KEY KEY MANAGEMENT MANAGEMENT ROLESROLES

PLANNING ORGANISING LEADING CONTROLLING

SO…. We’ve been through mgt structures, now for the last major topic SO…. We’ve been through mgt structures, now for the last major topic before your before your part 1part 1 of SAC/OUTCOME 2 of SAC/OUTCOME 2

Lets go here…. HAWAIILets go here…. HAWAII WHY NOT?WHY NOT? DERRR…You just can’t pack your bags DERRR…You just can’t pack your bags

and head off to the airport!and head off to the airport! You still have more than 30 minutes of You still have more than 30 minutes of

Bus Man class…..Bus Man class…..

LET’S GO ON A LET’S GO ON A HOLIDAY? HOLIDAY?

LETS GO OVERSEAS LETS GO OVERSEAS RIGHT NOW !!RIGHT NOW !!

YOU HAVE TOYOU HAVE TO

When will you have free time to go?When will you have free time to go? WeekendsWeekends School HolidaysSchool Holidays

How you going to get there? How you going to get there? PLANEPLANE TRAINTRAIN BICYCLEBICYCLE

PLANPLAN

Other Questions to consider:Other Questions to consider:

Where are you going?Where are you going? Where are you staying?Where are you staying? What activities do you want to take part in?What activities do you want to take part in? Eg. Love skiing? Seasonal..Not in SummerEg. Love skiing? Seasonal..Not in Summer

PLANNINGPLANNING

RecapRecap CEO/ Top Level ManagementCEO/ Top Level Management VISIONVISION (Where you want your organisation to (Where you want your organisation to

be, how you want to be viewed by others, be, how you want to be viewed by others, organisation's aspirations)organisation's aspirations)

MISSIONMISSION (Overall main aim or purpose of (Overall main aim or purpose of organisation, reason for organisation’s organisation, reason for organisation’s existence)existence)

PLANNING:PLANNING:

Is the activity of working out how the Is the activity of working out how the business will achieve its objectives- where business will achieve its objectives- where the business is heading and how it intends the business is heading and how it intends to get thereto get there

ORGANISINGORGANISING

LEADINGLEADING

DefinitionDefinition

The process of directing and The process of directing and coordinating tasks, both day to day coordinating tasks, both day to day and specific to the achievements of and specific to the achievements of individual objectives, and involves individual objectives, and involves both motivating staff and developing both motivating staff and developing their potential or coaching themtheir potential or coaching them

Leadership & SuccessLeadership & SuccessThe success or failure of a business is The success or failure of a business is dependent on an individual rather than a dependent on an individual rather than a specific criterion. specific criterion.

A managers ability to ‘lead’ will be greatly A managers ability to ‘lead’ will be greatly influenced and determined by experience, influenced and determined by experience, knowledge and most importantly their knowledge and most importantly their personal attributes and their ability to personal attributes and their ability to produce positive working environmentsproduce positive working environments

Characteristics of a good leaderCharacteristics of a good leaderA number of management theorists have A number of management theorists have provided list of the characteristics of good provided list of the characteristics of good leadership and many of these qualities can leadership and many of these qualities can be classified according to three categories:be classified according to three categories:

Interpersonal QualitiesInterpersonal Qualities

Informational QualitiesInformational Qualities

Decision-making qualitiesDecision-making qualities

Think Pair ShareThink Pair Share

What Qualities do you think a good leader What Qualities do you think a good leader should have?should have?

List three Qualities, share them with a List three Qualities, share them with a partner and then we will discuss them as a partner and then we will discuss them as a class.class.

