Unit 3 - Management

Unit 3 Management 1
www.businessleavingcert.com
Copyright 2012
Management
refers to the process of achieving
objectives effectively with and
through other people.
Characteristics of Good Managers

(Born with - innate not learned)
Time Management: developing methods to
maximise the time efficiency of a business. It
involves prioritising and delegating tasks,
setting deadlines that are realistic, establishing
schedules and monitoring progress.
This ensures no duplication of tasks and
ensures objectives are met on time.
Enables business to be efficient and remain
competitive.
Initiative: use their confidence to lead the
Business and solve problems as they arise.
Characteristics of Good Managers

(Born with - innate not learned)
Hard Working: strong commitment and
high work ethic and effort. Sets good
example for employees. Sets the standards
of what is expected of employees.
Flexible/Adaptable: capable of
responding to changing circumstances,
ability to be flexible without much stress.
Decisiveness: ability to make good
decisions quickly , they assess and analyse
situations, show consistency in making
decisions and are accountable for them.
Management around us
In a Business:
When starting up a new business,
When employing staff
When planning and developing
products,
When organising resources to produce
and sell products
When controlling all aspects of the
business
Local Community: E.g. setting up a club for
people in the community
Requires management of the running,
activities and finances of the club.
Usually run through a Committee who
undertake planning and organising.
Leadership is required to get people
involved and motivated.
Communication is essential so members are
informed.
Government: providing public services
requires good management as the services
must be planned, staffed and organised.
Finance must be controlled (e.g. HSE).
Leadership and motivation is important
for Government officials to ensure high
quality services.
Communication is imperative to keep
citizens informed of what is going on.
Home: many activities at home
require planning and organising. E.g.
holidays, Shopping etc. Finances must
be controlled.
Leadership, Motivation and
Communication is required to ensure
members of the family are happy.
School: running a school requires a lot of
planning and organising E.g. employing
staff, setting timetables, assigning
classes. Finances must be controlled.
Teachers require leadership motivation
and communication skills so as to
deliver a course to their students.
Students must also manage their time
and study effectively.
ENTERPRISE Vs MANAGEMENT
(SQ)
Enterprise is the willingness of an
entrepreneur to seek an opportunity and take
the risks involved in starting and managing a
new business with the aim of making a profit.
Management refers to the process of
achieving these objectives with and through
other people. It involves planning, organising,
directing, staffing and controlling through the
use of human, material and financial
resources.
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ENTERPRISE Vs MANAGEMENT
(SQ)
Enterprise requires more risk taking, energy,
self-belief, initiative and persuasiveness.
Management requires more control and attention
to detail, a more long term focus on planning,
organising and controlling (activities) leading,
motivating and communicating (skills).
Enterprise is relatively Short term while
Management is more long-term orientated aimed
at B survival, development and growth.
Entrepreneurs may have the idea and take the
risk to turn it into a Business plan but need
Managers to implement it effectively through
planning and organising.
Good managers are not necessarily Good
Entrepreneurs andwww.businessleavingcert.com
Visa Versa.
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Management Skills
Leadership
Motivation
Communication
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Skill 1:
Leadership
Definition: Leadership refers to the methods

by which people are persuaded to work
towards the achievement of agreed
objectives, i.e. through guidance,
communication and delegation.
Effective Leadership develops loyalty,
trust and commitment between a leader
and their team.
This leads to improved productivity in the
Business.
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Leadership Styles
Autocratic
Democratic
Laissez Faire
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(a)AUTOCRATIC Leadership
AUTOCRATIC Leadership/ Dictatorship/
Controller Manager E.g. Hitler
Likes to be in total control and will seek
to take all responsibility instead of
delegating the workload.
They give orders which they expect to
be fulfilled without questions and
generally dont consult with employees.
Communication is top down from
manager to employees who have little
or no say in decision making.
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AUTOCRATIC Leadership
Fear of consequences acts as
motivating factor for employees.
Can be successful if leader is an expert
in a specialised field where skill set of
employees is very narrow e.g. Army
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AUTOCRATIC Leadership
Consequences/Implications
Employees obey orders in the short term but
support will diminish as they become frustrated
and morale drops. Skills are not utilized and
employees may leave.
Work is done quickly as no questions are asked,
no time delayed.
Employees opinions and views are not considered
which may result in a lack of informed decision
making. However decisions can be made and
implemented quickly.
Manager may suffer from work overload and waste
time on tasks which
subordinates could complete.
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(B) DEMOCRATIC Leadership

DEMOCRATIC Leadership/ Facilitator Manager
Consults and collaborates with employees, they
say what is required for objectives to be achieved
but allow employees have input into the
decision making process.
The workload is subdivided and DELEGATED out
to employees as the leader trusts that objectives
will be met
Results in highly motivated and co-operative
employees.
Employees use their full range of skills/talents.
Communication is bi-directional. Suitable to most
Business today. www.businessleavingcert.com
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(B) DEMOCRATIC Leadership

