Recognition of the importance of developing managers’ interpersonal skills is closely tied to the need
for organizations to get and keep high-performing employees.
The reason people stay with jobs is because of the quality of the employees’ jobs and the supportiveness
of their work environments.
What Managers Do
: get things done through other people. They make decisions, allocated
resources, and direct the activities of others to attain goals.
: a consciously coordinated social unit, composed of two or more people, that functions on
a relatively continues basis to achieve a common goal or set of goals.
Ex: manufacturing and service firms, schools, hospitals, churches, military units.
Five management functions: plan, organize, command, coordinate, and control.
Now condensed into four: plan, organize, lead, and control.
: defines an organization’s goals, establishes an overall strategy for achieving those
goals, and developing a comprehensive set of plans to integrate and coordinate activities.
: determines what tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.
: direct and coordinate people; motivate employees, direct activities of others, select the
most effective communication channels, or resolve conflicts among members.
: monitor the organizations performance; performance should be compared with the
previously set goals: monitoring, comparing, and potential correcting.
Managers perform 10 different, high interrelated roles, or set of behaviors attributable to their jobs.
Figurehead: symbolic head; required to perform a number of routine duties of a legal or social nature;
ex: principle hands out diplomas at commencement.
Leadership: hiring, training, motivating, and disciplining employees.
Liaison: maintains a network of outside contacts who provide favors and information.
A sales person who maintains information from the quality-control manager in his/her own
company has an internal liaison relationship.
When the sales manager contacts with other sales
executives through a marketing trade association, he/she has an outside liaison relationship.
Monitor: receives wide variety of information; serves as nerve center of internal and external
information of the organization.
Disseminator: transmits information received from outsiders or from other employees to members of the
Spokesperson: transmits information to outsiders on organization’s plans, policies, actions, and results;
serves as expert on organization’s industry.