A manager is a nerd that makes decisions, communicates results and has many relationships using CLOP with 3 basic skill sets. Managers plan using CLOP, organize using BLOK, lead and control with their conceptual, technical and human skills. Effective management requires balancing operational, tactical and strategic planning with organizational structures, leadership approaches and control systems.

1. OBS 114Hoofstuk 5 / Chapter 5 General Management & Leadership

2. obs 114 – click-up qUIZ 1 7 – 11 March 2011 7 – 11 Maart 2011 Chapters 1 & 2 Hoofstukke 1 & 2

3. obs 114 – semester test 14 March 2011 14 Maart 2011 Chapters 1, 2 & 5 Hoofstuk 1, 2 & 5

4. Framework of chapter Management skills and roles Management levels Planning and strategy Organising Leadership Control Managerial decision-making Managing for competitive advantage © Van Schaik Publishers 2006

6. Basiesebestuurs “werkies”is “werkies” watgedoen word deurallebestuurdersongeaghulleonderskeievlakke, spesialisasie of die rollewathullespeel in die waardeketting. AlgemeneBestuur 85

8. Vlak

9. Omvang & Plek (in waardeketting)

10. Focus

11. Level

12. Scope & Place (in value chain) JA, Bestuurdersverskil!

14. Beplan

15. Leierskap

16. Organisasie

17. Kontrole

18. Sekondêre___

19. Motiveer

20. Kommunikeer

21. Besluitneming

22. CLOP

23. Control

24. Lead

25. Organise

26. Plan

27. Secondary Tasks

28. Motivation

29. Communication

30. Decision MakingEntrepreneurial MAAR ditblynoodsaaklik:

31. Managers . . . A Manager is a ......... by ...... with .............. Bestuurders . . . ‘n Bestuurder is ‘n .......... deur ....... met ............

32. Management Skills: 3 performance performance level vlak mix mengsel Bestuurs Skills: 85 - 86

34. Create alternatives in you mind

35. Solve problems

36. Make decisions

37. Must be able to think on your feet – world is changing, diversifying Konseptualiseer

40. Success = ability to use

41. Knowledge

42. Techniques

43. ResourcesTegnieseVermoë 2

45. Communication Skills

46. Manage Diversity

47. Motivation SkillsVerhoudingsVermoë

48. Conceptual Skills Low Level Managers Mid Level Managers Top Level Managers Human Skills Technical Skills

49. Managers . . . A Manager is a ......... using ...... by 3 BASIC SKILL SETS Bestuurders . . . ‘n Bestuurder is ‘n ..........deur ....... met 3 STELLE BASIESE VERMOEËNS

50. Roles 3 actor akteur Rolle 87

52. Entrepreneur (innovation & creativity)

53. Resource Allocator

54. Disturbance Handler (takes corrective action)Besluitnemings

56. Leader (Motivates & inspire)

57. Liaison (Alliances between work teams)Interpersoonlike

59. Disseminator

60. SpokespersonInformasie 3

61. Managers . . . A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using ...... with 3 BASIC SKILL SETS Bestuurders . . . ‘n Bestuurder is ‘N NERD, WAT BESLUITE NEEM, DIE RESULTATE KOMMUNIKEER EN VERHOUDINGS BESTUURdeur ....... met 3 STELLE BASISE VERMOEËNS

62. Levels of managementVlakke van bestuurders Level of responsibility Organisational Focus 89

63. Managers . . . A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using ...... with 3 BASIC SKILL SETS Bestuurders . . . ‘n Bestuurder is ‘N NERD, WAT BESLUITE NEEM, DIE RESULTATE KOMMUNIKEER EN VERHOUDINGS BESTUURdeur ....... met 3 STELLE BASIESE VERMOEËNS

65. Control

66. Lead

67. Organise

69. Beplan

70. Leierskap

71. Organisasie

72. Kontrole89-99

74. Environmental Analysis

75. SWOT

76. Set LT Goals

77. Develop Strategies (Corporate & Functional)

78. Select

79. Implement & Control

81. OmgewingsAnaliese

82. FIESPIT

83. Mark & Mikro

84. Stel LT Doelwitte

85. OnwikkelStrategie (Korporatief & Funksioneel)

86. Kies

87. Implimenteer & KontroleerC L O P B L O K 89

88. Selection of Strategy Porter 4 Generic Strategies Scope of Arena Economic Logic 90

91. Middle Mangers

92. Functional Areas

95. MiddelBestuur

96. FunksioneleAreas C L O P B L O K

97. Levels of planning:

98. WHY PLAN? Direction – management & employees Advanced Technology & Processes Effective interaction Future Orientated 91

99. The Process of Planning: 92

100. Objectives

101. OBS 114Hoofstuk 5 / Chapter 5 General Management & Leadership

102. Page 7 Of OBS 114 Study Guide

103. ..................................................

