MANAGERIAL ROLES AND SKILLLS - serves as a useful guide

MANAGER
- Responsible for planning and directing the PLANNING AT VARIOUS MANAGEMENT LEVEL
work
- Monitoring the performances and taking TOP MANAGEMENT LEVEL
corrective actions  Strategic planning
- CEO
HOW ONE MAY BECOME A SUCCESSFUL - President
MANAGER - Vice President
- General Managers
Kreitner indicates at least three general pre conditions - Division Heads
for achieving lasting success as a manager.
ABILITY- the capacity to achieve objective effectively MIDDLE MANAGEMENT LEVEL
and efficiently  Intermediate planning
MOTIVATION TO MANAGE-many people desire to - Functional Managers
work and finish their given tasks, but not many are - Product Line Managers
motivated to manage other people - Department Heads
OPPORTUNITY-successful managers become possible
only if those having the ability and motivation are given LOWER MANAGEMENT LEVEL
the opportunity to manage  Operational planning
- Unit Managers
TYPES OF MANAGERS; - First Line Supervisors
1. FIRST-LINE MANAGERS
2. MIDDLE MANAGER THE PLANNING PROCESS
3. TOP MANAGERS 1. Setting goals
2. Developing tactics or strategies
MANAGERIAL CONCERNS; 3. Determining resources needed
 EFFICIENCY-getting the most output for the 4. Setting standards
least input
TYPES OF PLANS;
 EFFECTIVENESS-attaining organizational MARKETING PLAN
goals The written document or blueprint for
implementing and controlling an organization’s
ROLES OFA MANAGER; marketing activities
PRODUCTION PLAN
 INTERPERSONAL ROLES (Figurehead, A written document that states the quantity of
Leader, Liaison ) out a company must produce in broad terms and
 INFORMATIONAL ROLES (Monitor, by product family.
Disseminator, Spokesperson) FINANCIAL PLAN
 DECISIONAL ROLES (Entrepreneur , Document that summarizes the current financial
Disturbance handler, Resource allocator, situation, analyzes financial needs, and
Negotiator) recommends a direction for financial activities.
HR MANAGEMENT PLAN
SKILLS APPROACH; A document that indicates the human resource
needs of a company detailed in terms of quantity
 TECHNICAL SKILLS-The ability to apply and quality.
specialized knowledge or expertise.
 HUMAN SKILLS-The ability to work with, PLANS WITH HORIZON;
understand, and motivate other people. 1. SHORT-RANGE PLAN - less than one year
 CONCEPTUAL SKILLS-The mental ability to 2. LONG RANGE PLAN - more than one year
analyze and diagnose complex situations.

CHALLENGES FOR MANAGERS; PLANS ACCORDING TO FREQUENCY OF USE;

 CULTURAL DIVERSTY 1. STANDING PLAN – Policies, Procedures,

Rules
 SOCIAL RESPONSIVENESS
2. SINGLE-USE PLAN – Budgets, Projects,
 ETHICAL AND MORAL OBLIGATIONS
Programs
PLAN
- provides methodical way of achieving desired
results
  Publicity
MANAGING & MARKETING  Personal Selling
 Sales Promotion
FUNCTION
ADVERTISING
WHAT IS THE MARKETING CONCEPT?  It defines advertising as “a paid message that
 Marketing is a group of activities designed to appears in the mass media for the purpose of
facilitate and expedite the selling of goods and informing or persuading people about particular
services. products, services, beliefs, or action.

THE ENGINEER AND THE FOUR P’S OF PUBLICITY

MARKETING  The promotional tool that publishes news or
 The engineering organization will be able to information about a product, service or idea on
meet the requirements of its clients(or behalf of a sponsor but is not paid for by the
customers) depending on how it uses four P’s of sponsor is so called publicity.
marketing which are follows;
1. the product (or service) PERSONAL SELLING
2. the price  A more aggressive means of promoting the
3. the place, and sales of a product or service is called personal
4. the promotion selling.

