OBS 114Hoofstuk 5 / Chapter 5<br />General Management & Leadership<br />
obs 114 – click-up qUIZ 1<br />7 – 11 March 2011<br />7 – 11 Maart 2011<br />Chapters 1 & 2 <br />Hoofstukke 1 & 2<br />
obs 114 – semester test<br />14 March 2011<br />14 Maart 2011<br />Chapters 1, 2 & 5 <br />Hoofstuk 1, 2 & 5<br />
Framework of chapter<br />Management skills and roles<br />Management levels<br />Planning and strategy<br />Organising<br...
General Management<br /><ul><li>Basic management tasks conducted by all managers, irrespective of their level, nature of s...
Basiesebestuurs “werkies”is “werkies” watgedoen word deurallebestuurdersongeaghulleonderskeievlakke, spesialisasie of die ...
YES, managers differ!<br /><ul><li>Fokus
Vlak
Omvang  & Plek (in waardeketting)
Focus
Level
Scope  & Place (in value chain)	</li></ul>JA, Bestuurdersverskil!<br />
BUT, the fact remains:<br /><ul><li>BLOK
Beplan
Leierskap
Organisasie
Kontrole
Sekondêre___
Motiveer
Kommunikeer
Besluitneming
CLOP
Control
Lead
Organise
Plan
Secondary Tasks
Motivation
Communication
Decision Making</li></ul>Entrepreneurial <br />MAAR ditblynoodsaaklik:<br />
Managers . . .<br />A Manager is a ......... by ...... with ..............<br />Bestuurders . . .<br />‘n Bestuurder is ‘n...
Management Skills:<br />3<br />performance<br />performance<br />level<br />vlak<br />mix<br />mengsel<br />Bestuurs Skill...
1<br />Conceptual<br /><ul><li>Ability to understand complex ideas
Create alternatives in you mind
Solve problems
Make decisions
Must be able to think on your feet – world is changing, diversifying </li></ul>Konseptualiseer<br />
Technical skills<br /><ul><li>Ability to use processes and techniques to perform designated tasks
Success = ability to use
Knowledge
Techniques
Resources</li></ul>TegnieseVermoë<br />2<br />
3<br />Human skills<br /><ul><li>Ability to work in teams (with other people)
Communication Skills
Manage Diversity
Motivation Skills</li></ul>VerhoudingsVermoë<br />
Conceptual Skills<br />Low Level Managers<br />Mid Level Managers<br />Top Level Managers<br />Human Skills<br />Technical...
Managers . . .<br />A Manager is a ......... using ...... by 3 BASIC SKILL SETS<br />Bestuurders . . .<br />‘n Bestuurder ...
Roles<br />3<br />actor<br />akteur<br />Rolle<br />87<br />
1<br />Decisional<br /><ul><li>Negotiator (diversity & conflict)
Entrepreneur (innovation & creativity)
Resource Allocator
Disturbance Handler (takes corrective action)</li></ul>Besluitnemings<br />
2<br />Interpersonal<br /><ul><li>Figure Head (Reflecting acceptable behaviour)
Leader (Motivates & inspire)
Liaison (Alliances between work teams)</li></ul>Interpersoonlike<br />
Informational<br /><ul><li>Monitor
Disseminator
Spokesperson</li></ul>Informasie<br />3<br />
Managers . . .<br />A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using ....
Levels of managementVlakke van bestuurders<br />Level of responsibility <br />Organisational Focus<br />89<br />
Managers . . .<br />A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using ....