Interpersonal QualitiesInterpersonal QualitiesThe way a leader relates to their colleagues The way a leader relates to their colleagues and other employees can reflect their and other employees can reflect their interpersonal qualities such as:interpersonal qualities such as:

Vision- to be able to see and share the big Vision- to be able to see and share the big picturepicture

Inspirational qualitiesInspirational qualities

The ability to build trust in their working The ability to build trust in their working relationshipsrelationships

Humility- not to be vain or boastful about Humility- not to be vain or boastful about achievementsachievements

Informational QualitiesInformational QualitiesLeaders should have the knowledge Leaders should have the knowledge required of a person in their role. They required of a person in their role. They should be able to:should be able to:

Gather the relevant informationGather the relevant information

Analyse and understand the implications of Analyse and understand the implications of information receivedinformation received

Disseminate (def-sort through) relevant Disseminate (def-sort through) relevant information, and be able to communicate it information, and be able to communicate it clearlyclearly

Decision-making QualitiesDecision-making Qualities Leaders are often called upon to make hard Leaders are often called upon to make hard

decisions. Good leaders take this responsibility decisions. Good leaders take this responsibility seriously, striving to do what is best for the seriously, striving to do what is best for the organisation. Good leaders do not shirk this organisation. Good leaders do not shirk this responsibility, but rather try to be fair and just in responsibility, but rather try to be fair and just in making these decisionsmaking these decisions

In addition, the choice of management style that In addition, the choice of management style that is adopted and the ability to use a wide range of is adopted and the ability to use a wide range of management skills, can also contribute to management skills, can also contribute to making a good leadermaking a good leader

Qualities SummarisedQualities SummarisedA successful leader should be:A successful leader should be: A visionary, able to see the bigger picture A visionary, able to see the bigger picture

Self-disciplined, with the patience to see the vision Self-disciplined, with the patience to see the vision through to its conclusion through to its conclusion

Able to lead by example, to inspire and motivate Able to lead by example, to inspire and motivate employees with a ‘can do attitude’ employees with a ‘can do attitude’

An excellent communicator, with outstanding An excellent communicator, with outstanding interpersonal skillsinterpersonal skills

Able to motivate employees to get things doneAble to motivate employees to get things done

Willing to provide ongoing feedback for Willing to provide ongoing feedback for employeesemployees

Real Life LeadersReal Life Leaders

What type of leadership What type of leadership qualities do these people qualities do these people in the following slides in the following slides have?have?

Dalai LamaDalai Lama

MargaretMargaret

ThatcherThatcher

Nelson Nelson

MandelaMandela

Adolf HitlerAdolf Hitler

OPRAH!OPRAH!

Management StylesManagement Styles

Autocratic-Autocratic- a manager who rules with absolute authority a manager who rules with absolute authority

Persuasive-Persuasive- a manager who endeavors to persuade employees a manager who endeavors to persuade employees and the decisions they have made are not only in the companies and the decisions they have made are not only in the companies best interest, but theirs alsobest interest, but theirs also

Consultive-Consultive- a manager who actively consults or seeks a manager who actively consults or seeks the opinion of the employees and whose opinions the opinion of the employees and whose opinions influence decisionsinfluence decisions

Participative-Participative- a manager who is team focused, and a manager who is team focused, and generally incorporates the suggestions made by the generally incorporates the suggestions made by the employees into their decisionsemployees into their decisions

The four key management styles are:The four key management styles are:

Why that Management style?Why that Management style?The style of leadership a manager The style of leadership a manager pursues will be influenced in part by:pursues will be influenced in part by:

their naturetheir nature (Shy, diplomatic, arrogant) (Shy, diplomatic, arrogant)

the culture of the organisationthe culture of the organisation (Lazy, sense (Lazy, sense of community & loyalty, immoral practices, all about of community & loyalty, immoral practices, all about the bottom line, humane, etc. )the bottom line, humane, etc. )

the situation in which they find the situation in which they find themselves.themselves. ( (Change style to produce most Change style to produce most effective outcome eg. If employee take advantage effective outcome eg. If employee take advantage of consultative style & productivity starts to decline of consultative style & productivity starts to decline they might need to switch to a more persuasive or they might need to switch to a more persuasive or autocratic mix to get productivity going or vice autocratic mix to get productivity going or vice versa)versa)

CONTROLLINGCONTROLLING

DefinitionDefinition

Controlling involves monitoring all Controlling involves monitoring all management processes, including management processes, including planning, leading and organising to planning, leading and organising to ensure the realisation of ensure the realisation of organisational objectivesorganisational objectives

Attributes of controllingAttributes of controllingControlling requires management to:Controlling requires management to:

Set and establish bench marks for performanceSet and establish bench marks for performance

Select criteria or ways in which to evaluate Select criteria or ways in which to evaluate

performance (incorporating KPI’s)performance (incorporating KPI’s)

Measure performance and compare it to Measure performance and compare it to forecast or planned objectivesforecast or planned objectives

Identify where a performance gap exists, re-Identify where a performance gap exists, re-evaluate set goals and expectations and/or take evaluate set goals and expectations and/or take corrective action in order to list performance.corrective action in order to list performance.

