Business Assignment Essay

“You can’t do today’s job with yesterday’s methods and be in business tomorrow” Organisations and Management Contents Page: Introduction: Page 2 Management Functions: Page 3 POLC: Page 4, 5, 6 and 7 Management Styles: Page 8, 9 and 10 Change of Management Style: Page 11 Traits for Carl: Page 12 Weekly Review and Interview: Page 13, 14, 15 and 16

Bibliography: Page 17 1. 0 Introduction: The five elements of a business organisation are People, Structure, Strategy, Environment and technology. These elements are connected to management and work together to form the business organisation. Management is the process of dealing with/controlling things or people as well as responsibility and control of a company. Management is also accountable for leading and directing the business.

A manager is responsible for setting objectives, organizing resources and motivating staff so that the organizational goals are achieved. (Management , 2012) Management is a broad topic and involves four main points Planning, Organising, Leading and Controlling (POLC). People that manage something in some way shape or form don’t necessarily do it the same way and the dynamics of their organisation. Everyone has a different management type. There is no right and wrong but in cases one will always outperform another depending on the business situation.

This report will investigate the processes of management in business through a particular case example. Essentially the importance of management through POLC and management styles will be investigated and compared to an example manager. A case scenario in a business will also be analysed and solutions considered based on management style. The person interviewed for this report is Hume Turnbull. Hume is the manager as well as being on the board of Directors for Lansdowne Station. Hume has managed Lansdowne for 20 years and has worked as a station hand on other properties for another 20 years.

Lansdowne breeds sheep and cattle for meat sale. In addition to Hume holding such a high position in the Company he is a major shareholder. 2. 0 Management Functions Management is all about achieving what you strive for getting a good end result. Management involves four key processes Planning, Organising, Leading and Control (POLC). Together POLC is responsible for significant portion of business management functions. Figure 1 – The four management styles circled around Management. 3. 1 Planning (P) Planning is undertaken by everyone every day.

Planning is easily the most important aspect of the four management roles and because it is so important means that it can be quite a difficult exercise to undertake. Good planning can take a lot of time but the end result can be worth the time and effort. Planning isn’t the only way to show planning a more effective way is using graphs or tables. Tables are generally better as they focus more precisely on the point. Generally people plan one year in advance but in bigger corporations the planning cycle can get up to ten years looking further into the future.

Figure 2 – Levels of Planning There are three levels of planning Strategic, Tactical and Operational. Operational planning is generally used for small business that focus on what is going on the next day, planning on a day to day basis and really only plan in advance for the year ahead not looking too far into the future. The supervisors or front line managers of the business generally do the planning for this time period. Whereas the other two Tactical and Strategic focuses more into the future of the business and generally is incorporated by a lot bigger factories and larger companies.

You never see small companies/ business using this level of management as it is far too complicated and isn’t necessarily needed. Strategic planning looks at the bigger picture and concentrations more on long term objectives and consider complex and long range issues. (Managment , 2012) Hume believes that without planning the property would come to a complete stop and the business would suffer dramatically. Hume’s job as Manager and Director of the business involves a lot of planning; Hume plans all three categories the strategic, tactical and operational.

Hume’s plans the night before work, he sits down to plan the work for the next day. Planning the night before gives him more time to think about what needs to be done and is a lot more effective than on the spot. Planning is a huge part of Hume’s job, if it isn’t done right and effectively he has employees that are standing around and don’t know what to do. Examples of the planning that Hume does are: Operational= plan musters, checking waters and feeding of stock. Tactical= the sale of the animals, fencing times and purchase of equipment. Strategic= Land prices and overall business performance.

