Roles of the management, determination of span of control and industries that are marketed PDF

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Roles of the management, determination of span of control and industries that are marketed....

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Roles of the management, determination of span of control and industries that are marketed

Roles of the management Monitor The responsibilities of the monitor role are to seek and acquire business related information. They do this in many ways. Each business will have different needs and the jobs will differ. The general method in which most management individuals and teams carry out this function is by; reviewing current press releases that could affect the business, investigate financial reports of competitors, attend business related seminars to keep the business up to date with current advances in their field, maintain contact with business associates and partners (Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw and Oosthuizen, 2004:269). For example, the management of company must be aware of inflation rates. Disseminator The duty of the disseminator role of management is to portray and communicate information to relevant parties within the business. They must maintain a flow or channel of open communication that incorporates into the culture of the organization. The method in which this carried out is by; sending memos and informing employees of decisions and developments in the business (Hellriegel, 2004:269). For example, management must convey tasks to employees Spokesperson The spokesperson is responsible for communicating information about the business to outside parties. Their duties include; conveying reports, informational materials, memos and conducting meetings. Their work is what a business uses to attract investors, potential investors and associates of the business. They are the social face of business and their actions are closely monitored. The reputation of the business is often reliant on the spokesperson (Robbins, Timothy and Judge, 2007:253). The best example is the spokesperson of a government who relates information about the administration to the public. Interpersonal Secondly, the interpersonal facet of management is associated with three roles as follows; figurehead, leader and liaison (Robbins, 2007:253).

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Figurehead The figurehead role of management is concerned with social and ceremonial appearances as well the performance of legal duties of the business. In a way they are a face of the business just like the spokesperson. Their duties are more informal. Their task is to; welcome clients, put their signatures on documents, cut ribbons at openings, and act as a host for events. “They are symbolic leaders that the public looks up to. Often the business is associated with this individual’s actions” (Hellriegel, 2004:269). An example, would be the prime minister of England. Leadership The responsibilities of the leadership role lean towards interaction with the employees of a business. They direct, guide and motivate their employees. When a business selects and employs staff members, the leader has a significant voice in the decision. They need to portray the ethos, culture, and uphold the standards of the organization in every action that they perform. Their actions are what will either motivate or destroy the productivity of the employees (Hellriegel, 2004:269). For example, a leader that acts in good faith, with good morals, and displays an energetic work ethic will lead to employees acting in the same manner in their work. A leader who is corrupt, lazy and rude might discourage the employees to work and perform as required. Liaison The duties of a liaison are to develop the network of a business. This means growing and establishing healthy relationships with employees, customers, partners, shareholders, the board and any other party related to the business. They often sit in and participate in meetings concerning business correspondence with representatives, and other divisions of the business (Robbins, 2007:253). A police force liaison is a perfect example. Often different tasks force need to work together to achieve a common goal. A liaison from outside or from within these two parties will ensure a peaceful relationship. Decisional The last category of management roles is the decisional one. The decisional branch has four roles as follows; entrepreneur, disturbance handler, resource allocator, and negotiator (Robbins, 2007:253).

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Entrepreneurial The entrepreneurial role is the brain and idea behind the business and all products or services of the business. There creative mind is responsible for finding new ideas and improving business aspects. They can do this by developing plans for future success of the business. Thereafter they must implement these plans with innovative techniques. This is a crucial role of management as it will define what makes one business stand out in comparison to another. In our modern, dynamic business environment it is especially crucial that entrepreneurs are always ahead of the game (Rossouw and Van Vuuren, 2013:90). An example is Alan Turing who built the first computer that was a breakthrough in modern technology. Disturbance Handler The disturbance handler role is important in order to maintain peace and smooth running of a business. They supply a business with solutions to employee conflicts, crisis circumstances and develop strategic resolutions to disputes (Rossouw, 2013:90). An example is floor managers who often take up these duties to resolve the problem before it builds up to be a massive dispute with financial consequences. Resource Allocator A resource allocation role is responsible for delegating and allocating resources to different divisions and aspects of the business. They design plans, draw up budgets and schedules and hand out materials to the appropriate sections of the business. This type of management has to have a keen sense of detail so that they do not allocate resources inappropriately, which often happens in large organizations (Horwits, Bowmaker-falconer and Searll, 1996). A good example is a resource manager who separates different types of woods into different budget sections in a furniture business. Negotiator The responsibilities of a negotiator are to act as an intermediary and mediator between two parties within a business. They will often convey messages between the two parties to reach a compromised decision that will suite both parties. Their methods involve proposing ideas to both parties and thinking outside of the box to help maintain peace within a team or divisions of a business. For example, if two teams are fighting over salary allocations, then a negotiator will

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propose an alternative method to solve the problem (Erasmus, Strydon and Rudansky-kloppers, 2013:156).