What Must a Manager Control?What Must a Manager Control?

The three main things a manager must The three main things a manager must control are:control are:

1. Human resources1. Human resources

2. Financial resources2. Financial resources

3. Material resources3. Material resources

1. Human resources1. Human resources

The human resource manager is considered The human resource manager is considered to be the most valuable of all resources. to be the most valuable of all resources.

Each individual will have a different level of Each individual will have a different level of experience, education and training and often experience, education and training and often a different task to perform within a team. a different task to perform within a team.

Allocating tasks should be based on the Allocating tasks should be based on the employees experience skill etc. so as to employees experience skill etc. so as to ensure maximum control is maintainedensure maximum control is maintained

Controlling Human ResourcesControlling Human Resources

Controlling human resources requires:Controlling human resources requires:

Establishing performance standardsEstablishing performance standards Providing feedbackProviding feedback Measuring performanceMeasuring performance Taking action where required for all Taking action where required for all

members of the teammembers of the team

Establishing StandardsEstablishing Standards Should be applied where key tasks critical Should be applied where key tasks critical

to the success of an objective are to the success of an objective are involved.involved.

These standards are know as key These standards are know as key performance indicators (KPI’s)performance indicators (KPI’s)

These provide managers with These provide managers with performance targets and the opportunity performance targets and the opportunity to measure actual performance against to measure actual performance against them, both quantitative (against numeric them, both quantitative (against numeric data) and qualitative (against peoples data) and qualitative (against peoples opinions)opinions)

FeedbackFeedback Importance of honest, open and ongoing Importance of honest, open and ongoing

feedback cannot be overstated.feedback cannot be overstated. It should be part of a managers routineIt should be part of a managers routine It provides managers with a continuous means It provides managers with a continuous means

of controlling situations and employees with of controlling situations and employees with genuine comments about what was done well genuine comments about what was done well and where to improve.and where to improve.

Involves ongoing performance appraisals Involves ongoing performance appraisals where KPI’s are measuredwhere KPI’s are measured

No feedback can result in a loss of control and No feedback can result in a loss of control and irreversible damage.irreversible damage.

2. Financial Resources2. Financial Resources

To maintain financial control, managers To maintain financial control, managers should ensure a budget and record of should ensure a budget and record of expenditure is kept and is up to date and expenditure is kept and is up to date and accurate at all timesaccurate at all times

Often there is more than one party within a Often there is more than one party within a business who controls financial resources.business who controls financial resources.

For example a department may be allocated a For example a department may be allocated a budget for which the department manager has budget for which the department manager has control, but any expenditure over and above that control, but any expenditure over and above that budget may need to be approved by top-level budget may need to be approved by top-level management (The management director and in management (The management director and in some cases the board)some cases the board)

3. Material resources3. Material resources

Material resources include plant and Material resources include plant and equipment. The task of maintaining equipment. The task of maintaining these may be allocated to lower level these may be allocated to lower level or front-line managers; however, their or front-line managers; however, their importance should not be importance should not be disregarded.disregarded.

The four roles of managementThe four roles of management

In reality the four roles of management are In reality the four roles of management are interrelated and independent. This means interrelated and independent. This means that in order to be an effective leader, that in order to be an effective leader, managers must be able to Plan, Organise, managers must be able to Plan, Organise, Lead and Control their operations in Lead and Control their operations in synchronicity. synchronicity.

POLICY DEVELOPMENTPOLICY DEVELOPMENT

Policies are high-level guidelines which Policies are high-level guidelines which follow the strategic direction of the follow the strategic direction of the organisation. They establish limits but do organisation. They establish limits but do control the steps taken to achieve control the steps taken to achieve objectivesobjectives