Download - Hoofstuk 5 (OBS114)
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OBS 114Hoofstuk 5 / Chapter 5
General Management & Leadership
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Page 7 Of
OBS 114 Study Guide
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Significance of this course
The importance of this course is:
To assist you in gaining insight into the fundamentals and dynamics of the modern business world
To facilitate comprehension of the different roles played in the business world
To lead you to apply management principles and techniques in the field of business
Educational approach
You have to study the units according to the lecturing programme
prior to the actual lectures. This enables the lecturer to facilitate
a class discussion, which can solve problems and provide impetus for further discussions. The emphasis thus moves from formal lecturing
to self-study. It is expected from you to be able to identify the relationships between study units and elements of these units, to enhance a holistic perception of the study field.
Instructions for using the study guide
This study guide is student centred. It will be expected from you to read through the study guide and also use it before every contact
session to prepare themselves for each lecture. This should
enable you to participate productively in class activities which may include: case studies, group discussions and presentations, class exercises, as well as topics already completed.
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Page 15 Of
OBS 114 Study Guide
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“ It is the policy of the Department of Business
Management not to make any previous examination or test papers available to students. We believe that students that study only questions will not gain the required insight into the prescribed literature. The desired approach should be for students to study the prescribed literature and then see how they can account for their knowledge when questions are put to them during the test/examination session”
“ It is the policy of the Department of Business
Management not to make any previous examination or test papers available to students. We believe that students that study only questions will not gain the required insight into the prescribed literature. The desired approach should be for students to study the prescribed literature and then see how they can account for their knowledge when questions are put to them during the test/examination session”
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• Absolutely NO talking in the class!– You may answer questions by raising your hand– and ask productive questions
• You do not need to like a lecturer BUT YOU MUST RESPECT A LECTURER & OTHER STUDENTS.
• The lecturer prepares for class, it is therefore required of students to prepare for class.
Class Rules
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obs 114 – semester test
14 March 201114 Maart 2011
17:30-18:25
Chapters 1, 2 & 5 Hoofstuk 1, 2 & 5
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Venues:
Surname starts with: VenueA AE du Toit Aud
B North Hall
C South Hall
D EB4-150
E EB4-151
F IT4-1
G IT4-1
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H IT4-5I AE AnnexJ Van der Bijl HallK EB4-152L AE Annex
Ma - Malepe Centenary 1 Maletswa - Mathatho Centenary 2
Mathe - Mnguni Centenary 3Mnisi - Motileng Centenary 4
Motitswe - Mzimkulu Centenary 5
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N Centenary 6O IT4-1P IT4-4Q IT4-5R EB2-151S AE du Toit AudT Van der Bijl HallU IT4-5V ChemistryW Chemistry
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obs 114 – click-up qUIZ 1
7 – 11 March 20117 – 11 Maart 2011
Chapters 1 & 2 Hoofstukke 1 & 2
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Raamwerk van hoofstuk
• Bestuurs vermoeëns en rolle• Bestuursvlakke• Beplanning en strategie• Organisasie• Leierskap• Kontrole• Bestuursbesluitneming• Bestuur vir Mededingende voordeel
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General Management• Basic management tasks conducted by all
managers, irrespective of their level, nature of specialisation or the specific roles they play with in the value chain.
Algemene Bestuur
•Basiese bestuurs “werkies”is “werkies” wat gedoen word deur alle bestuurders ongeag hulle onderskeie vlakke, spesialisasie of die rolle wat hulle speel in die waardeketting.
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• Focus– Level
• Scope & Place (in value chain)
• Fokus– Vlak
• Omvang & Plek (in waardeketting)
YES, managers differ!
JA, Bestuurders verskil!
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BUT, the fact remains:
• CLOP– Control– Lead– Organise– Plan
• Secondary Tasks– Motivation– Communication– Decision Making
MAAR dit bly noodsaaklik:
• BLOK• Beplan• Leierskap• Organisasie• Kontrole
• Sekondêre ___• Motiveer• Kommunikeer• Besluitneming
Entrepreneurial
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Mangers . . .
A Manager is a ......... by ...... with ..............
‘n Bestuurder is ‘n .......... deur ....... met ............
Bestuurders . . .