Determination of span of control Organizational size. Large organizations tend have a narrow span of control, whereas smaller organizations often have a wider span of control. This difference is usually due to the costs involved with more managers and the financial resources available to an organization. Communication may be slower with narrow spans if it must pass through several levels of management (Rossouw, 2013:90). Workforce skill level. The complexity or simplicity of the tasks performed by the employees will affect the number of desirable direct reports. Generally, routine tasks involving repetition will require less supervisory control of a manager, allowing a wider span of control, whereas complex tasks or dynamic workplace conditions may be best suited for a narrower span of control, where managers can provide more individualized attention (Horwits, 1996). Organizational culture. Organizations need to determine the desired culture when designing their span of control. Flexible workplaces usually have a wider span of control because employees are given more autonomy and flexibility in the production of their work for example in car manufacturing industry which uses robots and machines and which employees specialized workers to suit the task (Horwits, 1996). Manager's responsibilities. Review whether the organizational expectations allow the managers to be effective with the number of direct reports they have, especially related to individual responsibilities, departmental planning and training. For instance, executives often have fewer direct reports than other managers in the organization (Rossouw, 2013:90).

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Industries that are marketed Goods Goods are physical items that can be seen, touched, owned and used in some physical manner. Examples of goods include food, furniture, cars, clothing, shoes, laptops, mobile phones, books, flowers, kitchen appliances, and so on. Probably the easiest way to think about goods is to consider the products that you can buy in a shop (Birch, 1999:254). Services As mentioned above, in most developed economies, services the production of services constitutes the majority of GDP. Zhou and Shalley, (2007:52) stated that services are a little harder to understand as they are intangible meaning that they cannot be touched owned. Some common services are banking and insurance, medical and health, education, hotels, hospitality and restaurants, hairdressers, legal firms, accounting services, not-for-profit firms, and so on Events According to Birch (1999:254) state that events can be marketed probably the most famous ones are the large, global sporting events like the Olympics, the World Cup, tennis and golf tournaments, and boxing matches and so on. Events can also include the theater, concerts and various performance shows and other entertainment. Experiences By combining several goods and services a company offers, it may create an outstanding experience for its customers. Marketers create, stage, and market experiences to increase the quality of their company’s image or brands thus increasing the number of positive associations in the minds of the buyers. Many firms within the holiday and tourism markets seek to deliver an experience (Erasmus, 2013:156). A good example here would be Disneyland, or an exotic cruise. People Each person can become a brand with the help of a celebrity marketer. Artists like musicians, actors and directors are those who come first in people’s mind when they think about marketing a person. But, you may also build a brand for a CEO, successful lawyers, doctors and many other professionals (Horwits, 1996).

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Places In order to attract tourists or companies to a certain place, people use marketing techniques to communicate its value. Therefore, we can surely talk about marketing for towns, cities and regions. In addition to this, every country has its own unique marketing approach and there are many tourism authorities for many regions throughout the world (Kotter, 1996:250). Information Recently there had been developed the idea of an information marketplace. This is why we can talk now about an industry focused on producing, packaging and distributing information. Like any other industry, it is marketing driven and requires effective strategies to market information (Erasmus, 2013:156). Ideas Each and every offering, either a product or a service, is actually the platform for selling an idea. In addition to this, we notice that social marketing is focused on promoting ideas to benefit certain social actions and changes (Wright, 1995:280). Properties Properties are intangible rights of ownership of either real property (real estate) or financial property stocks and bonds. Properties are bought and sold, and this requires marketing (Erasmus, 2013:156). Organisations Organisations actively work to build a strong, favourable and unique image in the minds of their target publics. Universities, museums, performing arts organisations and non-profits all use marketing to boost their public images and to compete for audiences and funds (Birch, 1999:254). .

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References Birch, P. (1999). Instant Leadership. USA: Stylus Publishing Inc. Erasmus,B.J., Strydon, J.W. & Rudansky-kloppers, S. (2013). Introduction to Business Management 9th Edition. Cape Town: Oxford University Press. Hellriegel, D., Jackson, S.E., Slocum, J., Staude, G., Amos, T., Klopper, H.B., Louw, L. & Oosthuizen, T. (2004). Management 2nd South African Edition. Cape Town: Oxford University Press. Horwits, M. F, Bowmaker-falconer, A & Searll, P. (1996) Human resource development and managing diversity in South Africa. International journal of manpower. Importances of workplace diversity, 2008. Retrieved from https://www.dury.edu.html. Robbins, S. P., Timothy A., Judge. (2007). Organizational Behaviour 12th Edition., New Jersey: Pearson Prentice Holl. Rossouw, D., & Van Vuuren, L. (2013). Business Ethics 4th Edition. Cape Town: Oxford University Press. Kotter, J. (1996) Leading Change. Boston: Harvard Business School Press. Wright, C. (1995). The management of labour: A history of Australian employers. Melbourne: Oxford University Press. Zhou, J., & Shalley, C. (2007). Oganizational creativity. New York: Taylor & Francis Group.

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