by
January, 12, 2004
This "fruit for thought" article is for all bosses, who somehow find themselves in the position where they are trying to do the work of their subordinates.
It is necessary to focus on management work, as it is most often not consciously being thought of as part of work. A complete job description must also include tasks relating to management work.
1. All job positions involve tasks, which stem from the two pillars of work, namely vocational technical work and management work, as illustrated in the table below:
The two pillars of work |
|
Technical work |
Management work |
|
|
2. The four broad groupings of management work can further be analysed and broadly defined into main tasks as in the table below:
Management work |
|
Broad functions |
Broad tasks involved |
| Planning | Forecasting, developing objectives, programming, scheduling, budgeting, developing policies, developing procedures |
| Organising | Developing organisation structures, delegating, developing relationships |
| Controlling | Setting of standards, performance measurement, performance evaluation, performance correction |
| Leading | Decision-making, communicating, motivating, selection of people, developing of people |
3. The broad tasks can be further analysed by means of a meaningful description or definition:
Management work |
||
Broad functions |
Broad tasks |
Definition of tasks |
| Planning | Forecasting | Looking ahead for needs and opportunities |
| Developing objectives | Determining results to be achieved | |
| Programming | Establishing the sequence of work steps | |
| Scheduling | Establishing a time sequence for work steps | |
| Budgeting | Allocating resources for achievement of objectives | |
| Developing policies | Standing decisions for recurring situations | |
| Developing procedures | Standardisation of work which must be done uniformly | |
| Organising | Developing organisation structures | Grouping of work among people for effectiveness |
| Delegating | Downloading of responsibility, authority and accountability | |
| Developing relationships | Creating conditions for co-operative efforts of people | |
| Controlling | Setting standards | Establishing criteria for evaluation of work results |
| Measuring performance | Recording and reporting of work results obtained | |
| Evaluating performance | Analysing, interpreting and determining the worth of results | |
| Correcting performance | Rectifying and improving work results | |
| Leading | Decision-making | Reaching conclusions and judgements for action |
| Communicating | Creating understanding among people | |
| Motivating | Inspiring, encouraging and impelling people for action | |
| Selecting people | Choosing people for positions and advancement | |
| Developing people | Improving knowledge, attitudes and skills | |
4. The hierarchical differentiation of management work, so that the tiers do not end up doing the same work, can be illustrated as follows:
Focus of three management tiers |
||
Tier |
Type of planning and control |
Focus |
| Top management | Strategic | Plan, organise, control
and lead the organisation and departments with focus on: Understanding and influencing the environment Setting the strategy and gaining commitment Planning, implementing and monitoring strategies Evaluating and improving performance |
| Middle management | Management | Plan, organise, control
and lead departments and sections with focus on: Assistance upwards for application of vocational scientific knowledge and methods Assistance downwards for application of vocational scientific knowledge and methods |
| Supervisory management | Operational | Plan, organise, control
and lead sections, units and individuals with focus on: Operations Finance People Information |
In order to be a good performing leader, you must concentrate your efforts on the relevant focus areas of your hierarchical position. http://www.digiproducts.net/
© This article may be re-published only in ezines, magazines, newspapers and web sites, as long as it remains unchanged, together with the accompanying signatures and this copyright notice.
Pierre du Plessis, owner of several businesses and author of the ebooks titled "Easy Manage", which empowers managers to put strategic goal achievement on auto-pilot, "Leadership Development", "Nettruth" and several others. Web site administrator and owner of Management Haven, Leadership Haven, Easy Manage, Training Tools, Digiproducts and Jungle Truth. Company: Leaders Circle, specialising in corporate consulting and the design of training manuals and lectures for the development of human resources. http://www.digiproducts.net/