People who don’t plan are a lot less organised and that leads me to the next role of management. 3. 2 Organising (O) Organising is a management function concerning assigning tasks and allocating resources to departments. Organising also involves determining the way the business will function, giving authority and responsibility to specific people. Determining how much staff input the business will have. (Managment , 2012) Table 1 below clearly shows the six topics that organising involves as well as displaying how Hume organises his business. Table 1 Hume’s Organising responsibilities:

Organising Involves| How Hume Organises his business| Organise the structure of an organisation:| As well as working out in the paddocks Hume is also in charge of the work that goes on in the office. Organising major events that are to take place on the station like Lamb Marking, Shearing and exporting stock. Hume is continuously on the phone organising. | Having staff work in a productive working environment:| Hume believes that listening to people’s opinions makes them feel appreciated. An example of this is when Hume has his way of doing a job but asks other staff for their opinion. Give staff responsibility: | Keeping staff as involved as possible can be very beneficial. To make people continue to work hard you have to give them the opportunity to do jobs they enjoy and like to do. Example: Hume knows that staff enjoy some jobs and dislike others so it’s better getting a person that enjoys working with sheep to work with sheep. Hume also gives staff responsibility to do jobs on their own. | Delegating Responsibility:| Hume is in charge of giving jobs to the staff and from there they go and complete the task.

Hume gives different staff different jobs depending on their capabilities. | Have clear communication between all areas of the workforce: | Communication between the staff at Lansdowne is extremely clear and Hume is always talking to the workers and considering what they have to say. Hume is constantly talking to people to see how they are going and if there are any problems. | Arranging equipment and other important things for the business:| Hume is in charge of organising and buying all the equipment needed for the property.

Hume is consistently ordering new parts and all sorts of gear needed for the company. Examples: Fencing equipment and new parts for motorbikes. | 3. 3 Leading (L) Leading is the procedure where people in leadership positions are given the role to influence staff to work together to achieve success. Managers that lead people direct them in a positive way to make them work to succeed. Someone in charge of leading people must have particular personal attributes like self-discipline and respect. A leader is someone that has the ability to work within a group and have all members work towards achieving a goal.

A good leader is one that has support of people around him and they respect who he is and what he does. (Leadership Styles, 2012) Hume believes in leading people from the front, showing them that he can do a job and then get them to do it so the workers know that he can do it but he is giving them the responsibility to work towards it. Hume has respect for all people that he works with and that makes them more respectful to him. Hume states that a lot of jobs on Lansdowne are down with someone not individually so when it comes to working with someone leadership is needed.

As mentioned above, Hume is a good leader generally because of the personal attributes he has that help him in particular situations. A situation where Hume has had to use great leadership skills would be out in the paddocks mustering and another heard of sheep are in the way and not knowing what to do he changed the direction of his animals to stop a collusion. Hume’s capacity to foster team work to achieve a common goal is critical in his business’ success. As stated above, that trust and mutual respect is critical in a business such as a cattle station. 3. 4 Controlling (C)

Controlling is referred to as monitoring. Controlling compares the actual business performance compared to the performance the business has planned. Controlling is all about checking if the business is meeting particular objectives that they have set. If the business isn’t meeting standards or objectives it means changes in the business have to be made so performs right. (Business Organisation and Managment – Textbook , 2012) Hume’s controlling responsibilities are stated in Table 2 below clearly showing the six topics that controlling involves as well as displaying how Hume controls his business.

Table 2 Hume’s Controlling responsibilities: Controlling Involves| How Hume Checks Performance| Establishing Performance Standards:| Hume sets all the standards on the station. He leads from the front and demonstrates how he does the particular job and to what standard it should be done to. Example: checking waters on the station. | Methods to Measure If People Meet Performance:| Hume checks jobs that members of the staff have completed. Hume doesn’t like seeing people fail so he sets jobs to people that are capable of doing them. Comparing Performance to Standards: | The standards around the station are set by Hume if he checks a job that a particular worker has done and it isn’t done to a good standard he will confront the worker. | Taking action if it’s Necessary:| If Hume checks a job and it isn’t done well enough for him he will confront the person and show them where they have gone wrong and what they need to do better. | Reviewing Performance Standards:| Hume has been a farmer for about 30 years and sometimes with his new staff the standards he has set are too high and a lot of the time he just needs to go easy and let them learn.

