Planning Process
 Deciding which goals the organization
will pursue
 Deciding what courses of action to adopt
to attain those goals
 Deciding how to allocate organizational
resources
 2. Organizing
 Task managers perform to create a structure
of working relationships that allow
organizational members to interact and
cooperate to achieve organizational goals
 Involves grouping people into departments
according to the kinds of job-specific tasks
they perform
 Managers lay out lines of authority and
responsibility
 Decide how to coordinate organizational
resources
 Organizational Structure
 A formal system of task and reporting
relationships that coordinates and motivates
members so that they work together to
achieve organizational goals
 3. Leading
 Articulating a clear organizational vision
for its members to accomplish, and energize
and enable employees so that everyone
understands the part they play in achieving
organizational goals
 Leadership involves using power,
personality, and influence, persuasion, and
communication skills
 Outcome of leadership is highly motivated
and committed workforce
 4. Controlling
 Task of managers is to evaluate how well
an organization has achieved its goals and
to take any corrective actions needed to
maintain or improve performance
– The outcome of the control process is the ability to
measure performance accurately and regulate
organizational efficiency and effectiveness
 Challenges for Management in
a Global Environment
 Rise of Global Organizations.
 Building a Competitive Advantage
 Maintaining Ethical Standards
 Managing a Diverse Workforce
 Utilizing Information Technology and
Technologies
 Global Crisis Management
 What is "Leadership?"
 The word "leadership" can bring to mind a
variety of images. For example:
 A political leader, pursuing a passionate,
personal cause.
 An explorer, cutting a path through the
jungle for the rest of his group to follow.
 An executive, developing her company's
strategy to beat the competition.
 Leadership Styles
 Directive - includes scheduling work, maintaining
performance standards, and letting subordinates
know what is expected from them
 Supportive - friendly, approachable, and
concerned with pleasant interpersonal
relationships.
 Participative – leaders will consult with their
subordinates, and consider their opinions.
 Achievement-oriented - encourages subordinates
to exert higher efforts and strive for a higher level
of goal accomplishment.
Leadership Matters, Character Matters
Influence others toward goal and
achievement of those goals

Process where an individual influences

others to do what s/he wants them to

“A leader is a person who has the ability

to get other people to do what they
don’t want to do and like it” - Harry Truman
 Leadership Theories
 Leadership – behavioral process of directing and
influencing someone toward a set of goals
 Power – ability to exert influence, that is to
change the attitudes or behavior of individuals or
groups
Nature of Leadership
 A person can be an effective manager, good
planner and a fair, organized administrator, but
lack the motivational skills of a leader.
 Others can be effective manager, skilled at
inspiring enthusiasm and devotion, but lack the
managerial skills to channel the energy they
arouse in others.
 Leadership Theories
 Trait Approach
 Behavioral Approach
– Leadership Functions
– Leadership Styles
 Contingency (Situational) Approaches
– Hersey and Blanchard
– Fiedler Model
– Path-Goal
 Future of Leadership Theory
– Transformational or Charismatic
 Trait Theory
 Tries to identify what qualities a leader
possesses
 Trait – predisposition to act in a certain way
– Over time it is a relatively permanent feature of
behavior, thus behavior is relatively consistent
and predictable
– Underlying assumption – LEADERS ARE BORN
 Two approaches
– Compare traits who emerged as leaders with
those who did not emerge
– Compare traits of effective leaders with
ineffective leaders
 Behavioral Theory
 Trait research was unsuccessful, thus tried to
isolate behavior characteristics of effective leaders
 What effective leaders WERE and what they DID
 Behavior can be learned, thus if supported we
could train people to be leaders and teach
leadership
 Several studies were done to examine leader
behavior and focused on two aspects of
Leadership behavior
– Leadership Functions: task-related activities that must
be performed by leader to perform effectively
– Leadership Styles: various patterns of behavior favored
by leaders during process of directing and influencing
(High) Leadership Styles
- Ohio State

Low Structure High Structure

And And
Consideration

High Consideration High Consideration

Democratic

Low Structure High Structure

And And
Low Consideration Low Consideration
(Low)

Laissez-Faire Authoritarian
(Low) Initiating Structure (High)
Situational Leadership Theory
 Basically can’t change our style, thus better
to match leader and situation
– Leader-member relations (good-poor)
 Degree of confidence, respect, trust workers
have for leader
– Task structure (structured-unstructured)
 Degree to which jobs are procedurized

