Insights on Roles & Functions
of Modern Management
DMG 111
Engineering Management
Eng. R. L. Nkumbwa
Copperbelt University
School of Technology
2010
Overview/Agenda
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The Management Pyramid
Modern Management Styles
3 +1 Roles of Management
4 Functions of Management
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Layers of Management
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Operative Management
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Business Operations Management
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competition, markets, resources
Strategic Management
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coordination and control of direct work
long term planning, visions, ’reading’ the
environment
Institutional Management
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legitimating, society, ’lobbying’
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Types & Levels of Managers
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Top Management: Executives
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Middle Management: Directors
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Project Managers
Corporate Affairs Managers
First-line management
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CEO
President
Vice President
General Manager
Non-Executive Managers
Superintendent
Chief Estimator
Non-supervisory employees
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The Management Pyramid
Top
Managers
Middle
Managers
First-Line
Managers
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The Management Pyramid
President, CEO, VP
Top
Managers
•Make long-range plans
•Establish Corporate policies
•Represent the company
Middle
Managers
First-line
Managers
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The Management Pyramid
Sr PM, PM, Controller, Marketing
Manager, Sales Manager
Top
Managers
•Implement goals
•Make decisions
•Direct first-line managers
Middle
Managers
First-line
Managers
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The Management Pyramid
Office Manager,
Supervisor, Foreman,
Department Head
Top
Managers
•Implement plans
•Oversee workers
•Assist middle managers
Middle
Managers
First-line
Managers
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What Managers Do Everyday?
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Managerial activities differ by
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The functions managers serve
The roles in which managers
operate
The dimensions of each
manager’s job
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Mintzberg (1975):
The Roles of Management
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Roles in Interaction: Interpersonal
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Head of an organization
Leader
Center of communication
Communicative Roles: Informational
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Surveillant
Information sharer
Spokesperson
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Mintzberg (1975):
The Roles of Management
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Roles in Decision Making: Decisional
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Entrepreneur
Problem solver
Resource Prioritizes /Allocates
Negotiator
Role as Change Agent: Innovation
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The Roles of
Management
Decisional
Informational
Interpersonal
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+ Innovator!
Eng. R. L. Nkumbwa@CBU 2010
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The Manager as Innovator
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The entrepreneurial process/spirit
The competence building process
The renewal process
Where does Innovation come from?
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The Functions of Management
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Planning
Organizing
Staffing
Leading
Directing
Controlling
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The Functions of Management
Environment
Planning
Organizing
Phases in
theory
Controlling
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Directing
Eng. R. L. Nkumbwa@CBU 2010
Phases in
practice
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Function 1: Planning
Develop Strategies
for Success
Set Goals
and Objectives
Develop
Action Plans
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Function 2: Organizing
Employee Activities
Facilities and Equipment
Decision Making
Supervision
Resource Distribution
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Function 3: Directing
Implementing
Plans
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Motivating
People
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Function 4: Controlling
Monitoring Progress
Resetting the Course
Correcting Deviations
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Functions of Management
Versus Leadership 1/2
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Management produces
Order and Consistency
Planning / Budgeting
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Establish agendas
Set time tables
Allocate resources
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Provide structure
Make job placements
Establish rules and
procedures
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Leadership produces
Change and Movement
Establishing Direction
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Organizing / Staffing
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Create a vision
Clarify big picture
Set strategies
Aligning People
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Communicate goals
Seek commitment
Build teams and
coalitions
Eng. R. L. Nkumbwa@CBU 2010
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Functions of Management
Versus Leadership 2/2
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Management
Controlling /
Problem Solving
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Develop incentives
Generate creative
solutions
Take corrective
action
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Leadership
Motivating and
Inspiring
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Inspire and energize
Empower
subordinates
Satisfy unmet needs
John P. Kotter 1990
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What Skills Do Managers Need? (Katz 1955)
 Interpersonal skills
 Sensitivity
 Persuasiveness
 Technical skills
 Empathy
 Conceptual skills
 Specialized knowledge
 Logical reasoning
 (Including when and
 Judgment
how to use the skills)
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 Analytical abilities
Eng. R. L. Nkumbwa@CBU 2010
Adapted from Exhibit 1.5: Managers’ Skills
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Importance of Managerial Skills at
Different Organizational Levels
Importance
High
Interpersonal skills
Technical skills
Conceptual skills
Low
Entry Level
Managers
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Mid-Level
Managers
Top Level
Managers
AdaptedEng.
from Exhibit
Relative Importance of2010
Managerial Skills at Different Organizational Levels23
R. L. 1.6:
Nkumbwa@CBU
EXHIBIT 1.5:
SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
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1-24
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Who Succeeds? Who Doesn’t
Potential managerial leaders
share traits early on:
Bright, with outstanding
track records
Those who don’t quite
make it:
Have been successful, but
generally only in one area or
type of job.
Have survived stressful
situations
Frequently described as
moody or volatile. May be
able to keep their temper
with superiors during crises
but are hostile toward peers
and subordinates.
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Eng. R. L. Nkumbwa@CBU 2010
Those who succeed:
Have diverse track
records, demonstrated
ability in many different
situations, and a breadth
of knowledge of the
business or industry.
Maintain composure in
stressful situations, are
predictable during crises,
are regarded as calm and
confident.
Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?25
Who Succeeds? Who Doesn’t
Potential managerial leaders
share traits early on:
Have a few flaws
Those who don’t quite
Those who succeed:
make it:
Cover up problems while
Make a few mistakes, but
trying to fix them. If the prob- when they do, they admit
lem can’t be hidden, they
to them and handle them
tend to go on the defensive
with poise and grace.
and even blame someone
else for it.
Ambitious and oriented
toward problem solving
May attempt to micromanage a position, ignoring
future prospects, may staff
with the incorrect people or
neglect the talents they
have, may depend too much
on a single mentor, calling
their own decision-making
ability into question.
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While focusing on problem
solutions, keep their minds
focused on the next
position, help develop
competent successors,
seek advice from many
sources.
Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?26
Eng. R. L. Nkumbwa@CBU 2010
Who Succeeds? Who Doesn’t
Potential managerial leaders
share traits early on:
Good people skills
Those who don’t quite
make it:
May be viewed as charming
but political or direct but
tactless, cold, and arrogant.
People don’t like to work
with them
Those who succeed:
Can get along well with
different types of people,
are outspoken without
being offensive, are
viewed 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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Eng. R. L. Nkumbwa@CBU 2010
Adapted from Exhibit 1.7: Who Succeeds? Who Doesn't?27