DELEGATION (SQ): assignment of authority,
responsibility and decision-making ability to
employees to enable them to undertake
certain activities.
Involves subdivision of tasks into the
workforce and allows a manager to focus on
important areas of the Business.
Gives an employee decision making
experience and helps them develop their
own skill base.
Sets employees up for promotion which is
good for motivation
and staff
morale.
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DEMOCRATIC Leadership
Taking on employees views and opinions is time
consuming for managers. Excessive consultation
may make it difficult to keep everyone happy and
weaken end position.
Employees feel trusted, involved, their morale
increases and job satisfaction and productivity
are high.
Easier to implement change if trust and respect
is in place and employees have a genuine interest
in the business.
Through delegation employees develop
decision-making
skills, initiative
and
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LAISSEZ-FAIRE Leadership
LAISSEZ-FAIRE (Leave to do) / Free Rein/
Spectator Manager
A laissez-faire leader communicates Business
objectives to everyone involved. Total trust is
placed in the decisions and abilities of employees
who set their own goals in line with overall
objectives and decide how best to achieve these.
Absconding is evident, i.e. total responsibility is
given to employees who may make decisions
without consulting the manager. This should not
happen as no matter what happens ultimate
responsibility and accountability rests with the
leader.
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LAISSEZ-FAIRE (Leave to do) / Free
Rein/ Spectator Manager
Communication is difficult as leader has
little input.
Only suitable where employees are
highly skilled and self-directed. E.g.
Scientists research.
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No advice/help/support and guidance from
manager leads to poor decision making from
inexperienced employees and waste of
resources, increasing Business COST.
Problems may escalate before being noticed
and solved thus valuable time may be wasted.
Employees are highly motivated by freedom
given to them enabling some to excel
(intrapreneurship).
Managers are free to deal with other Business
Issues.
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Skill 2: Motivation
Definition: Motivation refers to the
set of forces, e.g. encouragement
and guidance which cause people to
behave in certain ways, i.e. to work
hard and be productive. Morale
reflects employee attitudes to work,
colleagues and the Business itself.
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Benefits/Importance of
Motivation
A positive working atmosphere, co-operation among
members, and high productivity which leads to
increased efficiency and potential profitability.
The skills and creativity of employees is harnessed
in achieving objectives.
Good morale will exist when employees are happy,
take pride in their work and feel valuable to the
Business.
Absenteeism is low as people like going to work.
New customers occur as quality standards and
customer satisfaction is high.
Employees look for new challenges to develop their
abilities and skills.
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THEORIES OF
MOTIVATION
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MASLOWS THEORY of MOTIVATION

HIERARCHY OF NEEDS
Abraham Maslow (1908-1970),

believed that people in Business are
motivated by a hierarchy of needs,
from low needs to high, and that
each person has the same categories
of needs.
KEY: Once one need is satisfied the
next in the hierarchy becomes their
motivator.
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HIERARCHY OF NEEDS
Needs are categorized in order of importance starting

at the bottom and working upwards. The levels are
Physiological (Essential/ Physical) e.g. met in B
through payment of wages.
Security e.g. met in B through employment
contract, pension scheme.
Social Acceptance e.g. friendship, belonging,
met in Business through team building/ social
events.
Esteem e.g. met in Business through praise, job
status, job title, own office.
Self-actualisation e.g. met in Business through
promotion, intrapreneurship etc.
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HIERARCHY OF NEEDS
5. Self-Actualisation
4. Esteem
3. Social Acceptance
2. Security
1. Physiological
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IMPLICATIONS OF MASLOWS
THEORY of MOTIVATION
HIERARCHY
OF
NEEDS
Employees attitudes/ work ethic is influenced by

managements success at fulfilling their non-financial
needs. Once employees receive basic wage,
additional rewards/ recognition are required.
Managers must be aware that employees are at
different levels in the hierarchy at different times and
ensure they provide the means by which employees
needs can be met at every level.
This enables managers to unlock employee potential
as their needs are satisfied and they become
motivated to work harder.
If work is boring, morale will be low irrespective of
pay. Low morale will lead to high absenteeism,
efficiency and productivity will also be low.
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McGREGORS Theory of
Motivation Theory X and
Theory Y
Douglas McGregor (1906 1964), believed