Tasks / Werkies<br /><ul><li>CLOP
Control
Lead
Organise
Plan</li></ul>C<br />L<br />O<br />P<br />B<br />L<br />O<br />K<br /><ul><li>BLOK
Beplan
Leierskap
Organisasie
Kontrole</li></ul>89-99<br />
Planning & Strategy / Beplanning & Strategie<br /><ul><li>Types</li></ul>1. Strategic<br /><ul><li>Develop Vision & Mission
Environmental Analysis
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Chapter 5

  1. 1. OBS 114Hoofstuk 5 / Chapter 5<br />General Management & Leadership<br />
  2. 2. obs 114 – click-up qUIZ 1<br />7 – 11 March 2011<br />7 – 11 Maart 2011<br />Chapters 1 & 2 <br />Hoofstukke 1 & 2<br />
  3. 3. obs 114 – semester test<br />14 March 2011<br />14 Maart 2011<br />Chapters 1, 2 & 5 <br />Hoofstuk 1, 2 & 5<br />
  4. 4. Framework of chapter<br />Management skills and roles<br />Management levels<br />Planning and strategy<br />Organising<br />Leadership<br />Control<br />Managerial decision-making<br />Managing for competitive advantage<br />© Van Schaik Publishers 2006<br />
  5. 5. General Management<br /><ul><li>Basic management tasks conducted by all managers, irrespective of their level, nature of specialisation or the specific roles they play within the value chain.
  6. 6. Basiesebestuurs “werkies”is “werkies” watgedoen word deurallebestuurdersongeaghulleonderskeievlakke, spesialisasie of die rollewathullespeel in die waardeketting. </li></ul>AlgemeneBestuur<br />85<br />
  7. 7. YES, managers differ!<br /><ul><li>Fokus
  8. 8. Vlak
  9. 9. Omvang & Plek (in waardeketting)
  10. 10. Focus
  11. 11. Level
  12. 12. Scope & Place (in value chain) </li></ul>JA, Bestuurdersverskil!<br />
  13. 13. BUT, the fact remains:<br /><ul><li>BLOK
  14. 14. Beplan
  15. 15. Leierskap
  16. 16. Organisasie
  17. 17. Kontrole
  18. 18. Sekondêre___
  19. 19. Motiveer
  20. 20. Kommunikeer
  21. 21. Besluitneming
  22. 22. CLOP
  23. 23. Control
  24. 24. Lead
  25. 25. Organise
  26. 26. Plan
  27. 27. Secondary Tasks
  28. 28. Motivation
  29. 29. Communication
  30. 30. Decision Making</li></ul>Entrepreneurial <br />MAAR ditblynoodsaaklik:<br />
  31. 31. Managers . . .<br />A Manager is a ......... by ...... with ..............<br />Bestuurders . . .<br />‘n Bestuurder is ‘n .......... deur ....... met ............<br />
  32. 32. Management Skills:<br />3<br />performance<br />performance<br />level<br />vlak<br />mix<br />mengsel<br />Bestuurs Skills:<br />85 - 86<br />
  33. 33. 1<br />Conceptual<br /><ul><li>Ability to understand complex ideas
  34. 34. Create alternatives in you mind
  35. 35. Solve problems
  36. 36. Make decisions
  37. 37. Must be able to think on your feet – world is changing, diversifying </li></ul>Konseptualiseer<br />
  38. 38.