THE PRODUCT SALES PROMOTION

 In the marketing sense, the term “product”  Any paid attempt to communicate with the
includes the tangible or intangible item and its costumers other than advertising, publicity, and
capacity to satisfy its specific need. personal selling, may be considered as
promotion.
THE PRICE
 Price refers to the “the money or other STRATEGIC MARKETING FOR ENGINEERS
considerations exchanged for the purchase or Companies, including those managed by engineer
use of the product, idea, or service”. managers, must serve markets that are best fitted to
their capabilities. To achieve this end, a very
THE PLACE important activity called strategic marketing is
 If every factor is equal, costumers would prefer undertaken.
to buy from firms easily accessible to them. If Under thus set-up, the following steps are made:
time is of the essence, the nearest firm will be  Selecting a target market
patronized.  Developing a marketing mix

Some of these problems are: SELECTING A TARGET MARKET

1. hiring sales agent to cover specific areas;  A market consists of individuals or
2. selling to dealers in particular areas; organizations, or both, with the desire and ability
3. establishing branches where costumers are to buy a specific product or service.
located;
4. establishing franchises in selected areas FUNCTIONS OF MANAGEMENT:

 Manufacturing companies can choose or adapt COMMUNICATION

all of the above-mentioned options. Communication is when information is passed from
 Service companies like construction firms adapt a sender to a recipient using a medium. There are
the modified versions. different media that can be used:
 An example is the engineer manager of a  Visual communication (using body
construction firm who gives commissions to language or gestures)
whoever could negotiate a construction contract  Communicating with sounds (like human
for the firm. language, but may also be the barking
of a dog)
THE PROMOTION  Communication using touch
 When engineer managers have products or  Using smell
services to sell, they will have to convince  Using writing
buyers to buy from them.
 There are promotional tools available and the
engineer manager must be familiar with them if What is the significance of COMMUNICATION?
he wants to use them effectively. These tools  Organizations are totally reliant on
are as follows: communication, which is defined as the
 Advertising exchange of ideas, messages, or information by
 speech, signals, or writing. Without 1. Wages and salaries
communication, organizations would not 2. Rent
function. If communication is diminished or 3. Taxes
hampered, the entire organization suffers. When 4. Power and light
communication is thorough, accurate, and 5. Marketing expenses like those for advertising,
timely, the organization tends to be vibrant and entertainment, travel expenses, telephone and
effective. telegraph, stationery, and printing, postage, etc.
6. Administrative expenses like those for auditing,
Communication is a linking process of management. legal, services, etc.

 Communication is the way managers conduct FINANCE THE FIRMS CREDIT SERVICES
the managerial functions of planning, organizing,
staffing, directing, and controlling.  It is often times unavoidable for firms to extend
Communication is the heart of all organizations credit to customers. If the engineering firm
manufactures products, sales terms vary from
Communication is the primary means by which cash to 90 day credit extension to customer.
people obtain and exchange information. Construction firms will have to finance the
construction of government projects that will be
 Decisions are often dependent upon the quality paid many months later.
and quantity of the information received. If the
information on which a decision is based is poor FINANCING THE PURCHASE OF INVENTORY
or incomplete, the decision will often be
incorrect.  The maintenance of adequate of inventory is
crucial to many firms. Raw materials, supplies,
The most time‐consuming activity a manager and parts are needed to be kept in storage so
engages in is communication. they will be available when needed. Many cannot
cope with delays in the availability of the required
 Managers spend between 70 to 90 percent of materials inputs in the production process, so
their time communicating with employees and these must be kept ready whenever required.
other internal and external customers.
FINANCING THE PURCHASE OF MAJOR ASSET