Employers see themselves as the boss
who pays the wages, gives instructions
and doesnt like unions while
Employees see themselves as the
people who do the job, get paid and
accept no responsibility.
Based on this he believes that there are
two main styles of management in
Business denoted by Theory X and Theory
Y.
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McGREGORS Theory of
Motivation Theory X
Theory X managers believe that:
Employees are lazy and wont work hard unless a high
level of supervision is in place, i.e. employees dislike
work and will avoid responsibility.
Management must offer incentives, e.g. bonus to
motivate employees as employees lack ambition and
must be forced to pull their weight in the workplace.
Safety and Security needs are priority for employees.
Employees will be resistant to change and are easily
influenced by others.
Links up with autocratic leadership where instructions
are issued and expected to be fulfilled without
questioning from the lazy workforce.
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McGREGORS Theory of
Motivation Theory Y
Theory Y managers believe that:
Employees enjoy work and are willing to work and take
responsibility, management are positive.
Employees should have suitable training so they can fully utilise
their knowledge and talents in problem solving.
Employees have the ability to motivate themselves thus high levels
of supervision arent required.
Satisfying the self-actualisation needs of employees via increased
responsibility, job challenges, fosters commitment and increases
productivity and efficiency.
Abilities of employees arent fully utilised unless employees are
involved in deciding how objectives should best be achieved where
possible.
Links up to democratic leadership where employees are treated
well, are valued and involved leading to good morale and low
absenteeism. This theory is more appropriate in Business as it
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leads to High Quality Work,
a reliable and content workforce who
Skill 3: Communication
Definition: Communication is the
transfer of information, views, opinions
and ideas from one person to another
within a firm with the aim that the
receiver will understand, give feedback
where necessary and act upon.
For successful communication it is
imperative that one has the ability to
listen, read, speak and write in order to
meet the goals and objectives of a firm.
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ELEMENTS of Effective
Communication
1. Sender
2. Receiver
3. Message
4. Medium (method used
e.g. email)
5. Feedback
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Types of Communication between

layers in an organisation:
Downward: delivery of instruction/ directions/ orders
from superior to subordinate to aid understanding of the
task to be completed and prevent mistakes. No feedback
given.
Upward: the delivery of suggestions/ complaints/
difficulties from subordinates to superior.
Lateral (Horizontal): communication between
departments within the Business ensuring everyone
works together toward achievement of overall objectives.
Feedback: of thoughts/ opinions/ views are an important
ingredient to good decision making. This may slow the
process but will result in well informed good decisions.
Ensures Clarity of the message, opinions of others to be
heard and encourages positive interaction between
people.
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IMPORTANCE/BENEFITS OF GOOD
COMMUNICATION IN BUSINESS
1. Achievement of Objectives
Imperative in outlining clearly what the Business Objectives
are and explaining the methods of their achievement.
At Low Level (within a small group or team) communication
is both upward and downward, ensuring objectives are
achieved for a particular team or department.
At Mid-Level (within the Business itself), via lateral
communication and feedback, good communication ensures
all departments work together and cooperate to achieve
overall Business objectives.
At High Level (between the Business and external
environment, good communication with feedback e.g. with
suppliers and customers allows the Business to operate
efficiently with all stakeholders
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2. Quick Informed Decision Making
Good multidirectional, i.e. upward, lateral
communication and feedback within the Business
allows management to collect valuable feedback
regarding best practice in a Business, from
employees.
Employees are in the best position to highlight
potential improvements in Business
processes/products as they are the people working
on the production lines or meeting the customers.
Accurate, timely information enables management
to partake in informed decision making therefore
Increasing Business Performance. Essential in an
ever changing global
environment.
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3. Optimisation of Employee Skills/Talents
To capitalise on the diverse range of skills,
creativity, talents of the labour force, the
language used in communication must match
the capability of the receiver and the message
must be clear to ensure understanding.
Essential as different languages, cultures and
norms merge and require understanding.
Business must be open to new ways of
thinking, fresh ideas and new problem solving
techniques which help increase efficiency and
competitiveness in the market. E.g. JIT
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4. Successful Problem Solving within the Organisation
Structure
Line Management outlines the order in which authority
and power is passed down from top management to each
employee at every level. It facilitates a clear chain of
command, enables instructions to flow downward,
accountability and feedback flow upward. Ensures
Employees know their function in the Business.
Potential problems may be avoided in a timely manner if
employees feel they are listened to. When problems do occur
employees will be willing to seek advice and guidance from
managers who are willing to listen and collaborate leading to
more efficient Business practice and performance.
Communicating the overall Business plan enables them to
view the Business from a wider perspective, foresee
potential problems and
take a proactive approach.
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5. Good Industrial Relations and Morale
Lateral communication and feedback between
Approachable management and employees
increases the morale of employees as they feel
valued and listened to thus productivity and
efficiency increase and good IR will exist.
It enables management to delegate effectively and
empower employees as employees are equipped
with the necessary understanding of information to
undertake tasks given.
Enables management to help, advice, guide ,
support and encourage employees which fosters
loyalty, commitment, productivity and efficiency.
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FACTORS OF EFFECTIVE
COMMUNICATION
CLARITY message should be clear and easy to
understand. Should not be contradictory. Language should
suit capability of receiver and should not contain any
jargon they may not understand. The objective of the
message must be outlined and achieved.
CONCISENESS message should be to the point as
receiver may lose interest if too long or contains useless
information.
ACCURACY where message contains facts, these should
be accurate enabling them to be understood and used
correctly. E.g. Financial Report.
TIMELINESS receiver must be given accurate time to
process the info, analyse it and return a well thought out
accurate response. Receiver should be able to receive
feedback if required.
CORRECT MEDIUM
message should take the correct42
FACTORS OF EFFECTIVE
COMMUNICATION
COSTS should be kept to a minimum and a record
should be kept where possible. E.g. Email is cost free.
NO BARRIERS potential barriers, e.g. noise,
relationship between sender and receiver and
authority should be non-existent for effective
communication to be achieved.
CLEAR PROCEDUES should be in place for
effective communication, e.g. an employee should
receive a written warning and two written warnings
before being suspended from employment.
OPEN CHANNELS should exist between
management and employees to ensure
communication is multi-directional and allows
feedback. Leads to Good IR and quick problem
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solving.
BARRIERS TO EFFECTIVE COMMUNICATION