  39. 39. Technical skills<br /><ul><li>Ability to use processes and techniques to perform designated tasks
  40. 40. Success = ability to use
  41. 41. Knowledge
  42. 42. Techniques
  43. 43. Resources</li></ul>TegnieseVermoë<br />2<br />
  44. 44. 3<br />Human skills<br /><ul><li>Ability to work in teams (with other people)
  45. 45. Communication Skills
  46. 46. Manage Diversity
  47. 47. Motivation Skills</li></ul>VerhoudingsVermoë<br />
  48. 48. Conceptual Skills<br />Low Level Managers<br />Mid Level Managers<br />Top Level Managers<br />Human Skills<br />Technical Skills<br />
  49. 49. Managers . . .<br />A Manager is a ......... using ...... by 3 BASIC SKILL SETS<br />Bestuurders . . .<br />‘n Bestuurder is ‘n ..........deur ....... met 3 STELLE BASIESE VERMOEËNS <br />
  50. 50. Roles<br />3<br />actor<br />akteur<br />Rolle<br />87<br />
  51. 51. 1<br />Decisional<br /><ul><li>Negotiator (diversity & conflict)
  52. 52. Entrepreneur (innovation & creativity)
  53. 53. Resource Allocator
  54. 54. Disturbance Handler (takes corrective action)</li></ul>Besluitnemings<br />
  55. 55. 2<br />Interpersonal<br /><ul><li>Figure Head (Reflecting acceptable behaviour)
  56. 56. Leader (Motivates & inspire)
  57. 57. Liaison (Alliances between work teams)</li></ul>Interpersoonlike<br />
  58. 58. Informational<br /><ul><li>Monitor
  59. 59. Disseminator
  60. 60. Spokesperson</li></ul>Informasie<br />3<br />
  61. 61. Managers . . .<br />A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using ...... with 3 BASIC SKILL SETS<br />Bestuurders . . .<br />‘n Bestuurder is ‘N NERD, WAT BESLUITE NEEM, DIE RESULTATE KOMMUNIKEER EN VERHOUDINGS BESTUURdeur ....... met 3 STELLE BASISE VERMOEËNS <br />
  62. 62. Levels of managementVlakke van bestuurders<br />Level of responsibility <br />Organisational Focus<br />89<br />
  63. 63. Managers . . .<br />A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using ...... with 3 BASIC SKILL SETS<br />Bestuurders . . .<br />‘n Bestuurder is ‘N NERD, WAT BESLUITE NEEM, DIE RESULTATE KOMMUNIKEER EN VERHOUDINGS BESTUURdeur ....... met 3 STELLE BASIESE VERMOEËNS <br />
  64. 64. Tasks / Werkies<br /><ul><li>CLOP
  65. 65. Control
  66. 66. Lead
  67. 67. Organise
  68. 68. Plan</li></ul>C<br />L<br />O<br />P<br />B<br />L<br />O<br />K<br /><ul><li>BLOK
  69. 69. Beplan
  70. 70. Leierskap
  71. 71. Organisasie
  72. 72. Kontrole</li></ul>89-99<br />
  73. 73. Planning & Strategy / Beplanning & Strategie<br /><ul><li>Types</li></ul>1. Strategic<br /><ul><li>Develop Vision & Mission
  74. 74. Environmental Analysis
  75. 75. SWOT
  76. 76. Set LT Goals
  77. 77. Develop Strategies (Corporate & Functional)
  78. 78. Select
  79. 79. Implement & Control
  80. 80. Soorte</li></ul>1. Strategies<br /><ul><li>OntwikkelVisie& Missie
  81. 81. OmgewingsAnaliese
  82. 82. FIESPIT
  83. 83. Mark & Mikro
  84. 84. Stel LT Doelwitte
  85. 85. OnwikkelStrategie (Korporatief & Funksioneel)
  86. 86. Kies
  87. 87. Implimenteer & Kontroleer</li></ul>C<br />L<br />O<br />P<br />B<br />L<br />O<br />K<br />89<br />
  88. 88. Selection of Strategy Porter 4 Generic Strategies<br />Scope of Arena <br />Economic Logic<br />90<br />
  89. 89. Planning & Strategy / Beplanning & Strategie<br /><ul><li>Types</li></ul>2. Tactical<br /><ul><li>Intermediate between Strategic (Corporate )& Operational </li></ul>3. Operational<br /><ul><li>Short term < 1 year
  90. 90. Middle & First Level Mangers </li></ul>4. Functional<br /><ul><li>Medium term
  91. 91. Middle Mangers
  92. 92. Functional Areas
  93. 93. Soorte</li></ul>2. Takties<br /><ul><li>Tussen Strategies (Korporatiewe) & Operasioneel</li></ul>3. Operasioneel<br /><ul><li>KortTermyn < 1 jr
  94. 94. Middel & EersteVlakBestuurders</li></ul>4. Funksioneel<br /><ul><li>Medium termyn