Information and Communication represent power in  Companies at times need to purchase major
Organizations. assets. When top management decides on
expansion there will be a need to make
 An employee cannot do anything constructive in investments in capital assets like land, plant and
a work unit unless he or she knows what is to be equipment.
done, when the task is to be accomplished, and
who else is involved. The staff members who SOURCES OF FUNDS
have this information become centers of power. 1. Cash sales
2. Collection of accounts receivables
3. Loans and credits
4. Sale of assets
5. Ownership contribution
MANAGING THE FINANCE 6. Advances from customers
FUNCTION
SHORT TERM SOURCES OF FUNDS
 The finance function is an important management Short-term sources of funds are those with
responsibility that deals with procurement and repayment schedules of less than one year.
administration of funds with the view of achieving ADVANTAGES OF SHORT-TERM CREDITS
the objective of business. If the engineer 1. They are easier to obtain
manager is running the firm as a whole, he must 2. Short-financing is often less costly
be concerned with the determination of the 3. Short-term financing offers flexibility to the
amount of funds required, when they are needed, borrower
how to procure them, and how effectively and DISADVANTAGES OF SHORT-TERM CREDITS
efficiently use them. 1. Short-term credits mature more frequently
2. Short-term debts may, at times, be more costly
FINANCING DAILY OPERATIONS than long term debts.
The day-to-day operations of the engineering SUPPLIES OF SHORT TERM FUNDS
firm will require funds to take care of expenses 1. Trade creditors
as they come. Money must be made available 2. Commercial banks
for the payment of the following. 3. Commercial paper houses
 4. Finance companies • Specialized equipment is used.
5. Factors and
6. Insurance companies BATCH/CONTINOUS FLOW HYBRID
• Combination of batch and the continuous flow.
LONG TERM SOURCES OF FUNDS • Uses two layouts, for batch and for continuous flow.
1. Long-term debts
2. Common stocks and CONTINOUS FLOW
3. Retained earnings There is economy of scale in production, resulting to low
per unit cost of production.
THE BEST SOURCE OF FINANCING • The process is clear and very rigid.
1. Flexibility • Specialized equipment are used.
2. Risk
3. Income STAFFING
4. Control
5. Timing  Defined as the management function that
6. Other factors like collateral values, flotation determines human resources needs, recruits,
costs, speed and exposure. selects, trains, and develops human resources for
jobs created by the organization.
TYPES OF RISK
1. Pure risk- Is one which ‘’there is only a chance Staffing procedure
of loss.’’ 1. Human resource planning
2. Speculative risk- Is one in which there is a 2. Recruitment
chance of either loss or gain. 3. Selection
4. Induction and orientation
5. Training and development
METHODS OF DEALING WITH RISKS 6. Performance appraisal
1. The risk maybe avoided 7. Employment decisions(rewards, transfers,
2. The risk maybe retained promotion and demotion)
3. The hazard maybe reduced 8. separations
4. The losses maybe reduced
5. The risk may be shifted Human resource planning activities
1. Forecasting – an assessment of future human
resource needs in relation to the current
MANAGING PRODUCTIONS AND capabilities of the organization
2. Programming – translating forecasted human
SERVICE OPERATION resource needs to personnel objectives and
goals.
WHAT OPERATION IS? 3. Evaluation and control – monitoring human
resource action plans and evaluating their
 Any process that accepts inputs and uses success.
resources to change those inputs in a useful
ways Recruitment
• Refers to attracting qualified persons to apply for
WHAT OPERATION MANAGEMENT IS? vacant positions in the company so that those who are
best suited to serve the company may be selected.
 “the process of planning, organizing, and • Source of Applicants
controlling operations to reach objectives – Organization’s current employees
efficiently and effectively” – Aldag and Sterns – Newspaper advertizing
– Schools
JOB SHOP – Referral from employees
• Production is based on sales orders for a variety of – Recruitment firms
small lots. – Competitors
• May produce a lot consisting of 20 to 200 or more
similar parts Selection
• Refers to the act of choosing from those that are
BATCH FLOW available the individuals most likely to succeed on the
There is flexibility to produce either low or high volumes. job.
• Not all procedures performed on all products. • The purpose of selection is to evaluate each candidate
and to pick the most suited for the position available.
WORKER-PACED ASSEMBLY LINE
The products manufactured are mostly standardized. Ways of determining the qualifications of a job
• There is a clear process pattern. candidate
 • Apprenticeship program – a combination of on the-
• Application blanks – provides information about a job training and experiences with classroom instruction
person’s characteristics such as age, marital status, in particular subjects are provided to trainees.
address, educational background, experience, and • Special courses – provide more emphasis on
special interests. education rather than training.

