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MMB 414
LECTURER:
Dr L. SEBONI
OFFICE: 247/475
sebonils@ub.ac.bw
INTRODUCTION TO MANAGEMENT
LECTURE AGENDA
Management styles
Management
responsibilities and tasks
Delegation Process
Management Styles
2. Responsibilities to employees
Rewards for their labour.
Good working conditions (health and safety).
Job that meets career aspirations.
3. Responsibility to customers
Receive the goods they need at the right place at the right time
Both internal and external customers. Internal customers rely
on the manager and his team to provide a product or service to
which they can add value enroute to the customer (value
chain). See diagram below for internal customers.
Management Responsibilities and Tasks
4. Responsibilities to suppliers
In time information.
Prompt payment on goods delivered.
Planning:
Define long term goals, objectives and policies (strategy).
Corporate goals are later broken down up to individual
goals as shown in the diagram below.
Establishment of processes and setting of performance
standards to be used in the measuring stage.
Budgets, covering expenses, capital and human resources
are determined here.
Management Responsibilities and Tasks
The formulation of a plan
Organizing:
Prime activity here splitting work into manageable tasks.
Allocation of tasks to groups and or individuals.
Ensuring tasks are coordinated and there is no duplication of
activities by sanctioning of the work.
Recruitment and training of people to carry out the set tasks
is also done here.
Customer needs should be thoroughly understood and
continuously communicated to the teams delivering the job.
Effective delegation should be practiced since the manger
cannot do everything.
Management Responsibilities and Tasks
Integrating:
Phase that takes the longest time since this is where the
plan of action is carried out.
Multiple decisions needs to be taken within very short
periods of time with little time to think the decisions
through.
It is important here for managers to be able to see and
know the whole picture in order not to take wrong
decisions (needs to separate wood from trees).
Longer the time decisions can be left to be made the better,
but too long delays missed opportunities arise and problem
gets worse.
Should act as acknowledged leaders of their groups and
provide direction.
Good communication skills are very important in this
stage, with facts following up and down the group, also
Management Responsibilities and Tasks
being able to filter information so as to avoid
misunderstandings to the group.
Dispute management skills will also be very important
here.
The manager should also ensure that the team can see and
is focused on the eventual goals that are meant to be
achieved.
Measuring:
Competitors:
Loss of market share and revenues
Government:
Direct constraint..? (Health and safety; taxes on
profits; prevention of monopolistic behaviour)
Indirect constraint..? (government action which
can affect exchange rates and international
business).
Natural Environment:
Acts of God..?
Fire that can close down the factory
Snow disrupts logistics
Opportunities can also arise from the natural
environment…?
Labour Market:
Shortage of skilled labour
Management Responsibilities and Tasks
Management Responsibilities and constraints
Creditors
Need for short term returns on their lendings
and high interest rates.
Delegation Process
Delegation: True delegation involves where
subordinates are given a high level of autonomy to
act as they think best, to achieve the results agreed
with the leader. Monitoring of the activity by the
leader would normally occur at agreed points only,
unless the subordinate requested help from the
leader earlier.
How to Delegate?
ii. They live 'by the book' and are usually very good employees.
ix. They are very logical and practical and have good
planning skills.
ii. They do not criticize their subordinates, even when they are
poor performers, and may in fact support them too much, so
unconsciously retarding their development.
iii. The productivity of the group under the Nice guy is low and
conflict often simmers under the surface, waiting to burst out.
When it does the manager does not know how to handle it.
v. Very few decisions are made and usually they are very poor,
since the manager is ready to yield to pressure from almost
any source.
BOSSES
Bosses:
i. These managers are bullies! They like to have their own
way and bully their staff (especially their secretaries) in
order to enhance their own sense of power.
iii. Bosses occur at every level, often quite low within the
organization.