pm chapter 1 roles of first line manager
DESCRIPTION
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Learning Objectives
After completion of this lecture, students are able to
understand and capture the concepts of the followings:
• Management level
• 1st Line Manager’s skills / roles
• The responsibility of 1st Line Manager
• The Changing Environment
• The Challenges
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People Management – Ch 1
Old Mindsets New Mindsets
One-off learning Continuous, lifelong learning; learning
organizations
Authoritarian mgmt practices Open mgmt practices
Chain of command Flexible organization, multi-functional
teams
Scientific mgmt: control people Empowered teams managing themselves
and their processes
Control Commitment
Coercion Cooperation
Decision by command Decision by consensus
Cost control Innovation
Periodic improvements Continuous improvements
‘us’ and ‘them’ ‘Us together’
Hierarchy Synergy
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People Management – Ch 1
What do first-line Manager do?
• Solve technical / operation problems
• Cover for absences
• Distribute work/allocate tasks
• Assign people to work in groups
• Read or write mail / reports
• Motivate individuals and teams
• Make decisions
• Initiate improvements
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• Monitor/improve productivity and results.
• Evaluate work done.
• Supervise trainees
• Check or assure quality
• Lead a team meeting
• Coach / train team members / employees
• Schedule work
• Budgeting
People Management – Ch 1
Manager’s Skills
• Technical job related skills - Job nature, processes, methods, procedures and system
• Interpersonal skills - To work with, lead and motivate others
- Self-awareness: The degree to which a person understands their own motivations, feelings, beliefs, values, attitudes and perception of the world as the underlying causes of their actions.
- The Core Interpersonal skills: 1. Clear communication, 2. Assertiveness and empathy, 3. Integrity, 4. Encouraging and motivating, 5. Respect for others, 6. Ability
• Conceptual skills - Ability to see the “big picture”; understand the operations
- Understand how change can help the organization
- Anticipate future problems and implement preventive action
- Coordinate activities within departments / mgmt
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Pg. 14
People Management – Ch 1
Skills Alone Aren’t Enough
Skills and Attributes needed by effective Mgrs
(Handout - Pg. 17))
Competency
- To determine a person’s level of skills for job
placement, promotion and pay rate purposes.
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People Management – Ch 1
Manager deals with 3 sectors + 6
stakeholders
3 Sectors:
-The Private, the Public and the Not-for-profit
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The private sector: Sole traders, partnerships and corporations
The public sector: Government departments, statutory
authorities
The Not-for-profit: NGO
6 Stakeholders: Owners, employees, customers /clients, suppliers, the wider society and the closer community
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People Management – Ch 1
The Manager’s Changing Environment
Latest work environment:
• Globalization
• Downsizing / Restructuring
• Networking
• Outsourcing
• Virtual organization
• Fewer Mgrs, changing roles
• Teleworking – SOHO / SOFO
• Longer hours for Mgrs
• Social trends: demography, diversity, senior workers
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People Management – Ch 1
changing environment,
global environment,
changing marketplaces,
high standard of living,
governmental deregulation,
budget cuts,
privatization,
high education level,
competency of skills
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The Challenges
People Management – Ch 1
Build your skills
Prepare a hotel departmental
organization chart with positions.
Identify four levels of management
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People Management – Ch 1