• References – are those written by previous employers, Training Programs for Managers
co-workers, teachers, club officers, etc. Their statements • Training methods that enhance decision making skills:
may provide some vital information on the character of [Link]-basket – The trainee is provided with set of notes,
the applicant. messages, telephone calls, letters, and reports, all
• Interviews – information gathered by asking series of pertaining to a certain company situation. He is expected
relevant questions to the job candidate. to handle the situation within a given period of 1 to 2
• Testing – this involves an evaluation of the future hours.
behavior or performance of an individual. [Link] games – The trainees are faced with a
simulated situation and are required to make an ongoing
Types of Tests series of decisions about that situation.
 • Psychological tests – is an objective, [Link] studies – Actual situations in organizations are
standard measure of a sample behavior. It is presented and will enable one to examine successful
classified into: and unsuccessful operations.
a.) Aptitude test – used to measure a person’s
capacity or potential ability to learn Training methods that enhance interpersonal
b.) Performance test – used to measure a competence:
person’s current knowledge of a subject
c.) Personality test – used to measure personality • Role playing – the purpose is to improve skills in
traits as dominance, sociability, and conformity. human relations, supervision and leadership. Trainees
d.) Interest test – used to measure person’s are provided with a script or a description of a given
interest in various fields of work. problem and of the key persons they are to play.
 • Physical examination – test given to assess the • Behavior modeling – the trainee is expected to adapt
physical health of an applicant. It is given to the behavior of the model and use it effectively in some
assure that the health of the applicant is instances later on.
adequate to meet the job requirements. • Sensitivity training – awareness and sensitivity to
behavioral patterns of oneself and others are develop.
Induction and Orientation • Transactional analysis – training method intended to
• In induction, new employee is provided with the help individuals not only understand themselves and
necessary information about the company. The company others but also improve their interpersonal
history, its products and services, and the organizational communication skills.
structure are explained to the new employee. His duties
and responsibilities, and benefits are relayed to him. Training methods that enhance job knowledge
Personnel and health forms are filled up, and passes are
issued. • On-the-job experience – provides valuable
• In orientation, the new employee is introduced to the opportunities for the trainee to learn various skills while
immediate working environment and co-workers. actually engaged in the performance of a job.
Location, rules, equipment procedures, training plans • Coaching – this method requires a senior manager to
and performance expectations are discussed. The new assist a lower-level manager by teaching him the
employee also undergoes socialization process by needed skills and generally providing directions, advice,
pairing him with an experienced employee. and helpful criticism.
• Understudy – under this method, a manager works as
Training and development assistant to a higher-level manager and participates in
• Training is necessary if the newly-hired employee is planning and other managerial functions until he is ready
assessed to be lacking the necessary skills required for to assume such position himself. Sometimes, the
the job. assistant is allowed to take over.
• Training refers to the learning that is provided in order
to improve performance on the present job. Training methods that enhance knowledge of the
Training program for non-managers organization
• On-the-job training – the trainee is placed in an • Position rotation – under this method, the manager is
actual work situation under the direction of his immediate given assignments in variety of departments. The
supervisor, who acts as trainer. purpose is to expose him to different functions of the
• Vestibule school – the trainee is placed in a situation organization.
almost exactly the same as the workplace where • Multiple management – junior executives are
machines, materials and time constraints are present. provided with means to prepare them for higher
management positions. They are encouraged to take a
broad business outlook rather than concentrating on • When made voluntary, the organization’s management
their specialized lines of work. must find out the real reason. If the presence of a defect
Performance appraisal in the organization is determined, corrective action is
• Is the measurement of employee performance. necessary.
• Purposes:
[Link] influence in a positive manner employee
performance and development. NETWORK MODELS
[Link] determine merit pay increases
[Link] plan future performance goals FOR DECISION MAKING
[Link] determine training and development needs
[Link] assess the promotional potential of employees
NETWORK MODEL
Ways of appraising performance •These are models where large complex tasks are
1. Rating scale method – each trait or characteristic to broken into smaller segment that can be
be rated is represented by a scale on which the rater managed independently.
