THE FOLLOWING ROLES ARE REQUIRED FROM AN INDIVIDUAL IN ORDER TO BE A SUCCESSFUL

EFFICIENT MANAGER:

 Interpersonal: a manager must be able to interact with ones co workers/team, to be able to

lead a team into explaining the day to day requirements as well as the year set goals for the
company. Managers must act as figurehead as their formal authority and position
representing the organization.
 Informational : a manager is expected to be aware of any new information within ones
department not only but also have experience in other department categories. A manager is
responsible for monitoring workers and being aware of the progress of projects done by
ones team.
 Decisional: managers are required to make changes and take charge of the future planning
of the organization, they have to initiate change and take an active part in deciding what
tasks are being carried out. A manager has to make ones decision in line with the allocation
of money, equipment, time, people and other resources.

Planning is the managerial function whereby the organisation determines how it will achieves its set
goals and objectives for the year/ month , during planning one must know the why, who, what,
where and how in order to determine the objects of the organisation.

MANAGER FUNCTION:

 Planning
 Organizing
 Leading
 Controlling

Below is the in detail explanation of the following manager functions :

PLANNING:

Planning involves deciding how to achieve a particular goal/ objectives. One thereafter has to also
find alternatives as to if there are any alterations or difficulties achieving the objectives as per
planned methods. It is critical to do a complete comparison between the objectives and alternatives.
Planning is an ongoing step and can be highly specialized based on the organizational goals, it is the
managers responsibility to recognize which goals needs to be planned within his area.
 the planning process chart

THE ORGANISING FUNCTION:

Organising is the management function of creating structures, defining roles, rules and
responsibilities for the organisation, which will assist the workers effectively towards achieving the
organisations objects using the best of available resources.

 The objectives of organising is to establish stable structures within the organisations internal
and external environments, then the members of the organisation can interact effectively
internally and externally towards achieving its objectives planned.
 The organisation structure is an established functions made to create a relationship among
the different departments in the organisation

ORGANISATION STRUCTURES:

 Organisational form- organisation charts evident from , job descriptions, positions and line
of authority
 Differentiation of work- the manner in which roles and responsibilities are assigned to
different teams.
 Distribution of formal authority- a relationship between power, status , and position in the
organisation.
 Business systems- these are rule and regulations within an organisation which regulates
activities and relationships.

Authority: the right to demand compliance based on a formal position and control the organisation.
Authority is impersonal which it conforms to the formality rather than the individual. By having
authority, the manager has more control over the organisation and its objectives.
RESPONSIBILITY: is assigned obligation of a worker to carry out a task effectively and efficiently,
such responsibility is assigned to a subordinate whereas authority is delegated towards a worker.

ACCOUNTABILITY: this action is still the main responsibility of the superior for ensuring the task
handing is on par, the performance of the job and that it is being handled effectively, therefore
workers automatically become accountable for their task handed to them.

DELEGATION: assignment of task and the authority to hand over the tasks to a subordinate in which
one is accountable for the performance, this requires critical communication to be effective.

LINE, STAFF AND TEAMS – to differentiate between a department in an organisation we view them
as either line or staff departments.

STAFF FUNCTIONS assists and advises the line managers in achieving their objectives.

TYPES OF STAFFS:

 Advisory staff - lawyers, technologists and training

 Service staff- provides critical services to the organisation such as personnel, marketing
research and planning
 personal staff- secretary or personal assistance

THE CONTROLLING FUNCTIONS:

Controlling is a managerial function in which it measures the actual performance against the pre set
standards, where there are deviations from the pre-set standard, it would be communicated for
correction and reviews.

The cause for deviations are analysed in order to determine the corrective measures to be
implemented and this would rectify the negative performance due to the deviations, these
corrective measures are pre planned and alternatives prior to the deviations actually occurring.
LEADERSHIP:

Leadership is the ability to inspire people, a group, a team or an organisation to work together
towards achieving a goal, it involves motivating, influencing, advising and directing of individuals in
such a way that they are willingly able to pursue their goals and objects as an organisation.

