Unit 70 - Section 3 - The role, functions and processes of management

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Manager’s responsibilities for - Planning
types of planning (strategic, tactical, operational); environmental analysis (SWOT, PEST); stakeholder engagement; decision making; forecasting; setting SMART objectives and targets
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Manager’s responsibilities for - Coordinating
identifying tasks and activities; resource planning (people, physical, financial); staffing (recruitment and selection, training, development) organising and allocating resources; assigning roles and responsibilities; establishing lines of communica
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Manager’s responsibilities for - Controlling work pt.1
management by objective (MBO); establishing performance standards (benchmarking); implementing performance management systems (frequency; timing; performance measures);
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Manager’s responsibilities for - Controlling work pt.2
measuring individual and organisational performance; comparison of actual performance with expected standards and goals (management by exception, MBE); corrective or preventative actions
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Analyse theories and models of motivation and their application in the workplace pt.1
Ensure that team objectives are met: leading and inspiring; providing direction, guidance and necessary resources; effective team communications; performance development reviews (one-to-one meetings, 360 degree appraisals);
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Analyse theories and models of motivation and their application in the workplace pt.2
Meeting training and development needs (personal development plans); action planning; setting milestones
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Contribution of manager’s role to the achievement of an organisation’s vision, mission and objectives pt.1
Operational and tactical planning to support strategy and achieve organisational objectives; ensuring sufficient resources to meet planned activity levels;
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Contribution of manager’s role to the achievement of an organisation’s vision, mission and objectives pt.2
Managing individual and organisational performance to meet targets (coaching, mentoring, performance measures, staff development and training); managing change to avoid unintended negative outcomes;
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Contribution of manager’s role to the achievement of an organisation’s vision, mission and objectives pt.3
Developing appropriate organisational culture and values to support strategy; managing budgets; developing operational procedures and policies to support operational activities
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Theories and models of management x 3 & their principles
Frederick Taylor – Scientific Management theory + Henri Fayol – Administrative Management theory + Max Weber – Bureaucratic Theory of management & Principles for each
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Limitations and criticisms of theories
mechanical approach; narrow application to only quantitative measures;dehumanisation ofworkers;no recognition of informal groups&team work;unsuitable for rapidly changing environments; no focus onhumanrelations;wastage of time&effort thrRules,inflexi
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Explain how the application of management theories guide a manager’s actions pt.1
Fayol’s functions of management are recognised as the core activities of modern managers;re-engineering and redesigning production processes to improve efficiencies; use of output-based remuneration systems(commissions,performance-related pay,quotas)
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Explain how the application of management theories guide a manager’s actions pt.2
assembly line production; maintaining open lines of communication; involving staff in decision making; providing social activities for staff; organising staff in teams; implementing official P+P;useof formal organisationalstructurs;clear lines of A+R
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Constraints - Definition
restrictions that prevent an organization from maximising its performance and reaching its goals
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Operational Constraints - Staffing
reduction in staff or inability to increase staff numbers; limited access to external expertise; lack of training and development opportunities; staff attrition; staff capacity (no overtime); demotivated staff
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Operational Constraints - Production
lack of investment in machinery and technology; inability to implement an effective quality assurance systems; inadequate supply of parts and raw materials; inability to meet new orders due to limited capacity; under-utilisation of machinery and equi
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Card 2

Front

Manager’s responsibilities for - Coordinating

Back

identifying tasks and activities; resource planning (people, physical, financial); staffing (recruitment and selection, training, development) organising and allocating resources; assigning roles and responsibilities; establishing lines of communica

Card 3

Front

Manager’s responsibilities for - Controlling work pt.1

Back

Preview of the front of card 3

Card 4

Front

Manager’s responsibilities for - Controlling work pt.2

Back

Preview of the front of card 4

Card 5

Front

Analyse theories and models of motivation and their application in the workplace pt.1

Back

Preview of the front of card 5
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