Pm chapter 1 roles of first line manager

People Management

Chapter 1

The Manager’s Work

Environment

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People Management – Ch 1

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

Traditional pyramid of

Management Levels

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Ch 1

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Where are you? Sandwiches?

People Management – Ch 1

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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

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Source: slides of D210(I) work (Adam, Kennth and Ganesh)

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

Managerial Roles

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Ch 1

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The five functions of management

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Pg 21 -22

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 Responsible Manager

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Ch 1

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Deals with

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

Group Activity

Should the 1st line mgrs be a part of the

teams they lead? Should there be a line

between ‘friend’ and ‘boss’? If so,

where and how should it be drawn?

Discuss this in small groups and

provide 2 or 3 examples to illustrate

your position.

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People Management – Ch 1