Characteristics of managers vs leaders

Leaders Managers
Innovates Administer
An original A copy
Develops Maintains
Focuses on people Focuses on the structure of the system
Inspires trust Relies on control
Long range perspective Short range view
Asks what and why Asks how and when
Eye on the future Eye on the bottom line ie project completion
date
Originates Imitates
Challenges the status quo Accepts the status qup
Own person Classic good soldier
Does the right thing Does the right thing

PERSONALITY TRAITS OF MOST EFFECTIVE LEADERS:

 Vision is the ability to predict a future ie planning

 Focus the ability to concentrate on the issues which is key in order to attain the desired
objectives
 Energy the capacity to act vigorously and decisively in order to achieve ones objectives
 Creativity the ability to generate ideas in order get solutions to the problems
 Influence the ability to communicate and persuade
 Endurance the capacity to sustain a project/ objective over a long period without getting
distracted
 Stability the capacity to balance and manage with emotionally and mentally stress, thus
being coping with stress, pressure and criticism
 Faith the ability to believe in ones choices and take a risk

CONTINGENCY AND SITUATIONAL THEORIES: these theories suggest that the specific leadership
style is determined by the external environment, leaders develops their own style based on
experience, training and education.

PARTICLE DEVELOPMENT THEORY (HOUSES PATH GOAL): it is the leader’s responsibility to assist
one’s followers in order that they are able to attain their goals by means of providing supports thus
so they can achieve the goals set out by the organisation.

 DIRECTIVE LEADER: clarifying expectations and guidelines

 SUPPORTIVE LEADER: communications between manager and team/group
 PARTICIPATIVE LEADER: to include ideas and assist hands on with projects to achieve goals
 ACHIEVEMENT ORIENTED LEADER: setting challenging goals/ objectives to achieve
LIKERTS FOUR SYSTEMS OF MANAGEMENT:

This system is explained as per leaders trust to ones subordinates and subordinates comfort towards
approaching ones leader about complications/ deviations in order to complete the objectives/ goals.

Exploitative autocratic: manager has no trust/ confidence in the subordinates and they don’t feel
comfortable with their superior

Benevolent autocratic: manager has alittle trust/confidence but subordinates don’t feel comfortable

Participative: manager has a moderate trust/confidence and subordinates feel free with their
superior

Democratic: manager trust and has complete confidence

HERSEY AND BLANCHARDS SITUATIONAL LEADERSHIP THEORY:

Successful leadership is only achieved by selecting the appropriate leadership style which also
depends on the followers readiness and maturity.

Acceptance: this is applicable on the decision only if the followers accepts an individual as their
leader.

Readiness: the ability for followers to understand the leader’s choices, objectives and tasks handed
out to them.
Telling: high task-low relationship (R1)

Selling: high task-high relationship (R2)

Participating: low task-high relationship (R4)

Delegating: low task- low relationship (R3)

R1- followers are unable and unwilling

R2- followers are unable but willing

R3- followers are able but unwilling

R4- followers are able and willing

TYPES OF TEAMS:

 FUNCTIONAL TEAMS: a team of employees belonging to the same functional department in

an organisation such as production, electrical mechanical
 CROSS FUNCTIONAL TEAM: employees from various other functional departments brought
together in order to work as a team to achieve the organisations objectives
 VIRTUAL TEAM: employees which are employed in two different organisations but are
expected to work together in order to achieves ones objectives ie minimal face to face
interactions
 SELF MANAGED TEAM(SMT): these are teams which takes upon leadership responsibilities
in order to achieve the organisations objectives.
EMPOWERMENT:

Empowerment is a function of four variables:

 Authority
 Resources
 Information
 Accountability

SELF MANAGED WORK TEAMS TRADITIONAL ORGANISATION

Customer- driven Management-driven
Multi-skilled work force Work force of isolated specialists
Few job description Many job descriptions
Information shared widely Information limited
Few levels of management Many levels of management
Whole business focus Function/department focus
Shared goals Segregated goals
Seemingly chaotic Seemingly organised
Purpose achievement emphasis Problem solving emphasis
High worker commitment High management commitment
Continuous improvements Incremental improvements
Self-controlled Management controlled
Values and principles based Policy/procedure based

SMWT LEADERS ROLES:

 The leader unleashes energy and enthusiasm by creating a vision that others find inspiring
and motivating
 The living example serves as a role model for others
 The coach teaches others and helps them to notice their potential
 The business analyser understand the big picture
 The barrier buster challenges the status quo and break down barrier to achieve a better
team performance
 The facilitator brings together the necessary tools, information and resources in order the
get the job/objectives done
 The customer advocate develops and maintains close customer tie and articulate customer
needs

SMWT LEADER ROLES SWMT TEAM MEMBER ROLES

Leader Problem solver
Living example Trainer
Coach Customer advocate
Business analyser Decision- maker
Barrier buster Team player
Facilitator Resource provider
Customer advocate Skilled worker