Overview of Management

Introduction to Management
  • While a technologist does things through him/herself, a manager or supervisor gets things done with and through others.  Even though it may seem like an intuitive, small step to go from practicing technology to practicing management, in reality, moving to management can be a challenge.
    • For example, as a manager, you would not normally do any of the technical work on a project unless your team is very small and you have to help.  This means that if you have to do some or all of the work assigned to your team, you have probably failed as a manager.
    • As a manager you will have many duties and responsibilities, but the most important thing that you can do is to help your team to be able to do the work assigned to them; i.e.,  you are there to be sure your team can get the work done.
    • Because you will have many duties as a manager, the next most important thing you can do is to keep yourself from becoming overstressed, over constrained, and overtaxed; i.e., becoming frazzled and going crazy.  There is nothing worse than having to react to the day's activities rather than being able to plan ahead and keep things running smoothly both for your team and for you.
  • Managers operate at different levels and perform sequences of coordinated activities, such as planning, organizing, directing, controlling, budgeting, monitoring progress, obtaining continuous feedback, evaluating options and making decisions, evaluating risk, taking risks, guiding, hiring, firing, coaching, mentoring, leading, motivating, praising, criticizing constructively, communicating, appraising performance, resolving but not preventing conflict, balancing internal and external pressures (expectations for performance of him/herself, family, culture, education, government, competitors, peers, team members), keeping up with technology and needed job training, and handling organizational power and politics.
    • First-level managers or supervisors directly manage those doing technical work.  They make operational and technical decisions, and may perform some of the technical work.
    • Middle-level managers may be responsible for a specific function, such as engineering, data and information systems, research and development, and sales.  They translate plans and policies from top management into departmental and functional goals, and coordinate activities among organizational units and divisions.
    • Upper-level managers or executives, such as chief executive officers, presidents, vice-presidents, and general managers, are responsible for the overall management and direction of an organization.  They spend more time on planning, policy making, and goal setting.
  • From John B. Miner, The Challenge of Managing, Philadelphia:  Saunders, 1975, pp. 330-331.
    • Managers may fail due to the following causes:
      • High Likelihood
        • Intelligence and Job Knowledge - insufficient verbal ability, insufficient job knowledge, and judgment or memory defect
        • Motivational - fear of failure, dominance, need for attention, frustration
        • Family - crises
        • Team - ineffective management, inappropriate managerial standards
        • Company Policies - insufficient organizational action, placement error, over permissiveness, excessive spans of control, inappropriate organizational standards
        • Work Context and Job - negative consequences of economic forces and geographic location
      • Low Likelihood
        • Emotional - anxiety, depression, guilt, anger, jealousy, psychosis, alcohol and drug addiction
        • Physical - illness, handicap
      • Rare Likelihood
        • Motivational - low personal work standards and motivation
        • Society - legal sanctions, societal values, job and cultural values conflict
  • Factors affecting management success
    • Willingness to
      • learn how to manage and lead
      • get along with others
      • adapt
      • manage change
      • share recognition
      • take action
      • learn from failure and rebound
      • allow healthy conflict so bad decisions are avoided
      • raise job satisfaction among team members
        • For example:  from Howard Wolff, "How Engineers See Themselves", IEEE Spectrum, April 1993, pp.25-28.
          • What factors matter more now to job satisfaction
            • Opportunity to be creative
            • Salary
            • Diversified job responsibilities
            • Personal growth potential
            • Good relationship with peers
            • Company's technical reputation
Making the Transition to Management
  • Some companies have two tracks to career advancement:  management and technical even though both may not be weighted equally.  For example, the technical track may not allow for as many advancement opportunities and as many salary increases.  The technical track, however, may be better for some technologists who really do not have the motivation to manage and who would rather do technical work.
  • Some technologists see management as a viable career path for the following reasons:
    • Achievement, advancement, and recognition - to have more opportunity, more interesting work, more salary
    • Increases in authority, responsibility, and leadership - to be able to influence policies, programs, the way things are done, take more risk, contribute to the organization's goals
    • More power, influence, status, and prestige - to be able to be in charge
    • Fear of becoming technologically obsolete - getting out of the "keeping up with technology" grind
    • Random circumstances - unplanned move into management via an unexpected offer of promotion to management
  • Why making the transition to management may be difficult
    • Technical education overdevelops analytical rather than management skills
      • Problems are reduced to terms that can be handled by objective measurement and established formulas based on predictable regularities
      • Complex mathematical models are built to study phenomena
    • The organization's management systems and policies make management difficult
      • Technical skill may be used as the criterion for promotion to management rather than management ability
      • The two advancement tracks, management and technical, may not be equivalent causing some technologists to go into management when they probably should not
      • Management may be viewed as hurting rather than helping technologists
    • The nature of technologists may be contrary to management
      • Measurement should be objective and exact
      • All information should be in before making a decision
      • Intimate contact with the technical field cannot be lost
      • Technologists may be introverts, have poor delegation abilities, and be "socially impaired".
