Manager Development
BUSINESS MANAGEMENT 3C
(MANAGER DEVELOPMENT/BUM 321)
ASSIGNMENT 1
Question 1
a)
The roles of management are the four basic management functions (planning, organising, leading and controlling) and six additional management functions (decision making, communication, coordination, delegation and disciplining). The basic management functions are the most important steps in the management process and are performed consecutively during each activity during the simultaneous performance of different elements of the management function. The six additional management functions are usually performed in some or other combination with the four basic management functions.
Planning
The first phase of planning involves a conscious deliberation and visualisation of what the business and its departments should achieve within a particular time in order to be successful despite the uncertainty of the future.
It comprises environmental scanning of the future circumstances and the formulation of goals (long term) and objectives (short term) in every area where performance or results are expected.
The second phase of planning concerns the drifting of a realistic, feasible plan which spells out the activities that have to be executed and the resources that will be required to reach the stated objectives and goals.
Besides environmental scanning and objective setting, planning also includes policy formulation and interpretation and the establishment of programmes, schedules, procedures and methods, budgets, standards, rules and regulations.
Organising
Organising deals with the grouping and allocation of activities to main functional divisions and subdivisions, as well as with the creation of posts within these division and determining their duties, authority and responsibilities. During this process an organisation structure is established which provides the structural framework of the business 's activities, its main and subdivision, formal lines of
(MANAGER DEVELOPMENT/BUM 321)
ASSIGNMENT 1
Question 1
a)
The roles of management are the four basic management functions (planning, organising, leading and controlling) and six additional management functions (decision making, communication, coordination, delegation and disciplining). The basic management functions are the most important steps in the management process and are performed consecutively during each activity during the simultaneous performance of different elements of the management function. The six additional management functions are usually performed in some or other combination with the four basic management functions.
Planning
The first phase of planning involves a conscious deliberation and visualisation of what the business and its departments should achieve within a particular time in order to be successful despite the uncertainty of the future.
It comprises environmental scanning of the future circumstances and the formulation of goals (long term) and objectives (short term) in every area where performance or results are expected.
The second phase of planning concerns the drifting of a realistic, feasible plan which spells out the activities that have to be executed and the resources that will be required to reach the stated objectives and goals.
Besides environmental scanning and objective setting, planning also includes policy formulation and interpretation and the establishment of programmes, schedules, procedures and methods, budgets, standards, rules and regulations.
Organising
Organising deals with the grouping and allocation of activities to main functional divisions and subdivisions, as well as with the creation of posts within these division and determining their duties, authority and responsibilities. During this process an organisation structure is established which provides the structural framework of the business 's activities, its main and subdivision, formal lines of
Bibliography: Whetten - Cameron, (2002) Developing Management Skills. Fifth Edition, New Jersey, Prentice Hall Goleman, (1995) Emotional Intelligence: Why It Can Matter More Than IQ Luthans,. (1998) Organisational Behaviour. Boston, MA. McGraw-Hill. Sosik, J. J., Megerian, L. E. (1999) 'Understanding Leader Emotional Intelligence and Performance ', Group & Organisation Management, 24 No.3, pp. 367-390