104. Page 15 Of OBS 114 Study Guide

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”

106. Absolutely NO talking in the class! You may answer questions by raising your hand and ask productive questions You do not need to like a lecturer BUT YOU MUST RESPECT A LECTURER & OTHER STUDENTS. The lecturer prepares for class, it is therefore required of students to prepare for class. Class Rules

107. obs 114 – semester test 14 March 2011 14 Maart2011 17:30-18:25 Chapters 1, 2 & 5 Hoofstuk 1, 2 & 5

108. Venues:

113. Chain of Command

114. Span of Management

115. Division of labour

116. Co-ordination

117. Responsibility & Authority

118. Delegation

119. Flexibility

120. Eenheid van beheer

121. Ketting van Beheer

122. Span

123. Verdelingvan arbeid

124. Ko-ordinasie

125. Verantwoordelikheid en Gesag

126. Delegasie

127. AanpasbaarheidC L O P B L O K

129. Line Authority (Chain of Command)

130. Staff Authority (Advise & assist)

131. Centralised Authority

132. Top-down

133. High levels of control

134. Less Duplication

135. Decentralised Authority

136. Flat

137. Management Development

138. Improved efficiency & flexibility94

140. Easy implementation (efficiency)

141. Effective Leadership

142. Motivation = Success = Employees Knowing their role and function

143. Control94

144. Functional Structure / Departmentalisation 95

146. Product Structure / Departmentalisation 95

148. Geographic Structure / Departmentalisation 96

150. Matrix Structure / Departmentalisation CEO Finance HR Ops Luxury Cars Trucks 97

152. How do I choose? 98

153. Informal Structures 99

154. Project Management Structures ONCE-OFF Functional Experts Geographical Experts Product Experts External Experts

156. POWER

157. Leiers is mensewathullemaggebruikomandermensetebeïnvloed.

158. MAGC L O P B L O K

160. Coercive power (based on fear)

161. Reward power (based on rewards)

162. Expert power (based on skill & knowledge)

163. Referent power (personal power relationship)

164. Information power (persons ability to acquire information of importance)99

165. Trait Theory 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 100

167. Intelligence

168. Integrity

169. Self-confidence

170. Knowledge

172. Situational Leadership Contingency Theory (Situational Leadership) implies the leader's ability to lead is contingent upon various situational factors. 101

174. Communication: transfer and exchange of information

175. Group & Teams: Size

177. If it’s not measured it’s not done

178. Versekerkoördinasieen _________

179. As ditniegemeet word nie, word ditniegedoennie. C L O P B L O K

180. Types of Control:

181. 104 1 2 Control Process 3 4

182. Criteria for effective control Linked to goals Objective Quantitative and qualitative Timely Acceptable Full understanding Cost-benefit Must result in action Participation 105 © Van Schaik Publishers 2006

183. Managers . . . A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using CLOP with 3 BASIC SKILL SETS Bestuurders . . . ‘n Bestuurder is ‘N NERD, WAT BESLUITE NEEM, DIE RESULTATE KOMMUNIKEER EN VERHOUDINGS BESTUURdeurte BLOK met 3 STELLE BASIESE VERMOEËNS

184. 105-110 Making decisions Die maak van besluite

186. Problems, solutions & conditions Conditions of Certainty Conditions of Uncertainty Relatively Common Structured PROBLEMS Unusual & Ambiguous Unstructured PROBLEMS Continuum Complex & Undefined SOLUTION Known & well -defined SOLUTION

187. Types of decisions: 107

188. Rational Decision-Making Process 108

190. speed

191. quality

192. innovation109

193. Thank You Steve Jobs, Co-Founder of Apple Inc said: “Innovation distinguishes between a leader and a follower.” Dankie