LANGUAGE If the language being used isnt understood,
communication cannot take place. E.g. Foreign Language or
Technological terms etc.
INFORMATION OVERLOAD Too much information may cause
communication not to occur at all as the main message may be lost
NOISE Background noise may make the receiver unable to receive a
message clearly.
DELIVERY AND RESPONSE TIME If communication isnt delivered
using the most appropriate method with room for a response, poor
communication may take place as receiver isnt given a change to
clarify any misunderstandings.
BUSINESS CLIMATE if the company is extremely busy , important
information may be ignored or confused causing problems such as poor
decision making and wasting resources.
RELATIONSHIP & SOURCE CREDIBILITY if the relationship between
the receiver and the sender is poor, communication may not occur or
difficult and a slow process. It is important the source of communication
is credible and trustworthy.
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FACTORS TO CONSIDER WHEN

CHOOSING A METHOD OF
1.COMMUNICATION:
Confidentiality does the information need to be
2.
3.
4.
5.
6.
7.
kept private (A business may use a private meeting

when letting someone go.
Urgency how quick do we need the information
(email?)
Cost how much does it cost (should I travel to
America or use Video Conferencing.
Transmission Speed How long will it take for my
message to be received (Letter may take 2 days)
Content Is there a lot of information that needs to
be communicated (I may use a report)
Time Difference When communicating around the
world what time should I call the US to get an
appropriate response?
information being
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Legal Requirements
Does the
TYPES OF
COMMUNICATION:
VERBAL/ ORAL Spoken communication
between people either face to face or by
phone.
Written through letter, email, report etc.
Visual used in conjunction with verbal and
written e.g. Charts, Graphs, Video
Technological-internet, B-ISDN (Broadband
Integrated Services Digital Network),
intranet(computers linked within a
company), Video conferencing and virtual
meetings.
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VISUAL
COMMUNICATION:
Pie Chart
Bar Chart
Sales
1st Qtr
3rd
Qtr
2nd
Qtr
4th
Qtr
Trend Graph
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DATA PROTECTION ACT

1988 2003
Data Subjects: person about whom

personal information is kept
Rights of Data Subjects

Access to information
Inaccurate information removed or
changed
Have name removed Direct marketing
list
To take Court Action and claim
Compensation if rights are infringed
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DATA PROTECTION ACT

1988
2003
Data Processor: Is a person or firm who
process the data on behalf of the data
controllers.
Obligations of Data Controllers include:
Data must be obtained and processed fairly

Data must be accurate and up to date
Data must be kept for specified and lawful purposes
Data must be kept safe and secure
Must keep a register of data kept
On request, must supply copy of data kept
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DATA PROTECTION ACT

1988
2003
Functions of the Data Protection
Commissioner include:
Responsible for supervising and monitoring the
operation of the Act
Keep a register of data controllers and data processors
Use enforcement notices to deal with people who
breach the Act
Use prohibition notices to stop data being transferred
outside the state
Issue information notices which force data controllers
to provide information when requested
Report to the houses of the Oireachtas annually.
50
ICT (Information Communication

