MGT 501 Tutorial 1

MGT501 TUTORIAL 1: THE CHALLENGE OF MANAGEMENT
1. Discuss the four functions of management with appropriate examples and state how do the
four major management functions relate to each other (in order for organizational goals to
be achieved)?
 Planning deciding plans, actions and strategies on how to best achieve goals.
 Organizing focused on allocating and arranging resources, on both human and non-human,
so that plans can be successfully implemented.
 Leading where others are influenced to engage in work behaviours to reach organisational
goals. Leading includes communicating with others, helping to outline a vision of what can
be achieved, giving direction, and motivating and inspiring organisation members to put in
the necessary effort. The function also includes encouraging the required levels of change
and innovation.
 Controlling regulating organisational activities to ensure that actual performance conforms to
the standards and goals expected
2. Discuss the three generic roles of managers? Provide your understanding of whether or not
they match the view of the four major management functions
1) Interpersonal roles which involve “developing and maintaining positive relationships with
significant others”
2) Informational roles which involve receiving and passing on information that is essential to
the successful operation of the organisation.
3) Decisional roles which involve making organisational decisions around the planning,
organising, leading and controlling functions.
3. Describe the 10 managerial roles that managers engage in? Indicate with which of the three
generic roles of managers each one fits.
Figurehead -performs symbolic duties of a legal or social nature
Leader-- Builds relationships with subordinates and communicates with, motivates and coaches
them
Liaison - Maintains networks of contacts outside work unit who provide help and information
Monitor- Seeks internal and external information about issues affecting organization
Disseminator-Transmits information internally obtained from either internal or external sources
Spokesperson:-Transmits information about the organisation to outsiders
Entrepreneur- Acts as initiator, designer and encourager of change and innovation
Disturbance Handler-Takes corrective action when organization faces important, unexpected
difficulties
Resource Allocator:-Distributes resources of all types including time, funding, equipment and
human resources
Negotiator- Represents the organization in major negotiations affecting the manager’s areas of
responsibility
4. What are the main factors which influence a manager's work agenda?
Job demand- Activities a manager must do in a job
• For example, managers’ responsibilities usually relate to significant major
organisation goals and plans
Job constraint- Internal and external organisation factors, which limit what a manager can do
• Constraints include resource limitations, legal restrictions, union activities,
technological limitations and how much a managers’ work unit is defined
Job choices- Work activities that a manager can do but does not have to do
• For example, without being directed, a manager might initiate a proposal to develop
a computerised customer service tracking system. Work agendas therefore tend to
reflect individual managers personal preferences and career objectives.
5. How do agendas channel the efforts of managers?
To tackle those challenges
6. What are the three types of skills necessary for a manager to achieve functionally related
behaviours? Describe each skill and explain why it is important.
Conceptual skills – the ability to think analytically and achieve integrative problem solving. It is
important because
Human skills – the ability to work well in cooperation with other people. It is important because
Technical skills – the ability to apply expertise and perform a special task with proficiency. It is
important because
7. Differentiate between efficiency and effectiveness? Give an example of the terms from your
own experience.
Effectiveness is the ability to choose appropriate goals and achieve them (doing the right things). An
organisation is effective when managers choose appropriate goals and then achieve them.
Efficiency is the ability to make the best use of available resources in goal achievement (not wasting
resources). Organisations are efficient when managers minimise input resources (labour, raw
materials and components) or the time needed to produce a given output or service
8. In what ways does the job of a manager differ between hierarchical levels in an organization?
The jobs of a manager is a plan and promote the daily schedule of employees and the business,
interview, hire, and coordinate employees, create and maintain budgets, and coordinate with and
report to senior management in the company whereas hierarchical levels uses the three skills which
are technical, human and conceptual skills that managers need.
9. In what ways can managers foster innovation through the entrepreneurial role? What is
likely to happen if the level from the entrepreneurial role is missing?
Mangers can foster innovation by creating a culture of innovation, building effective teams.
Establishing where your employees can go with their ideas, instating a "no idea is a bad idea" policy,
gathering support your employees need to try out their ideas, and letting them pitch decision-makers
at your company.
10. List and discuss some of the major challenges faced by managers in the 21st century?
Innovation- is the creation, development and implementation of a new product, process or service,
with the aim of improving efficiency, effectiveness or competitive advantage. Knowledge & the
learning organisation- Organization that acquires knowledge and innovates fast enough to survive
and thrive in a rapidly changing environment.

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MGT501 TUTORIAL 1: THE CHALLENGE OF MANAGEMENT

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