An example of this was when he expected a new employee to do a job, but the guy had no idea what he was doing so he mucked it up. | 3. 0 Management Styles There are four key identifiable management styles in business. These styles are incorporated by managers to achieve their goals and are a vital part of POLC. 3. 1 Autocratic Style: This is a style of management where all decision making and control come from the top of the business. Orders are given out without any question from people in the lower more basic areas of the business. The Autocratic style is criticised for needing constant supervision.

This shows staff that you don’t trust them and gives them the idea that they are always being watched so they are scared to try new things that could benefit the business because if what they try doesn’t work the mistake will cost them. People in this are also have to focus so much harder on attention to detail. In today’s society this Management Style has been named one of the least effective and isn’t used by organisations. (Business Organisation and Managment – Textbook , 2012) Characteristics of an Autocratic management style can be seen below in table three. Power comes with the position in the business. Little to no trust in staff. | Prefers to work alone than in a group. | Praises or criticises themselves for work that staff members produce. | Payment is an award for effort. | Orders given by someone with authority to another who is under them should be done without question. | Table 3 Autocratic Style of Management: 3. 2 Persuasive Style: This style is similar to Autocratic as decisions are still made by the top people in the business but the biggest difference is clear communication between the different areas of the business. Characteristics of a Persuasive style of management. Business Organisation and Managment – Textbook , 2012) Table 4 Persuasive Style of Management: More communication between the manager and staff. | The manager tries to persuade employees. | A willingness to empathize with staff. | Still mostly an autocratic style as the power is still centralized with the management. | 3. 3 Consultative Style: This style is another step away from the business being controlled by the manager and more about staff cantered management; even though the leader inputs the majority the other team member’s views and points are accepted and taken into consideration. Business Organisation and Managment – Textbook , 2012) Table 5 Consultative Style of Management: Focuses on using skills, experiences and ideas of others. | The manager still has final decision. | Delegates but still hold power. | Weighs all alternatives until final decision. | 3. 4 Participative Style: The participative style of management is where the staff are accepted and appreciated to the point where there thoughts and ideas are considered. There is still the management structure but people in the lower areas of the business are accepted and people in this area work more as a team.

Characteristics of a Participative style of management: (Business Organisation and Managment – Textbook , 2012) Table 6 Participative Style of Management: Team is usually highly capable and skilled. | More ideas are brought in by more people. | Very little direct upper management supervision. | Support for all staff members. | Participation by all people in decisions that need to be made. | 3. 5 Management Style person interviewed uses: After reading about the above four management styles it is easy to tell the difference between them but they all share some common points.

From the four styles it isn’t really obvious which style my Hume uses. He uses some parts of one and parts of another these two are Consultative and Persuasive. Hume is a Consultative style manager as listens to what other people have to say as well as considering point that they may make. But Hume still likes to be in charge and have power over the final decision but is more lenient and willing to listen to others. Example is when Hume asks employees for their perspective but the end decision is what he wants.

Hume is also a Persuasive styled manger with how he persuades his employees to follow his lead and work hard to achieve goals. Hume is a manager that will never cut out employee advice and this is shown in both styles that he uses (Relate to table 4 and 5). Both Participative and Autocratic are not management styles that Hume believes in. Hume doesn’t agree with full employee participation and decision making. He thinks that a degree of it is good but not a full input and decisions shouldn’t be made by employees. But also on the other hand he doesn’t agree that employees should have no interaction or make any decisions.

Hume prefers to work in a group as well not like an Autocratic manager that believes in working solo (Relate to table 3 and 6). Hume doesn’t think that any of the four styles are right but says taking parts of all four is the best way of achieving a good management style. 4. 0 Change of Management Style? Carl Carf a manager of a business is experiencing difficulty with a staff member named Emma. Carl is a manager that is extremely easy going but has noticed that Emma isn’t meeting business standards and this affecting the overall business.

Emma feels that she isn’t being treated fairly and is complaining to other staff causing problems between all areas of the business. Carl has realised that this problem is getting out of control and knows he must address the situation. Carl’s current management style is more participative which is upsetting Emma as she believes that with the position she holds in the organisation that she should be given more power and should be listened to by Carl. Emma quoted that she feels she isn’t being recognised for the work she has produced and this is definitely the case.

