Introduction to Management : Introduction to Management To allow time for all to log-in, we will begin the session a 5 minutes after the hour.
No to limited audio until then. Please be sure that the sound on your computer is turned up.
Introduction to Management : Introduction to Management Edward Cleary
www.clearyonline.com
Edward@Clearyonline.com
About your instructor : (C) Edward Cleary - 2009 3 About your instructor Over 13 years working various Human Resource Management roles in companies ranging in size from small non-profit organizations to Fortune 100 companies
Education includes a B.S. in Management of Human Resources and a M.S. in Adult Education
Slide 4 : Chat text appears here List of participants Whiteboard tools Video from Ed’s cam Text Type your Chat comments here
Session Recording : (C) Edward Cleary - 2009 5 Session Recording These sessions are recorded.
If you need to leave early or cannot make a live session, recordings are available for your view, on-demand.
Chat conversation is included in the recording.
Please respond using the CHAT function: : (C) Edward Cleary - 2009 6 Please respond using the CHAT function: When you use the chat function, your login name appears. Please tell us where are you joining us from (what town/city) and the current time there?
What we will cover : (C) Edward Cleary - 2009 7 What we will cover Session One
Understanding The Role of Manager
Session Two & Three
Common Challenges
Tips and Techniques
Session Four
Developing Management Skills
Tonight : (C) Edward Cleary - 2009 8 Tonight Perspectives on Management
Leadership v. Management
Functions of Management
Managers Job Description
Legal Aspects of Management
Management : (C) Edward Cleary - 2009 9 Management As defined by the American Heritage Dictionary:
The act, manner, or practice of managing, supervising, or controlling
The work of management : (C) Edward Cleary - 2009 10 The work of management Peter Drucker (1902 – 2005) is widely considered the father of “modern management”.
Let’s look at a few quotes from his lectures and writings to get an understanding of what management is.
Great Quotes from Peter Drucker : (C) Edward Cleary - 2009 11 Great Quotes from Peter Drucker "So much of what we call management consists of making it difficult for people to work."
Great Quotes from Peter Drucker : (C) Edward Cleary - 2009 12 Great Quotes from Peter Drucker "The productivity of work is not the responsibility of the worker but of the manager."
Great Quotes from Peter Drucker : (C) Edward Cleary - 2009 13 Great Quotes from Peter Drucker “Rank does not confer privilege or give power. It imposes responsibility.”
Being a Manager : (C) Edward Cleary - 2009 14 Being a Manager Requires one to apply TECHNICAL EXPERTISE in order to to focus others to complete work.
For people new to management, it is often difficult to understand how to balance the focus on personal tasks while driving process and results (shifting between delivering work and directing work).
Being a Manager : (C) Edward Cleary - 2009 15 Being a Manager When you start your job in management, you will be challenged to work in a new way.
This will require you to briefly slow down to assess the work you are now responsible and begin to develop new behaviors and approaches.
It can’t be done on autopilot.
Responsibility of Management : (C) Edward Cleary - 2009 16 Responsibility of Management Align individual task and objectives with overall company objectives (delegate)
Make decisions
Solve problems
Judge performance and apply consequence
DELIVER RESULTS
Leadership v. Management : (C) Edward Cleary - 2009 17 Leadership v. Management Brainstorming activity:
Using chat function, list the things that come to your mind about good leadership.
Leadership v. Management : (C) Edward Cleary - 2009 18 Leadership v. Management Brainstorming activity:
Using chat function, list the things that come to your mind about good management.
Leadership v. Management : (C) Edward Cleary - 2009 19 Leadership v. Management Management
Leadership v. Management : (C) Edward Cleary - 2009 20 Leadership v. Management There are leadership skills associated with good management.
Learn the art of management then add the elements of leadership that add to your success.
Management Functions : (C) Edward Cleary - 2009 21 Management Functions
Plan : (C) Edward Cleary - 2009 22 Plan The place to start.
Evaluate current positions/situation to set appropriate direction
On-going process
Organize : (C) Edward Cleary - 2009 23 Organize Identify and gather the resources needed to take action on plan.