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Management Skills:
3Bestuurs Vermoë:
performance
levelm
ixperformance
vlak
mengsel
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1 Conceptual– Vermoë om komplekse idees te verstaan– Skep van alternatiewe in jou kop– Probleme op te los– Besluite te maak
• Moet op jou voete kan dink – wêreld verander vinnig
Konseptualiseer
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2 Technical skills• Vermoë om prosesse en tegnieke
te gebruik om jou werkies te doen• Sukses = Vermoë om te gebruik
– Kennis– Tegnieke– Hulpbronne
Tegniese Vermoë
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3 Human skills• Vermoë om in ‘n span te kan werk• Kommunikasie Vermoë• Bestuur van diversiteit• Motiverings Vermoë
Verhoudings Vermoë
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Konseptualisasie Vermoë
Lae Vlak Bestuurder Middel Vlak Bestuurder
Boonste Vlak Bestuurder
Verhoudings Vermoë
Tegniese Vermoë
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Mangers . . .
A Manager is a ......... using ...... by 3 BASIC SKILL SETS
‘n Bestuurder is ‘n .......... deur ....... met 3 STELLE BASIESE VERMOEËNS
Bestuurders . . .
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Roles
Rolle
3ac
tor
akteur
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1Decisional– Negotiator (diversity & conflict)
• Onderhandelaar– Entrepreneur (innovation & creativity)
• Entrepreneur– Resource Allocator
• Hulpbron Allokeerder– Disturbance Handler (takes corrective action)
• Ontwrigtings Hanteerder
Besluitnemings
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2 Interpersonal• Figure Head (Reflecting acceptable behaviour)
–Voorbeeld• Leader (Motivates & inspire)
–Leier• Liaison (Alliances between work teams)
–Skakel
Interpersoonlike
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3Informational• Monitor / Monitor• Disseminator / Verdeler• Spokesperson / Spreukbuis
Informasie
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Mangers . . .
A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using ...... with 3 BASIC SKILL SETS
‘n Bestuurder is ‘N NERD, WAT BESLUITE NEEM, DIE RESULTATE KOMMUNIKEER EN VERHOUDINGS BESTUUR deur ....... met 3 STELLE BASIESE VERMOEËNS
Bestuurders . . .
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Levels of managementVlakke van bestuurders
Top Bestuur
Middel Bestuur
Lae Vlak Bestuur
Nie-bestuurs Werknemers
Vlak
van
ver
antw
oord
elik
heid O
rganisasie Fokus
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Mangers . . .
A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using ...... with 3 BASIC SKILL SETS
‘n Bestuurder is ‘N NERD, WAT BESLUITE NEEM, DIE RESULTATE KOMMUNIKEER EN VERHOUDINGS BESTUUR deur ....... met 3 STELLE BASIESE VERMOEËNS
Bestuurders . . .
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Tasks / Werkies• CLOP
– Control
– Lead– Organise– Plan • BLOK
• Beplan• Leierskap• Organisasie• Kontrole
CLOP
BLOK
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Planning & Strategy / Beplanning & Strategie
• Types1. Strategic• Develop Vision &
Mission• Environmental
Analysis• SWOT• Set LT Goals• Develop Strategies
(Corporate & Functional)
• Select• Implement & Control
• Soorte1. Strategies• Ontwikkel Visie & Missie• Omgewings Analise
• FIESPIT• Mark & Mikro
• Stel LT Doelwitte• Ontwikkel Strategie
(Korporatief & Funksioneel)
• Kies• Implimenteer &
Kontroleer
CLO
P
BLOK
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Die keuse van StrategiëPorter 4 Generiese Strategië
Lae Koste Differensiasie
Gefokusde Lae Koste
Gefokusde Differensiasi
e
Om
vang
van
Are
na
Ekonomiese Logika
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Planning & Strategy / Beplanning & Strategie
• Types2. Tactical
• Intermediate between Strategic (Corporate )& Operational
3. Operational• Short term < 1 year• Middle & First Level
Mangers
4. Functional• Medium term• Middle Mangers• Functional Areas
CLO
P
BLOK
• Soorte2. Takties
• Tussen Strategies (Korporatiewe) & Operasioneel
3. Operasioneel• Kort Termyn < 1 jr• Middel & Eerste Vlak
Bestuurders
4. Funksioneel• Medium termyn• Middel Bestuur• Funksionele Areas
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Vlakke van Beplanning:Korporatief
Besigheid (Takties)
Funksioneel
Operasioneel
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HOEKOM BEPLAN?