  95. 95. MiddelBestuur
  96. 96. FunksioneleAreas </li></ul>C<br />L<br />O<br />P<br />B<br />L<br />O<br />K<br />
  97. 97. Levels of planning:<br />
  98. 98. WHY PLAN?<br />Direction – management & employees<br />Advanced Technology & Processes<br />Effective interaction<br />Future Orientated<br />91<br />
  99. 99. The Process of Planning:<br />92<br />
  100. 100. Objectives<br />
  101. 101. OBS 114Hoofstuk 5 / Chapter 5<br />General Management & Leadership<br />
  102. 102. Page 7 <br />Of<br />OBS 114<br />Study Guide<br />
  103. 103. .................................................. <br />
  104. 104. Page 15 <br />Of<br />OBS 114<br />Study Guide<br />
  105. 105. “ It is the policy of the Department of Business Management not to make any previous examination or test papers available to students. We believe that students that study only questions will not gain the required insight into the prescribed literature. The desired approach should be for students to study the prescribed literature and then see how they can account for their knowledge when questions are put to them during the test/examination session”<br />
  106. 106. Absolutely NO talking in the class!<br />You may answer questions by raising your hand<br />and ask productive questions<br />You do not need to like a lecturer BUT YOU MUST RESPECT A LECTURER & OTHER STUDENTS.<br />The lecturer prepares for class, it is therefore required of students to prepare for class. <br />Class Rules<br />
  107. 107. obs 114 – semester test<br />14 March 2011<br />14 Maart2011<br />17:30-18:25<br />Chapters 1, 2 & 5 <br />Hoofstuk 1, 2 & 5<br />
  108. 108. Venues:<br />
  109. 109.
  110. 110.
  111. 111.
  112. 112. Organising / Organisering<br />93<br /><ul><li>Unity of Command
  113. 113. Chain of Command
  114. 114. Span of Management
  115. 115. Division of labour
  116. 116. Co-ordination
  117. 117. Responsibility & Authority
  118. 118. Delegation
  119. 119. Flexibility
  120. 120. Eenheid van beheer
  121. 121. Ketting van Beheer
  122. 122. Span
  123. 123. Verdelingvan arbeid
  124. 124. Ko-ordinasie
  125. 125. Verantwoordelikheid en Gesag
  126. 126. Delegasie
  127. 127. Aanpasbaarheid</li></ul>C<br />L<br />O<br />P<br />B<br />L<br />O<br />K<br />
  128. 128. Authority / Gesag<br /><ul><li>Formal / Informal
  129. 129. Line Authority (Chain of Command)
  130. 130. Staff Authority (Advise & assist)
  131. 131. Centralised Authority
  132. 132. Top-down
  133. 133. High levels of control
  134. 134. Less Duplication
  135. 135. Decentralised Authority
  136. 136. Flat
  137. 137. Management Development
  138. 138. Improved efficiency & flexibility</li></ul>94<br />
  139. 139. Organisational Structures<br /><ul><li>WHY Organise?
  140. 140. Easy implementation (efficiency)
  141. 141. Effective Leadership
  142. 142. Motivation = Success = Employees Knowing their role and function
  143. 143. Control</li></ul>94<br />
  144. 144. Functional Structure / Departmentalisation <br />95<br />
  145. 145.
  146. 146. Product Structure / Departmentalisation <br />95<br />
  147. 147.
  148. 148. Geographic Structure / Departmentalisation <br />96<br />
  149. 149.
  150. 150. Matrix Structure / Departmentalisation <br />CEO<br />Finance<br />HR<br />Ops<br />Luxury Cars<br />Trucks<br />97<br />
  151. 151.
  152. 152. How do I choose?<br />98<br />
  153. 153. Informal Structures<br />99<br />
  154. 154. Project Management Structures<br />ONCE-OFF<br />Functional Experts<br />Geographical Experts<br />Product Experts<br />External Experts<br />
  155. 155. Leadership/ Leierskap<br />99<br /><ul><li>Leaders are people that use their power to influence other people.
  156. 156. POWER
  157. 157. Leiers is mensewathullemaggebruikomandermensetebeïnvloed.
