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unit 2 HR, organisational structures, SUIIIIiiiIIIIIIIIIIIIIIIIIII -…

- - - - Planning: a manager sets out how to achieve short and long-term goals or objectives. Objectives were discussed in section 1.3 – strategic (long-term), tactical (short-term) and operational (day-to-day) objectives.
      - Coordinating: like a juggler with five balls in the air at once, a manager must coordinate the activities of different departments within an organisation. That might mean ensuring suppliers know which goods to produce and when, that stores receive the product at the right time to sell it, that financing is in place to purchase the goods and that marketing is ready with its ad campaign. All these activities must be coordinated so that, when a company rolls out its product, the roll-out is a success.
      - Commanding: this aspect of a manager's job involves giving instructions to employees and ensuring work performance is of a high standard. Sometimes managers need to intervene if an employee's job performance is not satisfactory.
      - Controlling: this requires a manager to understand the business' processes and policies and make changes to ensure objectives are met. It entails effective communication between the manager and employees.
      - Organising: this function requires the manager to use the available resources efficiently. These resources can be capital, human or natural. Think back to 1.1 when the concept of resources was introduced.
      - Management is the work of directing a business organisation's resources (physical and non-physical) to achieve business objectives
      - Leadership is the use of strategic and creative thinking that inspires people to meet challenges and accomplish defined goals.
      - Situational: this leadership style defies easy definition. The best way to think of it is as a style that one adopts for a particular situation.
        
        Paternalistic: this type of leadership looks after the organisation's interests and its employees as if they were family.
        
        Laissez-faire: from the French meaning roughly 'hands-off', this leadership style is characterised by a lack of interference from the leader of an organisation.
        
        Autocratic: this type of leadership is characterised by a domineering and possibly tyrannical approach. It is strong and rule oriented.
        
        Democratic: the opposite of autocratic, this leadership style values inclusiveness and employees' input.
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