May include identifying people and materials needed to be successful
Divide the work to most effectively and efficiently execute the plan
Directing : (C) Edward Cleary - 2009 24 Directing Provide direction to focus execution of plan.
Focus effort and behavior to achieve the organizational goals.
Communicate, communicate, communicate.
Motivate employees to go beyond expectations
Controlling : (C) Edward Cleary - 2009 25 Controlling Monitor progress against plan
Communicate progress to stakeholders (employees, managers, customers, etc)
Resolve problems and issues
Document for future use in planning
Manager Job Description : (C) Edward Cleary - 2009 26 Manager Job Description SUMMARY OF DUTIES
Manage the operational and fiscal activities of the department.
Plan and develop systems and procedures to improve the operating quality and efficiency of the department.
Supervise staff in accordance with company policies and procedures.
Responsible for hiring, training, and coaching employees.
Manager Job Description : (C) Edward Cleary - 2009 27 Manager Job Description PRIMARY RESPONSIBILITIES
Manage the operational and fiscal activities of the department to include: staffing levels, budgets, and financial goals.
Plan and develop systems and procedures to improve the operating quality and efficiency of the department.
Analyze and document business processes and problems. Develop solutions to enhance efficiencies.
Coordinate and implement solutions from process analysis and general department projects.
Supervise staff in accordance with company policies and procedures.
Conduct interviews, hire new staff, and provide employee orientation.
Coach and provide career development advice to staff.
Manager Job Description : (C) Edward Cleary - 2009 28 Manager Job Description PRIMARY RESPONSIBILITIES (cont’d)
Establish employee goals and conduct employee performance reviews.
Responsible for staff scheduling to include: work assignments/rotations, employee training, employee vacations, employee breaks, overtime assignment, back-up for absent employees, and shift rotations.
Coordinate with Human Resources for appropriate staffing levels.
Schedule and conduct department meetings.
Responsible to meet department productivity and quality goals.
Communicate with Supervisors, Managers, and Vice Presidents on Department operations.
Other duties as assigned.
Manager Job Description : (C) Edward Cleary - 2009 29 Manager Job Description KNOWLEDGE AND SKILL REQUIREMENTS
Basic reading, writing, and arithmetic skills required. This is normally acquired through a high school diploma or equivalent.
Knowledge of office processes, procedures, and technology. Experience in supervising project and team activities. Ability to read and interpret accounting and financial reports. This is normally acquired through a combination of the completion of a Bachelor's Degree in Business Administration and three to five years of office experience which includes supervisory responsibility.
Work requires willingness to work a flexible schedule.
Legal Aspect of Management : (C) Edward Cleary - 2009 30 Legal Aspect of Management In the United States, managers are considered ‘principles’ in the organization. This means they are considered as the organization.
This means your decisions, actions and reactions are considered the decisions, actions and reactions of the company.
Legal Aspect of Management : (C) Edward Cleary - 2009 31 Legal Aspect of Management The people who receive direction from and are subject to supervision from managers are ‘agents’. This means they have been hired by the company to execute on objectives.
The difference in responsibility and expectations are significant.
Legal Aspect of Management : (C) Edward Cleary - 2009 32 Legal Aspect of Management In the U.S. this means managers have significant responsibility to monitor and comply with a variety of employment laws including, but not limited to:
Prevention Sexual Harassment
Preventing Hostile Work Environment
Avoidance of Discrimination
Legal Aspect of Management : (C) Edward Cleary - 2009 33 Legal Aspect of Management Most organizations have clearly defined policies and procedures that were drafted with keeping the company in compliance with these laws.
It is important that managers know and understand the company policies and procedures and how to enforce them fairly.
For our next class… : (C) Edward Cleary - 2009 34 For our next class… Think about your best boss.
What were/are some of the qualities that set that manager apart from others?
Next Class : (C) Edward Cleary - 2009 35 Next Class Begin to review challenges and explore tips and techniques for minimizing the challenges.
“See” you next Thursday @ 7:00 p.m. EST.