Sac Three: Chapter 5

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Effective Management

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Involved getting work done through the actions of other people. Significant roles of a manager is Planning, organising, leading and controlling.

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Role of Management: (POLC): <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

Planning (DecisionMaking – mainly used for strategic planning):

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· Planning occurs at 3 levels:<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

- Strategic:long term (2-5years), senior management

- Tactical:medium term (1-2years), middle management

- Operational:short term (up to a year), front line managers

· When Planning there are 5 Steps to follow:

- SetObjectives: imperative that organisations set and review its goals on anongoing basis, and making staff aware of what they are trying to do.

- Analysesituation: SWOT allows organisations to evaluate their position.

- Developalternatives: weighing up the options or possible courses of action andassess their appropriateness.

- Implementplan: once options have been evaluated, one should be selected andimplemented.

- Monitorprogress: must monitor the results of the implemented plan assess whetheror not objectives were met.

· Planning should include a SWOT analysis:

- Strength:include reputation, quality, and social responsibility.

- Weakness:reputation and structure

- Opportunity:globalisation, low interest rates

- Threats:globalisation, increase costs, environment issues.

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Role of Management: (POLC):

Organising(Co-ordinating resources – Labour, materials)<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

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§ Allocating tasks to employees/teams<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

§ Co – coordinating employees/tasks to ensureorganisations operate efficiently and effectively.

§ Ensure employees have resources to work happily.

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Role of Management: (POLC):

Leading (Influencing/Motivating– the plan):<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

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§ Leading is getting people to follow willingly<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

§ Creating confidence and empowering employees

§ Good leadership involves having a vision,knowledge, being goal driven, working with others, being supportive and being arole model.

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Role of Management: (POLC):

Controlling(Implementing/ Monitoring)<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

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§ Is monitoring the progress of the plan.<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

§ Looks at performance standards

§ Controlling includes:

- PerformanceStandards: meeting objectives

- Time:meeting deadlines

- Cost:reducing costs/ expenses

- Financial:setting objectives to control employees

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Management Styles:

Autocratic (Tells):<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

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· Managers make all decisions, one waycommunication, consistent. <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

- Advantages:decisions made quickly, works in time when hard decisions have to be madequickly.

- Disadvantages:employee input not taken into account when decisions are made, employee skillsnot utilised, employee motivation limited.

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Management Styles:

Persuasive (Sells): <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

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· One way communication, no feedbacks fromemployees, decisions are made by managers and reasons are given, consistency. <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

- Advantages: decisionsmade quickly, reasons for decisions are explained to better understand.

- Disadvantages: negativeresponse from employees is unlikely to change a decision.

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Management Styles:

Consultative (Asks): <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

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· Employees have input into decisions, some twoway communication.<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

- Advantages: employeeexpertise into decision making process, responsibility for decisions stay withmanagement, decision made quickly.

- Disadvantages: someemployee input into decisions but not all skills are utilised, takes more timeto make decisions due to need for consultation, and assumes employees want tobe involved in decision making.

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Management Styles:

Participative(Involves): <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

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· Employee & management make decisions inconsultation, two way communication, decision making shared and team work.<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

- Advantages: decisionsare made by those with skills & experience; decisions are the best decisionpossible, employee skills & expertise utilised.

- Disadvantages: lengthyprocess, management may have a decision that is not what they want, employeesmay not want to be involved.

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Management Styles:

Laissez Faire(Freedom):<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

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· Managers have little to do with daily running ofbusiness, an employee have decision making power, works when employees areskilled and experienced.<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

- Advantages: employeepotential & skills utilised, high creativity, may lead to new ways of doingthings, increase employee commitment and motivation.

- Disadvantages: authorityunclear, managers unclear about what is happening, decisions making blurred,limited use in most work settings, trouble competing with other organisations.

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Management Skills

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Skills refer to do something well, gained through training and experience in order to achieve the required work.

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Management Skills

Communication:

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The process of creating and exchanging informationbetween people that produces the required response. Essential as managers mustbe able to clarify with employees the tasks completed. <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

-Interpersonal: manager sharing information with a small group

- Organisational: managerusing a system such as email to inform a larger group.

- EffectiveCommunication: Managers and employees must clearly understand what is beingcommunicated. Barriers such as noise, language, culture, age and level ofeducation must be considered when communicating.

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Management Skills

Delegation:

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1. passing of authority to perform tasks or makedecisions. Responsibility remains with person delegating. <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

· Benefitsof Delegating:

- Work can continue without manager

- Time saver: allowing management to focus onother matters

- Provides skill training and personaldevelopment.

· Whendelegating, the following should be considered:

- What job/ task is to be completed?

- What authority is required for this task?

- The ability to select appropriate people to dothe task

- Good communication skills

- Ability to establish performance standards anddeadlines

- Ability to monitor and assess of the completedtask.

Some task shouldn’t be delegated: strategicplanning, high risk decisions, high cost decisions, confidential matters,specialised areas where employees lack training.

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Management Skills

Decision Making and Problem Solving:

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1. When a manger is making a decision, they aresolving a problem – when solving a problem, a manger is making a decision. <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

· Problem solving skill recognises problems, thendevises and implements a plan of action.

· Effective Communication is important

· Consultation can be an aid in the decisionmaking process

· Gathering and analysing information is important

· Allow time to analyse the problem andflexibility to be part of the process.

· Six stepprocess should be used:

1. Define The Objective – What isthe problem?

2. Outlinethe facts – search for factors that may have created the problem

3. Decide on the cause of the problem –what has caused the problem?

4. Develop Several solutions – thismay take time, look at benefits/costs

5. Select and put the most practicalsolution into effect – clearly communicate

6. Evaluate the effectiveness of thesolution – monitor and provide feedback

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Management Skills

Negotiation:

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1. the process of the parties reaching an agreementor resolution through discussion. Requires effective communication to create awin – win situation. <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

· Steps tohave a successful negotiation:

1. Good preparation – establish objective

2. Establish a positive working atmosphere to negotiate

3. Make the proposal – present clearly andconfidently

4. Respond to the proposal - listen to others

5. Establish position – be prepared to bargain/compromise

6. Record information and confirm understanding

7. Close negotiation

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Management Skills

Team Building:

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1. enabling individuals to effectively work withothers in order to achieve shared goals.<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

· Involvesthe ability to:

-Develop commitmentto common vision

-Promotepositive relationship within a group

-Developrespect for the ideas of others

-Recognise andallow for individual strengths and weaknesses

-Co-ordinate efforts toachieve goals

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Management Skills

Time Management:

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1. making the best use of time in order to completetasks in an efficient and effective manner<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

· Involvesthe ability to:

-Establish priorities

-Estimate the time needed tocomplete tasks

-Plan the use of time

-Meet deadlines

-Minimise time wastingactivities

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Management Skills

Stress Management:

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1. the ability to minimise and control the impactof pressure and strain in the workplace. <?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

· Stress can cause absenteeism, poor performance,poor workplace relations and negative attitudes

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Management Skills

Analytical:

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theability to identify and solve complex situations based on the informationavailable.

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Management Skills

Technical:

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theability to respond and have the knowledge an suggest new or alternative or makemodifications/alterations to existing systems

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Management Skills

Emotional Intelligence:

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the ability to identify/perceive,understand/assess and regulate/manage emotions in ourselves and in others. It’show to interact positively with employees.