Transcript KEY MANAGEMENT ROLES

SO…. We’ve been through mgt structures, now for the last major topic
before your part 1 of SAC/OUTCOME 2
KEY
MANAGEMENT
ROLES
PLANNING
ORGANISING
LEADING
CONTROLLING
LET’S GO ON A
HOLIDAY?
LETS GO OVERSEAS
RIGHT NOW !!
 Lets go here…. HAWAII
 WHY NOT?
 DERRR…You just can’t pack your bags
and head off to the airport!
 You still have more than 30 minutes of
Bus Man class…..
YOU HAVE TO PLAN
When will you have free time to go?
 Weekends
 School Holidays
How you going to get there?
 PLANE
 TRAIN
 BICYCLE
Other Questions to consider:
 Where are you going?
 Where are you staying?
 What activities do you want to take part in?
 Eg. Love skiing? Seasonal..Not in Summer
PLANNING
CEO/ Top Level Management
 VISION (Where you want your organisation to
be, how you want to be viewed by others,
organisation's aspirations)
Recap
 MISSION (Overall main aim or purpose of
organisation, reason for organisation’s
existence)
PLANNING:
Is the activity of working out how the
business will achieve its objectives- where
the business is heading and how it intends
to get there
ORGANISING
LEADING
Definition
The process of directing and
coordinating tasks, both day to day
and specific to the achievements of
individual objectives, and involves
both motivating staff and developing
their potential or coaching them
Leadership & Success
The success or failure of a business is
dependent on an individual rather than a
specific criterion.
A managers ability to ‘lead’ will be greatly
influenced and determined by experience,
knowledge and most importantly their
personal attributes and their ability to
produce positive working environments
Characteristics of a good leader
A number of management theorists have
provided list of the characteristics of good
leadership and many of these qualities can
be classified according to three categories:
 Interpersonal Qualities
 Informational Qualities
 Decision-making qualities
Think Pair Share
 What Qualities do you think a good leader
should have?
 List three Qualities, share them with a
partner and then we will discuss them as a
class.
Interpersonal Qualities
The way a leader relates to their colleagues
and other employees can reflect their
interpersonal qualities such as:
 Vision- to be able to see and share the big
picture
 Inspirational qualities
 The ability to build trust in their working
relationships
 Humility- not to be vain or boastful about
achievements
Informational Qualities
Leaders should have the knowledge
required of a person in their role. They
should be able to:
 Gather the relevant information
 Analyse and understand the implications of
information received
 Disseminate (def-sort through) relevant
information, and be able to communicate it
clearly
Decision-making Qualities
 Leaders are often called upon to make hard
decisions. Good leaders take this responsibility
seriously, striving to do what is best for the
organisation. Good leaders do not shirk this
responsibility, but rather try to be fair and just in
making these decisions
 In addition, the choice of management style that
is adopted and the ability to use a wide range of
management skills, can also contribute to
making a good leader
Qualities Summarised
A successful leader should be:
 A visionary, able to see the bigger picture
 Self-disciplined, with the patience to see the vision
through to its conclusion
 Able to lead by example, to inspire and motivate
employees with a ‘can do attitude’
 An excellent communicator, with outstanding
interpersonal skills
 Able to motivate employees to get things done
 Willing to provide ongoing feedback for
employees
Real Life Leaders
What type of leadership
qualities do these people
in the following slides
have?
Dalai Lama
 Margaret
Thatcher
Nelson
Mandela
Adolf Hitler
OPRAH!
Management Styles
The four key management styles are:
 Autocratic- a manager who rules with absolute authority
 Persuasive- a manager who endeavors to persuade
employees and the decisions they have made are not
only in the companies best interest, but theirs also
 Consultive- a manager who actively consults or seeks
the opinion of the employees and whose opinions
influence decisions
 Participative- a manager who is team focused, and
generally incorporates the suggestions made by the
employees into their decisions
Why that Management style?
The style of leadership a manager
pursues will be influenced in part by:
 their nature (Shy, diplomatic, arrogant)
 the culture of the organisation (Lazy, sense
of community & loyalty, immoral practices, all about
the bottom line, humane, etc. )
 the situation in which they find
themselves. (Change style to produce most
effective outcome eg. If employee take advantage
of consultative style & productivity starts to decline
they might need to switch to a more persuasive or
autocratic mix to get productivity going or vice
versa)
CONTROLLING
Definition
Controlling involves monitoring all
management processes,
including planning, leading and
organising to ensure the
realisation of organisational
objectives
Attributes of controlling
Controlling requires management to:
 Set and establish bench marks for performance
 Select criteria or ways in which to evaluate
 performance (incorporating KPI’s)
 Measure performance and compare it to
forecast or planned objectives
 Identify where a performance gap exists, reevaluate set goals and expectations and/or take
corrective action in order to list performance.
What Must a Manager Control?
The three main things a manager must
control are:
1. Human resources
2. Financial resources
3. Material resources
1. Human resources
The human resource manager is considered
to be the most valuable of all resources.
Each individual will have a different level of
experience, education and training and often
a different task to perform within a team.
Allocating tasks should be based on the
employees experience skill etc. so as to
ensure maximum control is maintained
Controlling Human Resources
Controlling human resources requires:
 Establishing performance standards
 Providing feedback
 Measuring performance
 Taking action where required for all
members of the team
Establishing Standards
 Should be applied where key tasks critical
to the success of an objective are
involved.
 These standards are know as key
performance indicators (KPI’s)
 These provide managers with
performance targets and the opportunity
to measure actual performance against
them, both quantitative (against numeric
data) and qualitative (against peoples
opinions)
Feedback
 Importance of honest, open and ongoing
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feedback cannot be overstated.
It should be part of a managers routine
It provides managers with a continuous means
of controlling situations and employees with
genuine comments about what was done well
and where to improve.
Involves ongoing performance appraisals where
KPI’s are measured
No feedback can result in a loss of control and
irreversible damage.
2. Financial Resources
 To maintain financial control, managers
should ensure a budget and record of
expenditure is kept and is up to date and
accurate at all times
 Often there is more than one party within a
business who controls financial resources.
For example a department may be allocated a
budget for which the department manager has
control, but any expenditure over and above that
budget may need to be approved by top-level
management (The management director and in
some cases the board)
3. Material resources
 Material resources include plant and
equipment. The task of maintaining
these may be allocated to lower level
or front-line managers; however, their
importance should not be
disregarded.
The four roles of management
 In reality the four roles of management are
interrelated and independent. This means
that in order to be an effective leader,
managers must be able to Plan, Organise,
Lead and Control their operations in
synchronicity.
POLICY DEVELOPMENT
 Policies are high-level guidelines which
follow the strategic direction of the
organisation. They establish limits but do
control the steps taken to achieve
objectives