MNB1501 Assignment 02 Semester 02 2020 Questions and Solutions
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General Managment EBUS1624 (EBUS1624)
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EBUS1624 notes
Ch 1 -
Management: helps to maximise output while minimising costs. It also maintains a dynamic balance between an org and
its ever-changing environment. Responsible for the creation. Survival and growth of an org.
Organisation (org): an arrangement of people in a specific structure to accomplish some specific purpose (management
applies to all kinds)
Common characteristics: each
-has a distinct purpose; is composed of people; develops deliberate structure so the members can do their work.
Management refers to getting things done through people.
Management can be described as a process of coordinating work activities through planning, organising, activating
(leading), and controlling so that these activities are completed efficiently, effectively, and in line with the organisational
goals.
The phrase “coordinating work activities” distinguishes a managerial position from a non-managerial one.
Effective = necessary activities need to be done to achieve organizational goals -the right things- same output
Efficient = proficient use of resources -Using the minimum inputs to produce maximum output -the things right
Basic management functions:
• Planning: process of defining goals and establishing strategies and plans for achieving those goals.
• Organising: process of determining what tasks are to be done, how the tasks must be done, who must do them,
how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
• Activating (leading): the way to get employees active to do their work. It involves leadership and how to influence
employees to be as productive as possible.
• Control: monitoring the actual performance, comparing the actual performance to what was planned, and taking
corrective action if necessary.
The process of management = The idea that management consists of a set of ongoing decisions and actions.
Management can also be seen as a process where the basic management tasks/functions (P, O, A/L, C) must be used to
transform inputs (resources) to outputs (products + services) as efficiently and effectively as possible.
Additional management functions: decision-making, delegation, communication, motivation, disciplining, and coordination.
Manager = person who coordinates and integrates all work activities of employees in an org to achieve the vision and
goals of the org -making sure the organisation achieves its goals -surrounds themself with competent people to achieve
these goals.
Level of managers:
-First-line managers -lowest level of the org – responsible for the daily supervision of non-managerial employees who are
involved with the production or creation of the org’s products and services- supervisions, line m, office m, foremen
(operational)
-Middle managers -between the first-line level and the top level of the org –manage the work of first-line managers-
marketing, financial and HR m (functional)
1
,-Top managers: top-level– responsible for making org-wide decisions and establishing the goals and plans that affect the
entire org- executive vice president, president, managing director, chief officer (strategic)
Management roles: Henry Mintzberg
1. interpersonal roles involve people and other duties that are ceremonial and symbolic in nature (figurehead,
leader, and liaison)
2. informational roles are related to the collecting and transfer of information (monitor, disseminator, and
spokesperson)
3. decisional roles deal with decision-making and choices and include being an entrepreneur, disturbance handler,
resource allocator, and negotiator.
-Technical skills: knowledge and proficiency in a specific field and the ability to apply specialised knowledge and
competency in a specific area – lower m.
-Human or interpersonal skills: the ability to work well with other people, individually and in a group – good people skills
enable a manager to get the best out of their workers (motivate, communicate, and delegate)
-Conceptual skills: ability to think, conceptualise and analyse abstract and complex situations – most important at the top-
m levels, because they must be able to understand how things in the whole org fit together.
• Some management abilities that will help managers to cope with their work:
– Communication skills: relates to interpersonal skills.
– Ability to work in a team relates to interpersonal skills.
– Good time management: conceptual and technical skills.
– Problem-solving abilities: Understanding the bigger picture – relates to conceptual skills and can also be linked
to technical skills if the problem requires technical knowledge.
2
, – Conflict-solving abilities relate to interpersonal skills.
Challenges:
- Building a competitive advantage: outsmart competitors.
1. Cost savings - are directly linked to efficiency. ↓resources ↑output
-Customers value, lower-priced products, and services (because of cost savings), which means
improved customer satisfaction.
2. Differentiating quality - An org has to offer customers something different. Improving the skills and
competencies of employees and ensuring quality work/service.
3. Innovation and responsiveness- Org’s that are successful in responding to the needs of their customers will
experience a CA (can bring new product + service quickly into the market) – responsive to changing env
(environment.)
- Maintaining ethical and social responsibility.
Pressure to perform can be healthy for an org.
It can become negative if it gets overwhelming and if goals must be achieved “at all costs” – Eg.,
decreasing the quality of products and services to save costs, while maintaining high prices, is unethical.
The challenge to managers globally is to maintain proper standards in doing the right thing every time.
- Managing a diverse workforce- An org’s workforce is not homogenous.
An adv (advantage) of a diverse workforce is that different ideas, skills, preferences, and experiences can
↑ creativity.
Managers must be sensitive to, and value diversity.
Challenges of managing a diverse workforce:
-building an organisational culture that supports diversity.
-putting the necessary structures, policies, and systems in a place that supports diversity.
-complying with the law regarding equity and BEEE (black economic empowerment equity); and
-providing training for and retaining diverse employees.
- Managing in a global env- not only means keeping up with innovation, but also dealing with change.
Information technology and the internet are changing the business env so quickly that managers should
realize that they must focus on speed.
The challenge for managers is to learn new things daily to keep up with the changing env.
Management must guide and instil an organisational culture of learning.
Ch3- org environment
Business:
-does not operate in isolation.
- is situated within an envi – business env.
-Environment – all the factors that and forces outside the businesses’ boundaries that influence the businesses' goals,
objectives, and strategies.
-Characteristics of an organisational env are: Interrelated, Uncertain, Complex, Unpredictable, Unstable (stay abreast of all
these changes)
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, •Organisational environment: All the factors and variables that influence the establishment, growth and continued
existence of the business positively and/or negatively, thereby promoting or hindering the achievement of the business’s
objectives
2 main env: 1. internal (micro-environment) 2. external (market and macro-environment)
• various occurrences are triggered by an organisation’s stakeholders.
• Stakeholders- all the different people who are affected by an org’s policies and decisions, including:
Cannot be controlled + constantly changing:
1. Macro: gov, media, community
2. Task: customers, financial institutions, suppliers
3. Micro: employees, shareholders
• important for managers to start from within, to ensure that the business’s foundation is in place to survive the
constant external changes.
A manager can build a strong foundation, by establishing a solid micro-environment (variables within a business)
1. Vision, mission, and goals: not permanent + cannot escape the impact of the external env
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