KEY MANAGEMENT ROLES

1. SO…. We’ve been through mgt structures, now for the last major topic before your part 1 of SAC/OUTCOME 2 KEY MANAGEMENT ROLES POLC PLANNING ORGANISING LEADING CONTROLLING

2. LET’S GO ON A HOLIDAY? • 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….. LETS GO OVERSEAS RIGHT NOW !!

3. PLAN YOU HAVE TO When will you have free time to go? • Weekends • School Holidays How you going to get there? • PLANE • TRAIN • BICYCLE

4. 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

5. PLANNING

6. RecapCEO/ 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 organisation’s existence)

7. 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

8. ORGANISING

9. LEADING

10. 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

11. 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

12. 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

13. 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.

14. 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

15. 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

16. 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

17. 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

18. Real Life Leaders What type of leadership qualities do these people in the following slides have?

19. Dalai Lama

20. Margaret Thatcher

21. Nelson Mandela

22. Adolf Hitler

23. OPRAH!

24. 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

25. 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)

26. CONTROLLING

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

28. 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, re-evaluate set goals and expectations and/or take corrective action in order to list performance.

29. What Must a Manager Control? The three main things a manager must control are: • 1. Human resources • 2. Financial resources • 3. Material resources

30. 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

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

32. 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)

33. 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 KPI’s are measured • No feedback can result in a loss of control and irreversible damage.

34. 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)

35. 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.

36. 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.

37. 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