  158. 158. MAG</li></ul>C<br />L<br />O<br />P<br />B<br />L<br />O<br />K<br />
  159. 159. Types of Power:<br /><ul><li>Legitimate power (based on position)
  160. 160. Coercive power (based on fear)
  161. 161. Reward power (based on rewards)
  162. 162. Expert power (based on skill & knowledge)
  163. 163. Referent power (personal power relationship)
  164. 164. Information power (persons ability to acquire information of importance)</li></ul>99<br />
  165. 165. Trait Theory<br />Trait Theory implies that people are born with inherited traits and suggests that some traits are particularly suited to leadership. Good leaders are assumed to be people with the right (or sufficient) combination of traits<br />100<br />
  166. 166. What traits?<br />Napoleon: a Leader is a dealer in hope<br /><ul><li>Motivation
  167. 167. Intelligence
  168. 168. Integrity
  169. 169. Self-confidence
  170. 170. Knowledge
  171. 171. Drive</li></li></ul><li>Behavioral Theory <br />Behavioral Theory suggests that leaders can be made, rather than born. Successful leadership is therefore based in definable, learnable behavior. Behavioral Theory is a big leap from Trait Theory, in that it assumes that leadership capability can be learned, rather than being inherent. <br />101<br />
  172. 172. Situational Leadership<br />Contingency Theory (Situational Leadership) implies the leader's ability to lead is contingent upon various situational factors. <br />101<br />
  173. 173. Leadership Factors<br />101<br /><ul><li>Motivation: influences, causes, channels and sustains goal-directed behaviour
  174. 174. Communication: transfer and exchange of information
  175. 175. Group & Teams: Size
  176. 176. Culture & diversity: Globalisation</li></li></ul><li>Conrol/ Kontrole<br />103<br /><ul><li>Ensures coordination and effectiveness
  177. 177. If it’s not measured it’s not done
  178. 178. Versekerkoördinasieen _________
  179. 179. As ditniegemeet word nie, word ditniegedoennie. </li></ul>C<br />L<br />O<br />P<br />B<br />L<br />O<br />K<br />
  180. 180. Types of Control:<br />
  181. 181. 104<br />1<br />2<br />Control Process<br />3<br />4<br />
  182. 182. Criteria for effective control<br />Linked to goals<br />Objective<br />Quantitative and qualitative<br />Timely<br />Acceptable<br />Full understanding<br />Cost-benefit<br />Must result in action<br />Participation<br />105<br />© Van Schaik Publishers 2006<br />
  183. 183. Managers . . .<br />A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using CLOP with 3 BASIC SKILL SETS<br />Bestuurders . . .<br />‘n Bestuurder is ‘N NERD, WAT BESLUITE NEEM, DIE RESULTATE KOMMUNIKEER EN VERHOUDINGS BESTUURdeurte BLOK met 3 STELLE BASIESE VERMOEËNS <br />
  184. 184. 105-110<br />Making decisions<br />Die maak van besluite<br />
  185. 185. Success is influenced by . . .<br /><ul><li>The short & long term decisions managers make every day.</li></ul>Decision-making is the process whereby managers evaluate and compare different alternatives, selecting the most appropriate alternative to solve a problem or to utilise resources. <br />105<br />
  186. 186. Problems, solutions & conditions<br />Conditions of Certainty<br />Conditions of Uncertainty<br />Relatively Common<br />Structured<br />PROBLEMS<br />Unusual & Ambiguous<br />Unstructured<br />PROBLEMS<br />Continuum<br />Complex & Undefined<br />SOLUTION<br />Known & well -defined<br />SOLUTION<br />
  187. 187. Types of decisions:<br />107<br />
  188. 188. Rational Decision-Making Process<br />108<br />
  189. 189. Managing for Competitive Advantage<br />The most important advantages are<br /><ul><li>cost leadership
  190. 190. speed
  191. 191. quality
  192. 192. innovation</li></ul>109<br />
  193. 193. Thank You<br />Steve Jobs, Co-Founder of Apple Inc said: <br />“Innovation distinguishes between a leader and a follower.”<br />Dankie<br />

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