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Management Practice 4
Module 4: Management functions
Module 4: Management functions ,[object Object],[object Object],[object Object]
1. APPLY THE DECISION-MAKING PROCESS TO A MANAGEMENT DECISION ,[object Object],[object Object],[object Object],[object Object]
Introduction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Decision-making ,[object Object],[object Object]
Types of managerial decisions Programmed Structured Unprogrammed Unstructured
Activity 1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Decision-making conditions Certainty Risk Uncertainty Outcome of options predictable Outcome of options unpredictable
Probability ,[object Object],[object Object],[object Object],[object Object]
Decision-making conditions and levels of uncertainty Certainty Risk Uncertainty Decision maker has complete certainty Decision maker has some certainty Decision maker has complete uncertainty Available options and the benefits or costs of each are known Outcome of each alternative is not known in advance Outcome of each alternative is unpredictable No element of change intervenes between the option and its outcome Probability can be assigned to each alternative outcome Probability cannot be assigned to each alternative outcome Decision is a sure thing Decision is a “gamble” Decision requires “guts” or based on your “gut feeling”
Activity 2 ,[object Object],[object Object]
1.1 Use the decision-making process to make a management decision Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Recognise, classify and define the problem or opportunity Set goals and criteria Generate creative alternative courses of action Evaluate alternative courses of action Select the best option Implement the chose option Conduct follow up evaluation Group decision making Quantitative tools – Cost benefit analysis
Activity 3 ,[object Object],[object Object],[object Object]
2. APPLY THE GENERAL MANAGEMENT FUNCTIONS TO A SELECTED ORGANISATION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management functions Organising Controlling Planning Leading Resources Human Financial Physical Information Performance Achieve goals Products Services Productivity Profit
Effective planning
Steps in the control process Standards Supervision Input resources Output results Conditions Conversion process (Activities and conditions) Output results
Steps in the control process
How decision making and management functions link Planning and decision making Managers determine the organisation’s vision, mission and goals and decide on a strategy to achieve them Leading Managers direct and motivate members of the organisation to achieve the mission and goals Organising Manager’s group activities together, establish authority, allocate resources and delegate Controlling Managers monitor progress and take corrective steps to reach the mission and goals
How the four functions of management differ for the three management levels
Activity 4 ,[object Object],[object Object],[object Object],[object Object]
The importance of leadership ,[object Object]
Important aspects of successful leadership ,[object Object],[object Object],[object Object],[object Object]
Different styles of leadership
Activity 5 ,[object Object],[object Object],[object Object]

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NCV 4 Management Practice Hands-On Support Slide Show - Module4

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  • 7. Types of managerial decisions Programmed Structured Unprogrammed Unstructured
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  • 9. Decision-making conditions Certainty Risk Uncertainty Outcome of options predictable Outcome of options unpredictable
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  • 11. Decision-making conditions and levels of uncertainty Certainty Risk Uncertainty Decision maker has complete certainty Decision maker has some certainty Decision maker has complete uncertainty Available options and the benefits or costs of each are known Outcome of each alternative is not known in advance Outcome of each alternative is unpredictable No element of change intervenes between the option and its outcome Probability can be assigned to each alternative outcome Probability cannot be assigned to each alternative outcome Decision is a sure thing Decision is a “gamble” Decision requires “guts” or based on your “gut feeling”
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  • 13. 1.1 Use the decision-making process to make a management decision Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Recognise, classify and define the problem or opportunity Set goals and criteria Generate creative alternative courses of action Evaluate alternative courses of action Select the best option Implement the chose option Conduct follow up evaluation Group decision making Quantitative tools – Cost benefit analysis
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  • 16. Management functions Organising Controlling Planning Leading Resources Human Financial Physical Information Performance Achieve goals Products Services Productivity Profit
  • 18. Steps in the control process Standards Supervision Input resources Output results Conditions Conversion process (Activities and conditions) Output results
  • 19. Steps in the control process
  • 20. How decision making and management functions link Planning and decision making Managers determine the organisation’s vision, mission and goals and decide on a strategy to achieve them Leading Managers direct and motivate members of the organisation to achieve the mission and goals Organising Manager’s group activities together, establish authority, allocate resources and delegate Controlling Managers monitor progress and take corrective steps to reach the mission and goals
  • 21. How the four functions of management differ for the three management levels
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  • 25. Different styles of leadership
  • 26.