Carl’s participative style currently doesn’t suit Emma’s needs in the business because she desires greater structure, direction and feedback. Carl’s current participative style doesn’t give Emma credit or direction and thus she is bored and disengaged. Due to Emma’s disengaged state, Carl needs to change his management approach towards her and possibly other staff. Due to the situation with Emma, Carl should consider a consultative approach for more success. His current Participative style isn’t working and it’s upsetting Emma. Changing his management style will hopefully make Emma more engaged and productive and meet standards.

Emma prefers a manager that is a lot more accepting of ideas she puts forth as well as a manager that takes the time to approach staff and communicate to them on a regular basis about how they are going and if there are any problems they are having another thing Emma said was she was bored. This is understandable with Carl currently being enormously laid back means that staff might not always have a job and Emma prefers set jobs and structure. Carl changing his management style from Participative to Consultative is the best move as the other two styles don’t fit what Emma has described being a problem. . 0 Traits for Carl to focus on in the future From the 10 traits that are important for effective business management two must be chosen for Carl to focus on improving his management in the future. The two most important traits for Carl from the list below are Leadership and Conflict Resolution Abilities. Currently Carl’s leadership is lacking as well as the ability to resolve conflict this is shown in the case with Emma as both of these traits are an important part and Carl is lacking in both areas and if not resolved the downfall of the business is inevitable.

The most important trait that Carl needs to focus on improving is Leadership. Lately there has been a problem in his business with one of his new staff members and this is most likely due to his ineffective leadership. A good leader is one that all staff members will look up to and work hard for. If Carl continues leading like he currently is his staff won’t work hard, wont complete jobs to business standards and eventually could cause some havoc in the business like Emma has currently been doing. Currently Carl’s leadership is very laid back, he is letting the staff do what they want and not showing them how a job should be done.

This Participative style isn’t working and might be affecting the overall business performance. Leadership in Participative doesn’t work but when he changes his management style from participative to consultative he will be able to have the final say in decisions and have more power over what goes on in his company than he currently does. Now that Emma has made a big deal other staff members are questioning what they are doing and what little Carl is doing. So if things don’t change this could infiltrate the whole workplace and could eventually end up as a huge drama.

The second trait that Carl has to focus on altering is his ability to resolve conflict. Currently the problem caused by Emma is disturbing a lot of people in the workplace. To this point in time Carl doesn’t know how to resolve problems and this is leading to an ongoing problem in the business. A good manager is one that can see a problem and confront it and work on ways to fix it, Carl on the other hand isn’t a manager that confronts problems but waits for them to get serious before he has to do something and by then it’s too late and the problem might have affected other areas.

Carl needs to work on his conflict resolution skills if he wants to stay in the business cause if problems get to out of control the whole business might be affected leaving Carl with no job. Weekly Review Week Reviewed: Tuesday the 7th of August – Tuesday the 14th of August. Review of Action plan: Considering I hadn’t done much of the assignment my aim was to complete as much as possible of the assignment so I could get it to Mr Brown Thursday the 9th for a draft. Receiving it on Monday the 13th I commenced the checking and editing phase and adding the finishing touches for submission.

Success for the week: Luckily I was able to complete the majority of the assignment to hand in as a draft and after receiving the draft back I have been able to update and fix up the draft. Problems related to the assignment: Not being able to understand some requirements for the assignment was a problem as well as having a lot of work in other subjects that I had to do was a major setback. Actions to overcome these problems: The problems I had resolving the assignment I went and talked to Mr Brown and other members of the class.

Other work problems I had were overcome by doing a lot of work on the weekend. How satisfied am I with progress to this point in time: Considering the assignment is due tomorrow I’m a bit nervous with the result but I believe that I have put a lot of work into it and hopefully that pays off. My biggest problem was leaving the assignment to the last minute and not giving me enough time to read it over. Any action needed to correct progress: No action needed just need to finish the assignment for submission tomorrow.

