Professional Documents
Culture Documents
Management Roles:
Interpersonal Role:
The interpersonal role involves the manager to have the ability to relate and
interact with people.
Leading includes the capacity to communicate and motivate employees
towards the organizations goals and objectives.
Informational Role:
The informational role involves monitoring and sharing knowledge listening
to others and acting as the spokesperson for a business.
Managers need to gather, progress and pass on information to the relevant
people
Decisional Role:
Involves problem solving and making choices. The four main decisional roles
are:
Skills Of Management:
Team Work Skills: Layers of management are being removed and replaced by
work teams. One obvious change is that managers will have to work more
closely with people over whom they have no apparent authority.
Classical Scientific:
Management as Planning:
Strategic (long term planning)- is planning for the following three to five years.
This level of planning will assist in determining where in the market the
business wants to be and what the business wants to achieve in relation to its
competitors.
Operational (short term planning)- provides specific details about the way in
which the business will operate in short term. Management controls the day to
day operations that contributors to achieving short term actions and
objectives. Examples of operational plans are daily and weekly production
schedules.
Management as Organizing:
Division of labour refers to the degree to which tasks are subdivided into
separate jobs. Classical scientific theorists believed that there was only one
way to do a job and complex tasks should be broken down into a series of
simplified series of tasks. This hierarchical structure has a:
Leadership Styles:
Laissez Faire: Very free management and employees know what they are
doing and get it done.
Management as Leading:
Leading: is having a vision of where the business should be in the long and
short term and being able to direct and motivate human recourses in an
organisation to achieve its objectives.
Management as Motivating:
Motivation: is the internal process that energises, directs and sustains
individuals behaviour. It is the personal force that causes a person to behave
in a particular way. Some techniques for motivation include, rewarding,
encouragement, enhancing self esteem and employee participation.
Management as Communicating:
Communication: is the exchange of information between people, the sending
and receiving of messages. Without effective communication the most well
thought out plans and strategies will probably fail.
Managers have to match the correct source of power to each situation, they
are:
Structures as Coalitions:
A manager adopting this management theory will be in a better position to
view the organisation as a coalition of groups who are, for the most part,
pursuing their own sell interest and personal agendas.
Stresses the need for flexibility and adaption of management practices and
ideas to suit changing circumstances.