  • Management, on the other hand,
    • is less exact and predictable
    • may be more attractive than technological advancement
    • deals with the lack of systematic rules and laws governing the behavior of people
    • has to balance the views of technologists and upper management
    • must deal with incomplete data and areas where first-hand experience may be lacking
    • must focus on what needs to be done, when it should be done, and how much it should cost, rather than on how to do it
    • must get things done through others by getting along with people
  • How Someone Can Move into Management
    • From Gene W. Dalton and Paul H. Thompson.  Novations:  Strategies for Career Advancement.  Glenview, IL:  Scott Foresman, 1986, pp. 7-12.
    • Four stages may exist in a professional career
      • Stage 1
        • A technologist works under the direction of others.  Here, the technologist needs to learn what others have gained through experience rather than try to take responsibility for what s/he is not prepared to do and develop a reputation for mediocre performance.
      • Stage 2
        • The technologist develops a reputation for being technically competent and able to produce results independently.  Here the technologist should become a specialist, even temporarily, in one field rather than many fields.  Outstanding work in one field is more likely to become visible to the organization than good work in many fields.
        • The specialized area should be carefully chosen so that the area does not become "phased out".  The technologist can choose a broad area or develop a set of specialized skills that can be applied to a variety of problems.
        • Adjusting from dependence in the first stage is difficult and requires originating and developing ideas as will as individual standards of performance.  Some may jump into management here because they find this stage uncomfortable, but should not as they will not understand fully the technical aspects of the job.
        • Remaining in this stage, however, can be detrimental to a career as the probability of receiving above average ratings diminish with time.  The technologist should choose to rise higher in what may be the technical track or may leave for other functional areas.
      • Stage 3
        • Having learned how to take care of him/herself in Stage 2, the technologist now learns how to take care of others.  S/he begins to take responsibility for directing and developing other people, such as helping others from the Stage 1 to Stage 2, informally mentoring, generating ideas, and managing.  Because of broad interests and capabilities, s/he taps resources in the organization, provides innovative proposals and expertise, and may take on a formal managerial role.
        • Transitioning to Stage 3 requires a high level of confidence, a willingness to take responsibility for others' performance, and an ability for dealing with the tension between management and professional disciplines.
        • In Stage 3, a technologist may become extremely uncomfortable and feel confined.  With his/her superiors, the technologist should explore influential roles that may be taken without supervision of others or go back to Stage 2.  Other technologists may enjoy this stage so much they stay in it until retirement.  Others may go on to Stage 4.
      • Stage 4
        • A technologist may play one of three roles:  manager, internal entrepreneur, or idea innovator.  As managers, they may formulate policies as well as initiate and approve programs.  As entrepreneurs, they may bring resources, money, and people together in order to pursue new ideas and direct new ventures.  As innovators, they may come up with ideas and breakthroughs that enhance their reputation and the organization's business opportunities.
        • Transitioning to Stage 4 requires learning to delegate and trust subordinates, making fast and good operating decisions, looking at the "big picture" of the organization, learning to look at the longer term, exercising power by fighting for projects and programs, and making alliances.
    • Even though it may be attractive to "wing" your way to professional excellence or choose things because you are pressured by superiors or family or attracted to power, you should have a plan for where you want your career to go and you should want to go where you want to go.  The plan should not be overly rigid and should help you enjoy what you are doing or others you supervise will not enjoy their positions while you are not enjoying yours.  Be assured that you will take on positions that you will not enjoy too much, but use the experiences to become better at what you do and understand the people who you may supervise one day in those positions.
    • To help prepare for a career in management,
      • Develop
        • Superior technical competence so you stand out
        • Good organizational and management skills, such as effective presentation and coordinating skills
        • Appropriate leadership qualities, such as being able to influence team direction
        • Good communication skills, such as verbal, written, body language, and meeting skills
        • Networking skills, by attending professional organization meetings, participating in community and fund-raising activities, and chairing committees
        • Good relationships with mentors and higher-ups
      • Consider
        • Becoming more mobile, such as moving to new locations for better jobs
        • Training in management, such as seminars and earning a management degree
Summarizing Thoughts
  • Management focuses on the ability to get things done through others.
  • Your responsibility as a manager is to become the basis for your team to succeed and to keep yourself and your team from becoming overstressed.
  • Transitioning from a technical professional to a manager is easier with mastery of the technical field, learning to mentor others, and taking on responsibility gradually.
  • Plan your career carefully to avoid taking opportunities haphazardly which may prevent you from specializing in your field as you should and taking responsibility before you are ready.
Review
  • What do managers do?
  • What are the three levels of management and their focus?
  • What are the factors affecting success or failure of management?
  • Why may technologists have difficulty moving to management?
  • How should technologists move into management?
  • What can you do to prepare yourself for a career in management?

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Last edited:  03/31/04 02:02:39 PM