NCV 2 Management Practice Hands-On Support Slide Show - Module 2

Management Practice 2

After completing this module, you will be able to:1.Describe the management functions in running a successful business2.Explain the basic activities involved in the management process3.Identify and explain some of the tasks required of managers

Management functions and activities

Management Practice – Level 2 2Future Managers

After completing this module you will be able to:

1.List the business or management functions of an organisation and identify the main business functions for a specific organisation

2.Identify the resources used in an organisation

3.Explain the role of management in ensuring that resources are used to the best advantage

1. Describe the management functions in running a successful business


• Can you remember what the four management functions are (we spoke about them in the last module)?– Planning

– Organising

– Leading

– Controlling

1.1 List of management functions required to run a

successful business


• Can you remember what they are?– Decision-making

– Communication

– Motivation

– Coordination

– Delegation

– Discipline

Six additional management functions


• There are three management levels in an organisation:– Top management

– Middle management

– Lower management

1.2 The management process


• Responsible for the long-term planning of the organisation

• Strategic planning

• Provide leadership

• Maintain control by means of reports

Top management


• Generally make up the heads of departments

• Form the tactical management of the organisation

• Have to organise their own functional areas as well as themselves

• Have to communicate the decisions of top level management

Middle management


• Supervisory level

• Involved in operational planning including:– Common day-to-day activities and tasks of a

particular section

– Supervision of the employees involved in the execution of the daily tasks or activities

– Maintain a close control over activities

Lower management


• Divide into groups

• Make a list of the management functions as discussed

• In your groups, decide which manager or managers will have to fulfil the respective management functions as listed by your group

Activity 2.1: Management Functions


• The following resources are available to management to produce the necessary goods and services:– Human resources– Financial resources– Raw material– Physical resources– Informational resources– Methods– Markets

1.3 Identify the resources used in a business


• Resources make it possible to deliver certain products and services that fulfil a specific human need

• Resources help to achieve the organisation’s stated objectives and goals for a given time, for example to make a net profit of 10% at the end of the financial year

• Without the help of resources. It’s not possible for management to continue with the production process

• Resources help to simply the process and shorten the time in which the process is being done

• Resources are very handy and important tool for management in helping them to manage the organisation successfully

Reasons for the use of resources


• Name the three basic or key resources required by an organisation. Evaluate South Africa’s situation regarding the three resources – their availability, quality and cost

Activity 2.2: Resources


Use of resources


Resources

HumanFinancialPhysical

Information

Organising

Controlling

Planning Leading

Performance

Achieve goalsProductsServices

ProductivityProfit

• The overlapping roles of managers

1.4 Identify the role of management in ensuring that resources are used to the best

advantage


Decision making roleEntrepreneur

Problem-solverAllocator of resources

Negotiator

Interpersonal RoleFigurehead

LeaderRelationship builder

Information roleMonitor

AnalyserSpokesperson

• Make a list of the potential problems or influences that management experience in each of the following sub roles:

Activity 2.3: Management Roles


Figurehead Leader Relationship Builder

Monitor Analyser

Spokesperson Entrepreneur Problem Solver

Resources Allocator

Negotiator

• After completing this outcome, you will be able to:1. Name, with examples, the basic activities involved in the

management process2. Identify the planning function and indicate who in the

organisation is responsible for it3. Identify the organising function and indicate who in the

organisation is responsible for it4. Identify the leading function and indicate who in the

organisation is responsible for it5. Identify the controlling function and indicate who in the

organisation is responsible for it6. Differentiate between responsibility and accountability

with reference to delegation

2. Explain the basic activities involved in the management process


• What are the four management functions?– Planning – Planning of the vision and mission of

the organisation– Organising – Allocate human resources to

relevant departments– Leading – Direct human resources towards goal

achievement– Controlling - Monitor performance and ensure

goals are achieved

2.1 Name with examples, the basic activates involved in the

management process


• Function of management

• Managers formulate future courses of action

• Examples of plans include:– Strategies

– Policies

– Procedures

– Methods

– Budgets

2.2 Identify the planning function and indicate who is responsible

for it


• Organising is determining what needs to be done, who needs to do it, how the tasks are to be grouped, who reports to whom and where decisions are to be made

• Organising takes place at all managerial levels

2.3 Identify the organising function and indicate who is

responsible for it


• Leaderships is a process of directing and influencing the task-related activities of group member or an entire organisation to achieve the goals and objectives of the enterprise as efficiently as possible

2.4 Identify the leading function and indicate who is responsible for it


• Involves taking the plans of the organisation and making them a reality. It involves activities such as:– Motivating others

– Giving orders

– Disciplining

– Managing Conflict

– Influencing others

Leadership activities


• Telling their staff what the mission and goals of the company are and setting goals for them

• Providing guidance for staff and ensuring they meet the daily goals and standards

• Leading by examples• Understanding staff and knowing why they act

and react in certain ways• Dealing with conflict• Developing a work environment that is

motivating for staff

Leaders are involved in:


Google MBTI

• Authority

• Power

• Influence

• Delegation

• Responsibility

• Accountability

Components of leadership


• Autocratic style

• Participative / democratic style

• Laissez fair leadership style

• Human relations leadership style

• Supportive leadership style

Leadership styles


Laissez fair is French for Let Do

• Control is the process of comparing desired results with actual results and taking corrective action where necessary

2.5 Identify the control function and indicate who is responsible for it


• Control is exercised to ensure that all activities at all levels of the organisation are in accordance with the organisation’s goals

• Control is applied to ensure that the organisation’s resources are deployed in such a way that it reaches its goals

• Control usually results in better quality• Control enables management to cope with change

and uncertainty• The more complex an organisation the more

important it is to control• Control can help to minimise cost and limit errors

Importance of control


The Control Process


Setting standards

Measuring actual performance

Evaluating deviations

Rectifying deviations

• Divide into groups and formulate a plan of action on what you would do to ensure that the four basic functions will be effective, efficient and will contribute towards organisational success – a plan of action that can be a handy tool for management in order to ensure success

Activity 2.4: Basic Functions of Management


• Responsibility – The obligation of an individual to perform assigned duties

• Accountability – Accountability is a system of management. It assigns certain responsibilities to subordinates and holds them accountable for the achievement of predetermined objectives within their area of responsibility

2.6 Differentiate between responsibility and accountability,

with reference to delegation


• Have a conversation or do an interview with one of your parents. Any other family member or with a friend on the topic:

“In the job that you are presently performing, what are your responsibilities and accountability as an employee?”

Make a list of all responsibilities as mentioned

Activity 2.5: Responsibility and Accountability


• After completing this outcome, you will be able to:1. Explain, with examples, the decision making

task of managers2. Explain, with examples, the communication

task of managers and suggest how cultural diversity can be accommodated in communication

3. Explain the importance of trust in an organisation and indicate how trust affects communication

3. Identify and explain some of the tasks required of managers


4. Explain the coordinating task of managers5. Explain, with examples, the motivating task of

managers6. Explain the delegation task of management and

give an indication of what tasks may or may not be delegated in an organisation

7. Explain the disciplinary task of managers and give and indication of the role of the team leader in the disciplinary process

8. Explain the evaluation task of managers and give an indication of the role of the junior manager in assessing performance

3. Identify and explain some of the tasks required of managers


• Decision making is the selection, based on some criteria of one behaviour alternative from two or more possible alternatives

• Can you name some examples of decision making?

• Decision-making conditions:– Conditions of certainty– Conditions of risk– Conditions of uncertainty

3.1 Explain, with examples, the decision-making task of managers


• All other functions of management would be impossible without communication

• Can you think of some examples of communication?

• Communication is vital to the sustainability of the organisation

• Communication in South Africa is made more complex by the many cultural and language groups

3.2 Explain, with examples, the communication task of managers and suggest how cultural diversity can be

accommodated in communications


• Refers to the inclusion of people who belong to various groups or people with different human qualities in the workplace

• Issues in the workplace include:– Equality in the workplace– Affirmative action to address past imbalances– Transformation of organisations to represent

the population demographics– Managerial empowerment

Cultural Diversity


• Referring to the different cultures in South Africa, make a list of all the possible factors that may have an influence on communication or lead to communication failure

Activity 2.6: Communication and cultural diversity


• Culture influences the direction and behaviour in the organisation

• Managers are concerned with understanding employees’ values and norms

• Culture is an asset when:– It makes communication easy– It assists in the decision making process– It facilitates control– Facilitates cooperation and productivity

Cultural diversity in an organisation


Cultural diversity and communication


• The importance of trust in an organisation– Trust is vital for effective communication in the

organisation

– Distrust will serve to increase defensiveness and to decrease the frequency of free expression and the likelihood of effective communication

Explain the importance of trust in an organisation and indicate how trust

affects communication


• Coordination means that all departments, sections and individuals within the organisation should work together to accomplish the strategic, tactical and operational goals of the organisation

• The degree of coordination between tasks depends on their interdependence

• Can you name an example of where coordination is vital in an organisation

3.4 Explain the coordinating task of management


• Motivating comprises all attempts made by a manager to get his subordinates to the where they willingly strive to do their best

• Motivational process consists of:– Need– Motive– Behaviour– Consequence – Satisfaction– Feedback

3.5 Explain, with examples, the motivating task of managers


• If managers understand what motivates behaviour of the employees, they can influence the employee’s work performance

• Performance is determined by motivation and ability as well as the opportunity to perform

Motivating task of managers


• Job enlargement– Refers to increasing the scope or diversity of the

job, adding to the number of tasks a person performs

– Advantages include:• Work is more varied

• Work is more meaningful to the employee

• Feeling of personal competence is encouraged

• The worker assumes greater responsibility

Methods to be used by managers to motivate staff


• Job enrichment– Refers to the depth of the job.

