KEY MANAGEMENT ROLES

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KEY MANAGEMENT ROLES
SO. Weve been through mgt structures, now for
the last major topic before your part 1 of
SAC/OUTCOME 2
POLC
PLANNING ORGANISING LEADING
CONTROLLING
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LETS GO ON A HOLIDAY?
LETS GO OVERSEAS RIGHT NOW !!

• Lets go here. HAWAII
• WHY NOT?
• DERRRYou just cant pack your bags and head off
  to the airport!
• You still have more than 30 minutes of Bus Man
  class..

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YOU HAVE TO
PLAN

• When will you have free time to go?
• Weekends
• School Holidays
• How you going to get there?
• PLANE
• TRAIN
• BICYCLE

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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

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PLANNING
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• Recap CEO/ Top Level Management
• VISION (Where you want your organisation to be,
  how you want to be viewed by others,
  organisation's aspirations)
• MISSION (Overall main aim or purpose of
  organisation, reason for organisations
  existence)

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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

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ORGANISING
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LEADING
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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

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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

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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

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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.

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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

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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

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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

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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

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Real Life Leaders

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

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Dalai Lama
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• Margaret
• Thatcher

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Nelson Mandela
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Adolf Hitler
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• OPRAH!

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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

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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)

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CONTROLLING
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Definition

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

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Attributes of controlling

• Controlling requires management to
• Set and establish bench marks for performance
• Select criteria or ways in which to evaluate
• performance (incorporating KPIs)
• Measure performance and compare it to forecast or
  planned objectives
• Identify where a performance gap exists,
  re-evaluate set goals and expectations and/or
  take corrective action in order to list
  performance.

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What Must a Manager Control?

• The three main things a manager must control
  are
• 1. Human resources
• 2. Financial resources
• 3. Material resources

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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

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Controlling Human Resources

• Controlling human resources requires
• Establishing performance standards
• Providing feedback
• Measuring performance
• Taking action where required for all members of
  the team

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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 (KPIs)
• 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)

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Feedback

• Importance of honest, open and ongoing 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
  KPIs are measured
• No feedback can result in a loss of control and
  irreversible damage.

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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)

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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.

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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.

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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