Roles and Activities of a Manager- Comparison of Theories

Roles and Activities of a Manager- Comparison of TheoriesHayley Work The main roles and activities of a motorbus areManagers should prolong an organisation by organising structures, people and finances. Peter Drucker identified five activities of a manager, these areSetting objectives- Robin Fraser is responsible for every production and quality assurance he aims to garner processes less labour intensive and more automated. In order to achieve this, he has secured a investment from the bank and plans to use these coin to increase automation.1Organising- Hazim Khan analyses sales trends of different products and after assessing customer feedback in order to make sure that the company keeps with the changing market. Hazim is in charge of a team of chefs who develop sensitive products and recipes.2Motivating and communicating- Hazim also demonstrates this activity, he allows his team of chefs to work independently on their ideas but regularly meets with them to discuss any proble ms and ideas.3Measuring- Laura Bolton is pore on the companys finances and keeps an eye on the cash flow of the business. 4Developing- Kathryn Hannah encourages cater to undertake training in order the ensure that mental faculty have all the skills that the business requires.5Henry Mintzberg identified ten management roles which are then divided up into three categories.CategoryRolesManagerInterpersonalFigurehead drawLiaisonDavid FraserInformationalMonitorDisseminatorSpokespersonKathryn HannahLaura BoltonHazim KhanDecisionalEntrepreneurDisturbance HandlerResource AllocatorNegotiatorRobin FraserHazim KhanMeasuring managerial effectivenessFraser Foods usher out measure managerial effectiveness by motivation and morale of the staff, this would be put to good use in the shop floor. hither the work is repetitive and can be challenging due to the temperatures needed to produce hygienic food. The teams are set targets but have the freedom to specify how they will achieve this, working this way has increased staff morale and flexibility. 6Another way to measure managerial effectiveness would be by the train of complaints. Fraser Foods could distribute anonymous feedback forms asking questions about how the staff feel about the manager and why. The company would then be able to grasp how well the manager is performing.Behavioural supposition of leading.Macgregors Theory X and Theory Y both assume the behaviours of different management styles.A Theory X manager assumes that staff dislikes work, need directed, avoid any responsibility, dull, uncreative, have no desire, see money as the only motivation for work and view goals and objectives as caging. 7David Fraser could be depict as a Theory X manager, David also felt it was his role to make all the decisions affecting production. He didnt see the need to involve staff and believed they preferred to be told what to do and didnt want the responsibility that was the managers job, not theirs. He believed staff we re motivated by money and should be paid bonuses if targets were exceeded8Contingency theory of leadershipA contingency theory is based on the belief that there is no style of leadership that is applicable to all situations that may near within a company. Hersey and Blanchards theory was based on the leader adopting an appropriate style of leadership depending on the members in the team and the situation they have frame themselves in. In accordance with their theory a leader can adopt one of quartette styles depending on how much support the team requires and the amount of direction.9 The four styles (known as S1-S4) areTelling-This leadership style is categorised as giving a lot of direction to team members. This style is recommended for use when dealing with new staff or where the work can be tedious and repetitive.Selling-This is sometimes known as the coaching approach. It is utilize when team members are motivated to channel out the work but dont quite have the needed matur ity to complete the task.Participating-This style encompasses richly support but hardly any direction, it is used when team members are able to do the tasks required but maybe lack the confidence.Delegating-The responsibility for carrying out the task is given to team members, this style requires high levels of maturity and competence.David Fraser mostly adopts the telling style (S1) as he felt it was his role as the boss to make all decisions.Hazim Khan style of leadership fits into S2-S4 he does this by allowing his team of chefs to use their talents to create new products for the company. He regularly meets with his team of chefs to discuss and help to solve any issues that have arisen.Theories of leadership and the proposed expansion plansBennis and Nanus state that there is no one right way to being a leader, but that each has to find their own style. They did however, position common characteristicsA visions to focus mindsCommunicating the visionConsistency and honestyAwaren ess of weaknessBennis and Nanus also state that effective leadership can move organisations from current to future state, create visions of potential opportunities for organisations.10 The managers of Fraser Foods must ensure that they effectively and clearly communicate to the staff, the vision that they have for the company such as reducing their heavy reliance on the supplier, Perkins. 11Robin must also effectively communicate his vision for increasing automation as the staff feel nauseating about the impact this will have on their jobs. He must also be honest with the staff in order to ease their worries and make them feel involved in the process. 12Bibliography theme assume dissever 242 Case understand paragraph 133 Case get a line paragraph 134 Case dissect paragraph 145 Case study paragraph 156 Case study paragraph 167 Student notes8 Case study paragraph 129 Student notes10 Student notes11 Case study paragraph 1812 Case study paragraph 241 Case study paragraph 242 Case study paragraph 133 Case study paragraph 134 Case study paragraph 145 Case study paragraph 156 Case study paragraph 167 Student notes8 Case study paragraph 129 Student notes10 Student notes11 Case study paragraph 1812 Case study paragraph 24