What would I do different if I was to go back and complete this week again: The biggest change I would make would be to have focused a lot more in class to point that Mr Brown told us about as well as being more time affective. Evaluation of Interview Process 1: The person I interviewed was my dad and the only way for me to interview him was over the phone which worked quite well. Dad gave clear answers the questions and gave me some good points to put in my assignment. 2: It was difficult listening to dad as well as writing it down so I got dad to speak slowly and give me important points and examples. : in my interview there was no conflict but with a number of questions dad didn’t know what to answer with and had to think about the question before answering it. Interview/ Appendix 1. What is your position title and can you tell me about your role and what the company does? Hume Turnbull (Dad) managers and is a director of Lansdowne Station. Lansdowne is breeds sheep and cattle. As well as managing the place and working on it dad owns a major percentage of shares in the business. 2. How long have you been performing this role? Managing Lansdowne for 20 years and working on stations as a worker for 20 years. 3.

Describe your key responsibilities Hume’s main responsibility is day to day organization of the place. He is in charge of all the jobs that must be done on the property as well as employment and control of all staff members. As well as the marketing and selling that is incorporated. 4. How important is your role? Who do you report to? Hume is in charge of everything that goes on around the station. He reports on a regular basis to the board of directors. 5. What got you into the area of management? A high level of interest and persistence as well as the fact that he grew up on the land has always had an intension of doing what he is now. . How demanding is the workload in your role? Hume lives on the station so at any point in time he may be called out for an emergency. Hume works all weekends with very minimal holidays. His job has an enormous workload and responsibility. 7. What do you like and dislike most about your role? Hume likes everything about role and dislikes nothing. 8. Describe the types of thing you have to PLAN in your role? Dad’s major planning that he has to do is the night before work he has to plan the work for the next day. Planning the night before gives him more time to think about what needs to be done.

Planning is a huge part of Hume’s job because if it isn’t done right he has employees that don’t know what to do and the station comes to a stop. 9. Describe the types of things you have to ORGANISE in your role? Some of the major areas dad organizes are all the major event s that takes place on the property, from shearers, fencers, lamb marking, trucks to pick up and take away stock as well as contract workers. Another major area that dad organizes and takes care of is the office and the marketing of the station. Hume also buys all the gear, equipment and merchandise. 10.

Describe how you are required to undertake LEADING of others in your role? If Hume can’t do the job he asks other staff to do it. He believes in giving responsibility to people so they step up and tries to do the job well. He knows that is better to give people jobs they are capable of though so they aren’t left struggling and feel like they have failed because all that does is make them feel insecure. 11. Describe how you monitor business performance (CONTROL)? Lansdowne is a huge operation and a lot of people rely on Hume so each year they take statistics on how the station is going and then they send back a report.

As well bench marking has been done in the past. 12. Describe your preferred management style? Hume believes that a real hand on management style is appropriate in his position and is really needed for a farm. Leading by example is the best thing that Hume does well, he shows the standards that he requires and it shows workers that he can do the job he just trusts them to do it. He shows people what to do and they follow by example. 13. To what extent do you allow for employee involvement and participation? Listing to peoples opinion make them feel like they have a say and makes them feel comfortable.

Hume likes to get his staff as involved as possible so they fell like they are being appreciated and not just used. The best way to make people feel comfortable and enjoy what they are doing is by letting them do what they enjoy and sometimes what they want. Naturally if someone is doing something they enjoy they are more likely to do a better job than someone who dislikes what they have been appointed. 14. What management approach/style has been most affective in your company? Why? Hume believes that making people fell worthy and makes them feel like they own the decisions that they are not being given instructions all the time.

Giving people responsibility and making them make their own decisions so they feel trusted. Bibliography Business Organisation and Managment – Textbook . (2012). Brisbane : VCTA Publishing. Leadership Styles. (2012, August 15). Retrieved from Leadership Styles – Managment : http://guides. wsj. com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/ Managment . (2012, August 15). Retrieved from Managmnet POLC: http://www. slideshare. net/rgiles1/management-polc Managment . (2012, August 15). Retrieved from Managment Chapter 1 : http://www. slideshare. net/Subjectmaterial/management-chap-1

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