Technology Terms)
EDI electronic data interchange, used by firms for intercompany

transactions. EDI relies on computers having compatible
technology. It allows documents to be sent from one computer to
the next without having to print the documents.
File Transfer Computer files can be transferred quickly and
efficiently through the link up to computers in different
companies.
Teleworking a person being able to work from home via the
computer.
Video conferencing a meeting between different people in
different places. Visual communication is done through camera
and monitor usage where as sound signals are transmitted over
the internet
E Commerce is a method by which goods & services are
bought and sold over the Internet. This is done through two ways
1- Business to consumer , 2- Business to business
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(B) ISDN Broadband
integrated Services Digital Network
MEETINGS:
is a gathering of
people to exchange ideas and make
suggestions, enabling collective
decision - making.
Types of Meeting:
A.G.M Annual General Meeting

Ad Hoc Sudden/Off the cuff.
E.G.M - Extraordinary General Meeting- an
issue of such importance that has occurred
that the directors feel it needs to be
discussed by the shareholders
Statutory Has to be held by a private
limited company within 13 months of
incorporation.
52
MEETINGS
Types of Meeting:
Formal meeting such as staff
meeting, meetings of Board Of
Directors, this type of meeting is
planned
Informal Meeting takes place
regularly as staff members share
ideas and listen to each others views.
53
MEETINGS
Other Terms:
Standing Order: a rule or order
governing the procedure, conduct, etc.
Motion: a proposal formally made.
Proxy: a written authorisation
empowering another person to vote or
act on their behalf.
Voting by Ballot: Show of Hands.
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NOTICE of a Meeting
Notice
Notice is hereby given that the 20th Annual General Meeting of Sarsfields
GAA Club will be held in the Clubhouse at Main Street, Riverstown, Co.
Cork on the 12th January 2013 at 8.00 pm.
Name of Club/ Organisation

Address of Location of Meeting
Date
Time
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AGENDA of a Meeting
Agenda
1. Minutes of the 2004 AGM as previously circulated
2. Matters arising from the minutes
3. Club Chairpersons Address
4. Club Secretarys Report
5. Club Treasurers Report
6. Club Subscriptions for 2012/2013
7. Election of Officers
8. Election of Executive committee
9. Proposed amendments to the Clubs constitution.
A.
B.
10. Any Other Business with the permission of the Chairman.
____________
Kevin O Brien
Club Secretary.
Date: 12th January 2013.
AOB = Any Other
Business
56
MINUTES: what happens at a meeting

MINUTES
Date 18th January, 2013
Minutes of 5th Annual General Meeting of Businessleavingcert.com Ltd.
The 5th. Annual General Meeting of Businessleavingcert.com Ltd. was held in the
head office of the company at 31 Main Street, Thurles, Co. Tipperary on the 18th of
January 2013 commencing at 11.00 am. The Chairperson, Ms. M Kavanagh brought
the meeting to order. The Attendance included the directors, twenty shareholders
and the auditor.
1. The Minutes of the 2012 AGM as previously circulated were proposed by
__________ and seconded by ______________ and signed by the chairperson.
2. There were no matters arising from the minutes.
3. The Chairpersons Report was given by Ms. Kavanagh who outlined the
successful year gone by with growth in all sectors of the business. She also set out
the plans for the future of the business.
4. The Auditors Report was presented and the Accounts were adopted. Proposed
by
______________ and seconded by _______________.
5. The dividend for the year was agreed at 55c per share. Proposed by
_______________ and
seconded by ___________________.
6. The remuneration of the auditors was agreed and McCarthy Chartered
Accountants, were re-appointment as auditors for the following year.
7. Ms. J. McGrath and Mr. H. Hamilton were reappointment as directors for a further
year.
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8. There were no Motions before the meeting
MEMO-
used for giving

information, reminding people of
events, giving instructions
To:
Timmy OToole, Marketing Manager
From:
Graham Murphy, Sales Manager
Date:
09-02-13 Time: 10.30am
Re issue: Prices of New Product.
All Marketing Campaigns should price our
new breakfast cereal at 2.50 per pack.
Signed: Graham Murphy
Title:
Sales Manager
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TREASURER - has a watchdog role over

all aspects of financial management, working
closely with other members of the
Management Committee to safeguard the
organisation's finances.
Present budgets, accounts and financial
statements at AGM
Advise on the organisation's reserves
and investment policy
Prepare accounts for audit and liaises
with the auditor, as required
Fundraising for a Business/Club
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CHAIRPERSON: is
responsible for the running
a meeting.
of
Prepares
the agenda
checks that there is a quorum
(minimum number of people that need
to be present for a meeting to go
ahead.
follows the agenda and establishes
order
allows all to participate if they wish
uses a casting vote if needed to get
decisions made
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SECRETARY: responsible for all

administration work in the
company
Reads & replies to all correspondence

Keeps a record of members
Sends out notice of meetings to
members
Helps prepare the agenda
Keeps the minutes of a meeting.
Keeps files and records.
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REPORT FORMAT
Title: (name of report)
Names: (who is writing the report)
Terms of Reference: (purpose of why the
report is written.
Main Body (Findings): (written in
paragraphs main findings)
Recommendations. (what the writer
recommends)
Acknowledgements. (who the writer wants
to thank or give recognition to)
Signature:
Bibliography / Reference. (where they get
their informationwww.businessleavingcert.com
e.g. Article in
Irish Times
62
LETTER FORMAT
Name and Address of