indicates the degree to which the individual possesses
the trait or characteristic. TWO MOST PROMINENT NETWORK MODELS
2. Essay method – the evaluator composes statements 1. The Program Evaluation Review Technique (PERT)
that best describe the person evaluated. - a technique which enables engineer managers to
3. Management by objectives method – where specific schedule, monitor, and control large and
goals are set collaboratively for the organization as a complex projects by employing three time
whole, for various subunits, and for each individual estimates for each activity.
member. Individuals are then evaluated on the basis of 2. The Critical Path Method (CPM)
how well they have achieved the results specified by the - a technique using only one time factor per activity that
goals. enables engineer managers to schedule,
4. Assessment center method – where one is monitor, and control large and complex projects.
evaluated by persons other than the immediate superior.
This method is used for evaluating managers. LEADING
5. Checklist method – the evaluator checks statements Is that management function which “involves influencing
on a list that are deemed to characterize an employee’s others to engage in the work behaviors
behavior or performance. necessary to reach organizational goals.”
6. Work standards method – standards are set for the
realistic worker output and later on used in evaluating BASES OF POWER
the performance of non-managerial employees 1. Legitimate power
7. Ranking method – each evaluator arranges 2. Reward power
employees in rank order from the best to the poorest. 3. Coercive power
8. Critical –incident method – the evaluator recalls 4. Referent power
and writes down specific but critical incidents that 5. Expert power
indicate the employee’s performance. A critical incident
occurs when employee’s behavior results in an unusual THE NATURE OF LEADERSHIP
success or failure on some parts of the job. • Leadership may be referred to as “the process
of influencing and supporting others to work
Employment decisions enthusiastically toward achieving objectives.”
• Monetary rewards – given to employees whose
performance is at par or above standard requirements TRAITS OF EFFECTIVE LEADER
• Promotion – a movement by a person into a position 1. A high level of personal drive
of higher pay and greater responsibilities and which is 2. The desire to lead
given as a reward to competence and ambition 3. Personal integrity
• Transfer – movement of a person to a different job at 4. Self-confidence
the same or similar level of responsibility in the 5. Analytical ability or judgment
organization. 6. Knowledge of the company, industry or
• Transfers are made to provide growth opportunities for technology
the persons involved or to get rid of a poor performing 7. Charisma
employee. 8. Creativity
• Demotion – a movement from one position to another 9. Flexibility
which has less pay or responsibility attached to it. It is
used as a form of punishment or as a temporary LEADERSHIP SKILLS
measure to keep an employee until he is offered a 1. Technical skills
higher position. 2. Human skills, and
3. Conceptual skills
Separation
• A voluntary or involuntary termination of an employee.
BEHAVIORAL APPROACHES TO LEADERSHIP
STYLES TYPES OF CONTROL
1. Feedforward control
1. According to the ways leaders approach people 2. Concurrent control, and
to motivate them. 3. Feedback control
2. According to the way the leader uses power.
3. According to the leader’s orientation towards COMPONENTS OF ORGANIZATIONAL CONTROL
tasks and people. SYSTEM
1. Strategic plan
WAYS LEADERS APPROACH PEOPLE 2. The long range financial plan
• Positive leadership 3. The operating budget
• Negative leadership 4. Performance appraisals
5. Statistical reports
WAYS LEADER USES POWER 6. Policies and procedures
• Autocratic leaders
• Participative leaders STRATEGIC CONTROL SYSTEM
• Free-Rein leaders 1. Financial Analysis
2. Financial Ratio Analysis
LEADERS ORIENTATION TOWARDS TASKS AND
PEOPLE IDENTIFYING CONTROL PROBLEMS
• Employee Orientation 1. Executive reality check
• Tasks Orientation 2. Comprehensive internal audit
3. General checklist of symptoms of inadequate
CONTINGENCY APPROACHES TO LEADERSHIP control
STYLES
• Fiedler’s Contingency Model
- “leadership is effective when the leader’s style is
appropriate to the situation.”
• Hersey and Blanchard Situational Leadership
Model
- they suggests that the most important factor affecting
the leader’s style is the development (or
maturity) level of subordinate.
• Path-Goal model of Leadership
- by Robert J. House and Terence R. Mitchell,
stipulates that leadership can be made effective
because leaders can influence subordinates
perceptions of their work goals, personal goals,
and paths to goal attainment.
• Vroom’s decision-making Model
- leadership is one that prescribes the proper leadership
style for various situations, focusing on the
appropriate degrees of delegation of decision
making authority.

CONTROLLING

 Refers to the “process of ascertaining whether

organizational objectives have been achieved; if
not, why not; and determining what activities
should then be taken to achieve objectives
better in the future.”

STEPS IN CONTROL PROCESS

1. Establishing performance objectives and
standards
2. Measuring actual performance
3. Comparing actual performance to objectives and
standards, and
4. Taking necessary action based on the results of
the comparisons.