– Position-power (strong-weak)
 Degree of influence a leader has over

promoting, hiring, and disciplinary

 Situational Leadership Theory
 Hersey & Blanchard (1980s)
– Move through Four Phases, correlated to life cycle
– Varies depending on “maturity” of followers
 Desire for achievement (capacity of setting high,

attainable goals)
 Willingness to accept responsibility

 Task-related ability and experience

– As maturity levels increase, leader lessens task,

increases relationship
– Then as maturity proceeds, decrease task and
relationship behavior
 Future of Leadership Theory
 Transformational or Charismatic Leadership
– Leaders who, through their personal vision and
energy, inspire followers and have a major impact
on their organizations
 Seeks change, proactive
 Innovative, creative
– Leaders who determine what followers need to do
to achieve objectives, classify those requirements,
and help followers become confident they can
reach their objectives
 Inspire others to do more than expected
 Raise level to self-actualization
 Empower others
 Management and Leadership
 Two distinctive and complementary
systems
 Ideal world, they’re balanced,
integrated
– One person is both

*A good leader needs to manage, but not

always the case, sometimes more
necessary than others
 Q&A
 Write in your notes 5 attributes of a good
leader.
– We’ll compare to later answers
Leader Vs Manager
 1. Leaders
 Two main types of leaders:
 Emergent
 Assigned
 Qualities of Successful
Leaders
 Intellectual Stimulation
 Energy
 Self-confidence
 Assertiveness
 Dominance
 Motivation
 Honesty and Integrity
 Charisma
A leader is best
when people barely know he exists
Not so good
when people obey and acclaim him
Worse when they despise him
But of a good leader
who talks little
when this work is done
his aim fulfilled
they will say:
“WE DID IT OURSELVES”
- Lao-tse (c. 565 B.C.)
 Why do people follow?
 Why do people lead?
 Why are some people successful and
why are some unsuccessful?

– Psychological contract (Schein, 1970) and

have expectations of things in return
– Influenced by how view authority and past
experiences
 What does it take to be a leader?
 Trust your subordinates – you can’t expect them to go all out for
you if they think you don’t believe in them
 Develop a vision – people want to follow someone who knows
where he or she is going
 Keep your cool – the best leaders show their mettle under fire
 Encourage risk – nothing demoralizes the troops like knowing the
slightest failure could jeopardize their entire career
 Be an expert – from boardroom to mailroom, everyone had better
understand that you know what you’re talking about
 Invite dissent – your people aren’t giving you their best … if they
are afraid to speak up
 Simplify – you need to see the big picture in order to set a course,
communicate it, and maintain it

Kenneth Labich – article in Fortune

What does it take to be a leader?
 Learn from others
 Expertise
 Create trust
 Patience, Persistence, Focus, and
Passion
 Communication
 Compassion and respect
10 Commandments of Leadership
1. Treat everyone with respect and dignity
2. Set the example for others to follow
3. Be active
4. Maintain the highest standards of honesty
and dignity
5. Insist on excellence and hold your people
accountable
6. Build group cohesiveness and pride
7. Show confidence in your people
8. Maintain a strong sense of urgency
9. Be available and visible to your staff
10. Develop yourself to your highest potential
 2. Manager
 A manager achieves objectives through
efficient and effective use of resources.
 Efficient-doing things right
 Effective-doing the right thing

Managers :–
– The people responsible for supervising the use
of an organization’s resources to meet its goals
Differences Among Managers
 The Three Levels of Management
– Top managers
 CEO, president, or vice president
– Middle managers
 Sales manager, branch manager, or department head
– First-line managers
 Crew leader, supervisor, head nurse, or office
manager
– Nonmanagement operative employees
 Workers in the organization who are supervised by
first-line managers
 Managerial Tasks
 Managers at all levels in all organizations
perform each of the four essential
managerial tasks of planning, organizing,
leading, and controlling
Management Skills and
Functions
Relative Amount of Time That Managers Spend
on the Four Managerial Functions
 Managerial Skills
 Conceptual skills
– The ability to analyze and diagnose a situation and
distinguish between cause and effect.
 Human skills
– The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
 Technical skills
– Job-specific skills required to perform a particular type
of work or occupation at a high level
Skill Types Needed
 Leadership is broader than
managerial functions
 Managing and leading
 Manager and leader
 Management and leadership
 MANAGERS LEADERS
 Plan, coordinate Facilitate interpersonal
interaction
 Evaluate and supervise
Charisma
 Negotiate, budget Innovate, inspire
 Reality check, sets time Vision, communicate it
limits, copes with Ability to change things, set
complexity direction, look at larger
picture, align people, look at
 Bring order and competition and do better
consistency and different, willing to listen
and learn, sensitive to
concerns
 Planning complement to Gains trust, empowers,
direction enable others to reach
potential
 MANAGERS
LEADERS
Administers
 Innovates
Is a copy
 Is an original
Maintains
 Develops
Accepts reality
 Investigates it
Focuses on system &
structure
 Focuses on people
Relies on control
 Inspires trust
Has short-range view
 Has a long-range plan
Asks how and when
 Asks what and why
Has eye on bottom
 Has eye on horizon
Imitates
 Originates
Accepts status quo
 Challenges it
Does things right
 Does the right thing