Receiver
Coco Chanel,
Senders
29 31 Rue Cambon,
Paris,
Address
France. +33 (1) 42 86 28 00
Ms Keira Knightley,
Lower Kensington Street,
London,
England.
17 January 2012Date
Dear Ms Knightley,
Dear
Main
Body
I have been looking closely at your recent success in the movie industry and
would like to
Sir/Madam
offer you the chance to endorse our newly re-branded perfume, Chanel No. 5 as well as our
new spring/ summer range of clothing.
Coco Chanel is willing to offer you a substantial payment for your service. We will also fly you
out to the location in Paris where you will take part in an advertising shoot as well as
numerous other endorsements.
Please reply to me as soon as possible through your agent, either by letter or by phone. The
offer is negotiable however we would like to conclude the deal before the end of week.
Yours faithfully Signature and

Karl Lagerfield
Title
63
Management Activities
Planning
Organising
Controlling
64
1. Planning:
Definition of Planning
The process of deciding the
objectives of the business and how
they are going to be achieved
effectively.
65
1. Planning:
SMART Principles of Planning
Specific make a detailed plan
Measureable be able to measure it
Agreed make sure everyone
involved is committed.
Realistic add in CONTROL
measures
Timing make out a deadline that is
achievable .
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Types of Planning
1.Strategic Plans
This is long term planning

developed over time usually up to 5 years ahead.
. Created by the Board of Directors and implemented by
Management. E.g. Marketing Plans, Financial Plans. Look
at matters inside the business (technology) and externally
(market trends) over time.
Strategic Plans and SWOT Analysis
. Strategic plans aim to make sure the Business develops,
is as good as its best competitor and maintains market
share.
. It is essential Businesses aim to develop their
STRENGTHS (Innovative Skills), eliminate their
WEAKENESSES (Liquidity), avail of OPPORTUNITIES
(expanding) and counteract THREATS (New competitors).
67
Types of Planning
2. Tactical Planning is action
planning looking at the short term
generally 1- 2 years ahead.
. Tactics are employed by the enterprise
to achieve its objectives. E.g.
achievement of a certain profit margin
for a year.
. More performing than thinking.
68
Types of Planning
3. Mission Statement states the long term
objectives of a Business. It states the main
objective, its principles, policies, values,
identity, and vision for the future.
E.g. Googles mission is to organize the worlds
information and make it universally accessible
and useful.
4. Contingency Plan is a plan which is followed
as a result of a problem occurring, a plan B.
5. Operational Plan - drawn up from tactical
plans, sets objectives for the weeks ahead, e.g.
monthly budgets.
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Benefits of Planning
Guide for the Future Objectives and methods for their
achievement being set out in Strategic Plans, guide
management and employees as it ensure plans are
realistic, this helps unify decision making (agreed) and
ensure achievement of objectives through the development
of tactical planning.
Reduces Uncertainty No confusion across departments
as nothing is left to chance. Goals and action to achieve
them are set through tactical plans for each department.
Future Improvement and Performance can be measured
from the plans and their achievement. Without a plan a
business has no clear direction and is vulnerable to failure.
Anticipates Change Plans give a better awareness of
market changes and enable business to identify
Weaknesses and take the appropriate action to improve or
eliminate them and increase competitiveness. This is done
as a result of SWOT www.businessleavingcert.com
analysis and Strategic
Planning.
70
Benefits of Planning
Increased Morale & Productivity Specific (clear)
objectives with plans for achievement instil positivity in the
Business. Employees are more willing to accept change if
there is a clear understanding why its required and if they are
directed clearly. Involving employees in the planning process
creates a sense of value/worth, helps them understand the
Business on a broad scale, increases their commitment and
productivity, which leads to timely achievement of objectives.
Sets a Required Structure Determines the type of
Business Structure required for the Business as the human
resource is organised so that tasks are undertaken in an effort
to meet a stated objective of the Business. E.g. Matrix
Structure ensures team deadlines are met.
Improves Stakeholder Relationships aids Business when
dealing with the bank, the Government and investors as it
show management have a clear goal and that they are aware
of the requirements and resources required to achieve their
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objectives.
2. Organising:
Definition of Organising: means building a structure in
an organisation so that its activities are co-ordinated and
its objectives achieved. Organisation structure shows how
a Business expects to complete tasks by:
Identifying tasks to be done and ensuring the necessary
resources are available and in place to complete these
tasks.
Ensuring each employee knows their role/function in the
Business, know who they are accountable to and what
they are responsible for. Essential for successful
achievement of objectives.
Ensuring Business plans are rolled out efficiently, avoid
overlapping of tasks and time wasting as people are
organised and tasks are carried out and delegated
effectively.
72
Matrix Structure
This is a team based approach to solving problems or