– Dimensions added to the job include:• Measurable goals

• Decision-making responsibility

• Control and feedback

Methods to be used by managers to motivate staff


– Advantages of job enrichment include:• A greater variety of tasks will provide job challenge

• Person will have a greater task identity

• Job will influence the work or lives of other people

• Provides greater autonomy for the person

• If the employee receives continuous feedback on her performance it will allow self-control over the job


• Competitive wage and salary structure• Good working conditions• Healthy and safe work environment• Job security and secured working conditions• Insurance and medical aid schemes• Pension schemes• Social interaction• Recognition and appreciation• Give employees responsibility• Rewards and benefits• Interesting and challenges tasks• Promotion and advancement opportunities• Career development

Other factors that motivate employees


• Do research by visiting an nearby organisation, on how they motivate their staff and if there are “modern motivators” used by management to motivate and retain their staff

Activity 2.7: Research work


• What is delegation?• Delegation is the process through which

managers assign a portion of their total workload to others

• Delegation refers to the allocation of duties, authority and responsibilities to subordinates

• Can you think of some examples of delegation?

3.6 Explain the delegating tasks of management


• Managers who train their staff to accept more responsibility are in a good position themselves to accept more authority and responsibility from higher levels of management

• Delegation encourages employees to exercise judgement and accept accountability

• Delegation improves self-confidence and willingness to take responsibility

• Better decisions are often taken by involving employees who are “closer to the action” and know about the practical execution of tasks

• Quicker decision making takes place

Advantages of delegation


• A manager may fear her own performance evaluation will suffer if subordinates fail to do a job properly

• The manager may feel the subordinate can not do the job as well as she can do it

• Managers are often too disorganised to delegate

• Managers may fear that subordinates may do a better job than them

Obstacles to effective delegation


Delegation process


Decide on the task to

be delegated

Decide who

should perform

the tasks

Provide resources

Delegate Step in

Feedback

• Tasks that require skills and knowledge that are within the skills and knowledge range of the employees

• Tasks, where the content doesn’t require a specific skill from the employee

• Tasks which do not require a high level of confidentiality

• Tasks that can be completed by employees within the given time parameters

• Tasks with all the relevant data included

Tasks that can be delegated


• Tasks with a high level of confidentiality

• Tasks where management may fear a potential leak of information

• Tasks for when employees are untrained or poorly motivated

• Tasks for which there is a clear lack of skills

Tasks that cannot be delegated


• Primary objective of discipline is to motivate an employee to comply with the organisation’s performance standards.

• A second objective is to create or main mutual respect and trust between the supervisor and the employee

• Think of some examples where disciplinary action may be necessary

3.7 Explain the disciplinary task of management and give and indication of the role of the team leader in the disciplinary

process


• Management of subordinates in a way that prevents behaviour that needs to be disciplined

• Steps to create an environment that supports preventative discipline:– Match the employee with the job through effective

selection, testing an placement– Properly orientate the employee to do the job and

provide necessary training– Clarify proper employee behaviour– Provide frequent and constructive feedback to

employees– Enable employees to address their problems to

management

Preventative discipline


• Criteria that managers use to evaluate workers:– Trait based criteria

– Behaviour based criteria

– Outcome based behaviour

3.8 Explain the evaluating task of managers and give an indication of the role of the junior manager in assessing

worker performance


• Management and workers should come together and decide on the following with regard to worker performance:– The method used to assess performance– When and how many times during the year– How long the assessment will be

• The junior manager can assess work performance, as she will be most familiar with the worker’s performance

• The disadvantage of the junior manager is that she might be too lenient. Why?

Role of the junior manager in assessing worker performance


• In your immediate environment, find out who is responsible for doing the work performance assessment

• Now that you know who is doing the assessment, write down all the key aspects that are important during the assessment of the work performance

• Analyse the assessment criteria as mentioned by the assessor and determine if the assessment process is fair and unbiased

Activity 2.7: Research work


Can you:

1.Describe the management functions?1. List the main management functions in an

organisation?

2. Identify the resources used in an organisation?

3. Explain the role of management in ensuring that resources are used to the best advantage?

Recap


Can you:2. Explain the basic activities involved in the

management process?1. Can you discuss the planning function?2. Can you discuss the organising function?3. Can you discuss the leading function?4. Can you discuss the controlling function?5. Do you know the difference between authority

and accountability?6. Can you discuss the importance of delegation?

Recap


Can you:3. Explain some of the tasks required of managers?

1. Explain the decision-making task?2. Explain the communication task?3. Explain the important of trust?4. Explain the coordinating task?5. Explain the motivating task?6. Explain the disciplinary task?7. Explain the evaluation task?

If you can. Congratulations, you are ready to move onto the next module

Recap


NCV 2 Management Practice Hands-On Support Slide Show - Module 2

Education

Transcript of NCV 2 Management Practice Hands-On Support Slide Show - Module 2