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Roles & Functions ofManagement

BCN 4712

Managing ConstructionOperations


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OverviewThe Management Pyramid

Management Styles

3 +1 Roles of Management

4 Functions of Management


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Layers of Management Operative management

coordination and control of direct work

Business operations management competition, markets, resources

Strategic management

long term planning, visions, readingthe environment

Institutional management legitimating, society, lobbying


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Types of Managers Top Management: executives

CEO President VP

Middle Management: directors Project Managers

First-line management Superintendent Chief Estimator

Non-supervisory employees


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The Management Pyramid

First-lineFirst-line

ManagersManagers

MiddleMiddle

ManagersManagers

TopTop

ManagersManagers


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ManagersManagers

MiddleMiddle

ManagersManagers

TopTop

ManagersManagers

President, CEO, VP Make long-range plansEstablish policiesRepresent the company


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ManagersManagers

MiddleMiddle

ManagersManagers

TopTop

ManagersManagers

Implement goalsMake decisionsDirect first-line managers

Sr PM, PM, Controller, MarketingManager, Sales Manager


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ManagersManagers

MiddleMiddle

ManagersManagers

TopTop

ManagersManagers

Implement plansOversee workersAssist middle managers

Office Manager,Supervisor, Foreman,Department Head


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What Managers Do Managerial activities differ by

The functions managers serve

The roles in which managersoperate

The dimensions of each

managers job


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Mintzberg (1975): The

Roles of Management Roles in interaction: Interpersonal

Head of an organization

Leader Center of communication

Communicative roles:

Informational Surveillant Information sharer

Spokesperson


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Mintzberg (1975): The

Roles of Management Roles in decision making:

Decisional Entrepreneur Problem solver

Resource allocator

Negotiator Role as change agent: Innovation


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InformationalInformationalInformationalInformational

DecisionalDecisionalDecisionalDecisional

InterpersonalInterpersonalInterpersonalInterpersonal

The Roles ofThe Roles of

ManagementManagement

The Roles ofThe Roles of

ManagementManagement

+ Innovator!


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The Manager as InnovatorThe entrepreneurial process

The competence building process

The renewal process


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The Functions of

Management Planning

Organizing

Staffing

Leading

Directing Controlling


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The Functions of

Management

Planning

Controlling

Organizing

Directing

Environment

Phases intheory

Phases inpractice


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Function 1: PlanningDevelop Strategies

for Success

Set Goalsand Objectives

DevelopAction Plans


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Function 2:

OrganizingEmployee ActivitiesEmployee Activities

Facilities and EquipmentFacilities and Equipment

Decision MakingDecision Making

SupervisionSupervision

Resource DistributionResource Distribution


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Function 3: Directing

ImplementingImplementing

PlansPlans

ImplementingImplementing

PlansPlansMotivatingMotivating

PeoplePeople

MotivatingMotivating

PeoplePeople


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Function 4: ControllingMonitoring Progress

Resetting the Course

Correcting Deviations


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Functions of ManagementVersus Leadership 1/2

Management producesOrder and Consistency

Planning / Budgeting Establish agendas Set time tables

Allocate resources

Organizing / Staffing

Provide structure Make job placements

Establish rules andprocedures

Leadership producesChange and Movement

Establishing Direction

Create a vision Clarify big picture

Set strategies

Aligning People Communicate goals

Seek commitment Build teams and

coalitions


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Functions of ManagementVersus Leadership 2/2

Management

Controlling /

Problem Solving Develop

incentives Generate creative

solutions Take corrective

action

Leadership

Motivating and

Inspiring Inspire and

energize Empower

subordinates Satisfy unmet

needs

John P. Kotter 1990

What Skills Do Managers Need?


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What Skills Do Managers Need?(Katz 1955)

Interpersonal skills

Sensitivity

Persuasiveness

Empathy

Conceptual skills Logical reasoning

Judgment

Analytical abilities

Adapted from Exhibit 1.5: Managers Skills

Technical skills Specialized knowledge

(Including when andhow to use the skills)


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Importan

ce

at Different OrganizationalLevels

High

Low

Entry Level

Managers

Mid-Level

Managers

Top Level

Managers

Adapted from Exhibit 1.6: Relative Importance of Managerial Skills at Different Organizational Levels

Interpersonal skills

Technical skills

Conceptual skills

EXHIBIT 1 5 SKILLS NEEDED AT DIFFERENT


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EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENTMANAGEMENT LEVELS

1-1-2424


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Who Succeeds? WhoDoesnt

Potential managerial leaders

share traits early on:

Have survived stressful

situations

Frequently described as

moody or volatile. May be

able to keep their temper

with superiors during crisesbut are hostile toward peers

and subordinates.

Maintain composure in

stressful situations, are

predictable during crises,

are regarded as calm andconfident.

Those who dont quite

make it:

Those who succeed:

Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?

Bright, with outstanding

track records

Have been successful, but

generally only in one area or

type of job.

Have diverse track

records, demonstrated

ability in many different

situations, and a breadth ofknowledge of the business

or industry.


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Ambitious and oriented

toward problem solving

May attempt to micro-

manage a position, ignoring

future prospects, may staff

with the incorrect people orneglect the talents they

have, may depend too much

on a single mentor, calling

their own decision-making

ability into question.

While focusing on problem

solutions, keep their minds

focused on the next

position, help developcompetent successors,

seek advice from many

sources.


make it:

Those who succeed:


Have a few flaws Cover up problems while

trying to fix them. If the prob-

lem cant be hidden, they

tend to go on the defensiveand even blame someone

else for it.

Make a few mistakes, but

when they do, they admit

to them and handle them

with poise and grace.


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make it:

Those who succeed:


Good people skills May be viewed as charming

but political or direct but

tactless, cold, and arrogant.

People dont like to work withthem

Can get along well with

different types of people,

are outspoken without

being offensive, areviewed as direct and

diplomatic.

Source: Adapted from M. W. McCall, Jr. and M. M. Lombardo, Off the Track: Why and How Successful

Executives Get Derailed, Technical Report #21 (Greensboro, N.C.: Center for Creative Leadership, 1983),

pp. 9-11.

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