• Rigting – Bestuur & Werknemers• Gevorderde Prosesse en Tegnologie• Effektiewe Samewerking• Toekoms geörienteerd
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Die Proses van Beplanning:
Doelwitte
Formuleer Plan
Implementeer Plan
Hersien
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DoelwitteVisie - Droom
Missie – Breë LT Plan
LT Doelwitte / Str
ategiese plan
Funksio
nele Doelwitte & Operasio
nele Plan
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Organising / Organisering• Unity of
Command• Chain of
Command• Span of
Management• Division of labour• Co-ordination• Responsibility &
Authority• Delegation• Flexibility
CL
OP
BL
OK
• Eenheid van beheer
• Ketting van Beheer
• Span• Verdeling van
arbeid• Ko-ordinasie• Verantwoordelikh
eid en Gesag• Delegasie• Aanpasbaarheid
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Authority / Gesag• Formeel/ Informeel • Lyn Gesag (Chain of Command)• Personeel Gesag (Advise & assist) • Gesentraliseerde Gesag
– Bo-Onder– Hoë Vlak van BEHEER– Minder Herhaling
• Ge-desentraliseerde Gesag– Plat– Bestuurs Ontwikkeling– Verbeterde Doeltreffendheid en aanpasbaarheid
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Organiesasie Strukture
• Hoekom Organiseer?– Maklike Implementasie (efficiency)– Effektiewe Leierskap– Motivering = Sukses = Werknemers weet
wat hulle moet doen en hoe hulle dit moet doen
– Beheer
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Funksionele Struktuur/ Departementalisering
HUB
Bemarking Operasioneel Finansies
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Voordele: Nadele:
Funksionele Spesialisasie Fokus op roetine werkies
Loopbaan Ontwikkeling Konflik oor prioriteite
Gespesialiseerde Opleiding Afname in kommunikasie
Gesentraliseerde Besluitneming Ontwikkeling van Funksionele Bestuurders
• Beheer• Herhaling
• Geen ALGEMENE Bestuurders
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Produk Struktuur/ Departementalisering
HUB
Passasiers Motors Ligte Werksvoertuie Trokke
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Voordele: Nadele:
Kliente fokus Hulpbron allokasie konflik
Id kliente en hulle voorkeure
Fokus op EEN soort klient
Beperkte of geen ko-ordinasie
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Geografiese Struktuur/ Departementalisering
HUB
Gauteng Wes Kaap Limpopo
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Voordele Nadele:Id & oplossing van probleme spesifiek tot area
Herhaling van funksies
MNE Konflik van doelwitteGesentraliseerde Produksie Reëls en regulasies nodig vir
eenvormigheidVerstaan kliente in ‘n area
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Matrix Struktuur/ Departementalisering
HUB
$
Karre
Trokke
MHB Opps
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Voordele Nadele
Ko-ordinasie Interpersoonlike Vermoë
Aanpasbaarheid & deel van hulpbronne Balans (Skilled Matrix Managers)
Werknemers leer nuwe vermoë in verskillende departemente
Werknemers werk vir meer as een baas
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Hoe kies ek?
Omgewing
Makro
Mark
Organisasie Ontwerp
Strukture• Ko-ordinasie• Gesag• Verantwoordeli
kheid• Kommunikasie• Vloei van
inligting
Strategië
Korporatiewe Vlak
Besigheids Vlak
Funksionele Vlak
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Informele StruktureEnkel KettingSkinner Ketting
Waarskynlikheids Ketting Groeps Ketting
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Projek Bestuurs Struktuur
Eenmalig
Funksionele Kenners
Geografiese Kenners
Produk Kenners
Eksterne Kenners
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Leadership/ Leierskap• Leaders are
people that use their power to influence other people.
• POWER
C
LOP
B
LOK
• Leiers is mense wat hulle mag gebruik om ander mense te beinvloed.