completing a particular project.
Project teams are made up of employees from different
departments who are experts in their particular fields
and whose co-ordinated efforts and pooling of
knowledge leads to effective achievement of objectives.
Members of a team would report to the Project
Manager/Team Leader as well as their department
manager.
Information flow is horizontal and vertical
communication between departments is essential.
Time management is extremely important and
implemented by the team leader.
Matrix leads to professional development of team
members.
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Matrix Structure
74
Functional/Line Structure
Shows the departments within a Business each of

which is essential to effective Business Operation.
It displays a chain of demand within the Business
which is instrumental in making effective
decisions.
(CHAIN OF DEMAND = order in which authority
and power in a Business is acknowledged and
delegated from top management to each
employee at every level.)
Information flows Downwards while Accountability
flows Upward.
As Departments are in line, no one department has
authority over another but co-operate together.
75
Functional/Line Structure
76
Effective Line Management

Responsibilities are clarified and
Delegated
Communication Channels are clear
leading to effective timely transfer of
information.
Employees in each department know
who they are responsible to and their
role within the department.
77
Line and Staff Organisation
With Line & Staff organisation a staff

function is added onto existing line
activities. New departments are
created, with staff that have
specialist expertise, to ensure
departments function more
effectively.
These new departments play a
support role to the departments, e.g.
IT, HRM, legal.
78
Line and Staff Structure
79
Span of Control
The span of Control refers to the number

of subordinates answerable to one
supervisor/ manager. In the diagram the
span of control is four as four managers
are responsible to the MD.
The size of the span of control will depend
on the type of work, expertise of the
manager, ability of employees and nature
of the product. Span of Control is
generally between four and sixteen.
Wide Span a lot of subordinates
Narrow Span a small no. of subordinates
80
3. Controlling
Definition: Controlling involves
having control procedures in place so
that Business efficiency and
performance can be measured against
set standards, assessed and analysed.
Where the required standards arent
being met, corrective action must be
taken so improvements can be
undertaken to ensure best business
practice is in operation. E.g. Stock
Control/ Quality Control.
81
Types of Control:
Stock Control:
Optimum levels of stock should be kept.
Overtstocking should be avoided as it means
money is tied up unnecessarily which may lead to
liquidity problems and it could otherwise be used
effectively in the Business. It also leads to increased
storage and insurance costs, takes up storage space
and products may become obsolete.
Understocking: should be avoided as it means
that customer orders may be lost hence sales and
profits, inability to fulfil customer orders may
damage the firms reputation and space is wasted.
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Types of Control:
Stock Control:
Most firms will have a minimum

stock level. When deciding this level a firm looks at
The LEAD TIME: the time it takes to receive a new supply
of stock. The shorter the lead time the minimum level.
Ease of Sourcing Supplies: if there are several suppliers
available to the Business the minimum level will be lower.
Space Available: if space is limited the Business will
have to keep low stock levels.
Nature of the Product: if the product has a very short
lifecycle the Business will have low minimum levels.
Stock Taking: Keeping account of the amount of stock a
business is carrying. Usually done twice a year. Often
required as part of financial audits.
83
Types of Control:
Credit Control:
This refers to the credit control procedure the Business
has in place, i.e. the credit period it offers to debtors
taking into account the credit period offered to them by
creditors.
CREDIT CONTROL IS ESSENTIAL in ensuring that risk
of bad debts is kept to a minimum thus a thorough
CREDIT CHECK must be carried out on customers.
Bad Debts arise when debtors go bankrupt and thus
cant pay their outstanding bills.
Businesss sell goods on credit so as to attract new
customers, increases sales, they may always have
offered trade credit, or they may sell on credit to take
advantage of competitors who dont.
84
Types of Control:
Credit Control:
Conducting a credit check may
involve:
Obtaining a bank or trade reference from the Business
Checking the Companies Registration Office for filed
accounts and any debts registered against the Business.
Interviewing the Business and obtaining financial
evidence as to their liquidity and existence of a business
plan.
Checking with the Irish Credit Bureau (ICB) credit
rating agency in Ireland with database owned and
financed by its members.
Appling (100) to the Trade Protection Agency in
Dublin for a report on the management of the Business,
its trading history and its credit status.
85
Types of Control:
Credit Control:
An efficient credit controller will:

Decide the amount of credit offered to new customers,
set agreed credit periods and ensure theyre adhered to
and serve written and conditions of trade.
Monitor and review adherence to credit periods of existing
customers while also ensuring invoices are sent out on
time.
Ensure timely communication is made via phone or in
person with any debtor whose account is overdue and
charge interest on balance overdue.
Factor its debts or instigate legal proceedings if the debtor
is not bankrupt.
Offer incentives to debtors to one time. (Discounts)
Supply goods with a reservation of title (customer only own
goods when there fully paid for)
86
Types of Control:
Quality Control:
This refers to the process of ensuring
quality standards are set and met.
Quality refers to the degree of
excellence achieved in meeting customer
requirements. High levels of quality lead
to high efficiency in the Business in every
stage of production, from supply of raw
materials, to staff training, to distribution
of the products to the customer.
87
Types of Control:
Quality Control:
Quality Assurance (QA) assures customers of top

quality management and product / service and that this
will remain.
(a) Quality Mark (Q) obtained from Excellence Ireland. It signifies a high
standard quality control in the Business, it creates high staff morale as they
contribute to attaining the quality mark, makes the Business more competitive
in relation to a competitor in relation to a competitor who does not have the Q
mark and is required when applying for an ISO 9000 standard, i.e. an
International Management Quality standard.
(b) ISO 9000 (International Organisation for Standardisation)
certification, administered by the National Standards Authority of Ireland (NSAI),
ensures high levels of quality and efficiency as Business operations are
streamlined, i.e. no duplication of work or wasteful expenditure. It is a
requirement for Businesses who wish to tender for Government contracts and in
applying for certain government grants and bank loans. It portrays a focused,
driven, ambitious and efficient work force within the Business and leads to
increased competitiveness and profits as productivity increases.
88
Types of Control:
Financial Control:
This refers to the creation,

monitoring and review of Business Budgets / Cash Flow Forecasts.
A budget is a written financial plan for the Business for a future time
period and involves of an estimation of Business income and
expenditure for the coming months/year. A budget/ CFF is prepared to
Plan financially for the future and keep track of all money in and
out of the Business
Highlight times of cash shortages when additional capital may
need to be raised or time of cash surpluses when investments can
be made.
Ensures each department is spending within their means thus
monitoring the liquidity position of the Business.
To outline the targets which are being set and motivate staff to
achieve them.
Helps Business when seeking finance as it outlines their expected
income and expenditure and aids the bank in assessing the ability
of the Business to replay.
89
Types of Control:
Financial Control:
Financial Control is essential for the success of any

Business as they must ensure that they are operating
within their financial means and are not
OVERTRADING (Current Assets less than Current
Liabilities).
Each department manager is responsible for the budget of
their department and thus must ensure there is no cost
wastage. Management can see which departments are
high cost areas and thus investigate the operation and
efficiency of that department as a result.
Comparing actual and estimated figures helps the
Business to investigate reasons for an vacancies and take
necessary action, e.g. if actual sales fell far short of
estimated sales, Business may employ an new marketing
strategy.
90

Unit 3 - Management

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Unit 3 - Management

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Unit 3 Management 1

Characteristics of Good Managers

Characteristics of Good Managers

Definition: Leadership refers to the methods

(B) DEMOCRATIC Leadership

(B) DEMOCRATIC Leadership

MASLOWS THEORY of MOTIVATION

Abraham Maslow (1908-1970),

MASLOWS THEORY of MOTIVATION

Needs are categorized in order of importance starting

MASLOWS THEORY of MOTIVATION

Employees attitudes/ work ethic is influenced by

Douglas McGregor (1906 1964), believed

Types of Communication between

BARRIERS TO EFFECTIVE COMMUNICATION

FACTORS TO CONSIDER WHEN

kept private (A business may use a private meeting

DATA PROTECTION ACT

Data Subjects: person about whom

Rights of Data Subjects

DATA PROTECTION ACT

Data must be obtained and processed fairly

DATA PROTECTION ACT

ICT (Information Communication

EDI electronic data interchange, used by firms for intercompany

A.G.M Annual General Meeting

Name of Club/ Organisation

MINUTES: what happens at a meeting

used for giving

TREASURER - has a watchdog role over

SECRETARY: responsible for all

Reads & replies to all correspondence

Name and Address of

Yours faithfully Signature and

This is long term planning

This is a team based approach to solving problems or

Shows the departments within a Business each of

Effective Line Management

Line and Staff Organisation

With Line & Staff organisation a staff

Line and Staff Structure

The span of Control refers to the number

Most firms will have a minimum

Conducting a credit check may

An efficient credit controller will:

Quality Assurance (QA) assures customers of top

This refers to the creation,

Financial Control is essential for the success of any

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