• MAG
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Soorte Mag:
• Posisie Mag (based on position)
• Dwang Mag (based on fear)
• Belonings Mag (based on rewards)
• Kenners Mag (based on skill & knowledge)
• Verwysings Mag (personal power relationship)
• Informasie Mag (persons ability to acquire information of importance)
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Kenmerk Teorie
Kenmerk teorie impliseer dat mense gebore word met ‘n stel eienskappe en stel voor dat 'n paar eienskappe veral geskik is vir leierskap. Goeie leiers word aanvaar as mense met die regte (of voldoende) kombinasie van eienskappe
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Watter Kenmerke?
Napoleon: a Leader is dealer in hope
• Motivering• Intelligensie• Integriteit• Selfvertroue• Kennis• Dryf
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Gedrags Teorie
Gedrag teorie stel voor dat leiers gemaak kan word, eerder as gebore. Suksesvolle leierskap is dus gebaseer in gedefinieerde, aanleerbare gedrag. Gedrags-teorie is 'n groot sprong van Kenmerk teorie, omdat dit veronderstel dat leierseinskappe geleer kan word, eerder as om dit te erf.
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Situasie Leierskap
Gebeurlikheid Teorie (Situasionele Leierskap) impliseer die leier se vermoë om te lei is afhanklik verskeie gebeure.
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Leierskaps Faktore
• Motivering: invloede, oorsake, kanale en onderhou doelgerigte gedrag
• Kommunikasie: oordrag en uitruil van inligting
• Groep & Spanne: Grootte• Kultuur & diversiteit:
Globalisering
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Conrol/ Kontrole• Ensures co-
ordination and effectiveness
• If its not measured its not done
CLOP
BLO
K
• Verseker ko-ordinasie en _________
• As dit nie gemeet word nie, word dit nie gedoen nie.
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Kontrole Soorte:
Vooraf Kontrole
Deurlopende Kontrole
Afloop Kontrole
Insette
Transformasie / Prosesse
Uitsette
Transformasie nog nie plaasgevind nie
Transformasie besig om plaas te vind
Transformasie het plaas gevind
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Kont
role
Pro
ses 1
2
3
4
Stel standaarde
Def & analiseer die situasie
Meet die uitslae
Weeg uitslae teen standaarde op
Evalueer resultate
Afwyking binne limiete
Gaan voort
Afwyking buite limiete
Maak prosesse reg
Herstel uitslae
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Kriteria vir effektiewe
beheer• Gekoppel aan doelwitte
Kwantitatiewe en kwalitatieweTydigeAanvaarbareVolle begripKoste-voordeel-Moet lei in aksieDeelname
© Van Schaik Publishers 2006
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Mangers . . .
A Manager is a NERD, THAT MAKES DECISIONS, COMMUNICATES THE RESULTS AND HAS MANY RELATIONSHIPS using CLOP with 3 BASIC SKILL SETS
‘n Bestuurder is ‘N NERD, WAT BESLUITE NEEM, DIE RESULTATE KOMMUNIKEER EN VERHOUDINGS BESTUUR deur te BLOK met 3 STELLE BASIESE VERMOEËNS
Bestuurders . . .
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Making decisions
Die maak van besluite
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Sukses word beïnvloed deur. . .
• Die kort en lang termyn besluite bestuurders maak elke dag.
Besluitneming is die proses waardeur bestuurders alternatiewe evalueer en vergelyk, en die gevolglike keuse van die mees geskikte oplossing vir 'n probleem, of die aanwending van hulpbronne.
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Probleme, oplossings en voorwaardes
Relatively Common
Structured
PROBLEMS
Unusual & Ambiguous
Unstructured
PROBLEMS
Continuum
Known & well definedSOLUTION
Complex &
Undefined
SOLUTION
Cond
ition
s of
U
ncer
tain
ty
Conditions of Certainty
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Soorte Besluite
Decision type
Innovative
Adaptive
Routine
Condition
Uncertainty (High Risk)
Certainty (Low Risk)
Problem Type
Unique
Known
Solution Type
Unknown
Clearly defined
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Rasionele besluitneming proses
ID Problem
Set goals & Objectives
IDAlternatives
Compare & EvaluateChoose a solution
Implement
Follow-up & Control
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Bestuur vir mededingende voordeel
• Die belangrikste voordele iskoste leierskapspoedgehalteinnovasie
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Thank You
Dankie
Steve Jobs, Co-Founder of Apple Inc said: “Innovation distinguishes between a leader and a follower.”