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,STUDY UNIT 1
MANAGEMENT AND MANAGERS
How do managers differ from operational officials?
People who work in an institution can be divided into two main categories, namely managers and
operational officials. Not everyone who works in an institution is a manager.
The basic difference between operational officials and managers is that operational officials are
those people who are directly involved in performing a task and do not have the responsibility to
supervise the work of others, for example employees who process applications for car licence
renewals. In contrast, the management of an institution refers to the individuals or groups of
individuals who guide the tasks performed by others; in other words, managers are people who have
subordinates and are responsible for ensuring that the activities of subordinates are aimed at
realising the objectives of the institution.
A person who has the necessary authority to guide and direct the tasks performed by others belongs
to the management of the institution and is therefore in a position of authority. It is the attachment
of authority to certain positions within an institution that makes it possible to distinguish between
managers and operational officials.
CHARACTERISTICS OF EFFECTIVE MANAGERS
They are leaders with vision and judgement to identify and do the right things. They
participate actively and communicate their vision to their subordinates.
They create a pleasant work environment and place their subordinates in positions that
make it possible for them to succeed. They also give direction and support.
They work with and through other people. They utilise the skills and abilities of subordinates
by getting them to perform the tasks necessary to realise the stated objectives.
They provide the opportunities and encouragement for subordinates to achieve improved
performance.
They use limited resources optimally. They prioritise objectives or projects and allocate
resources in a balanced manner so as to achieve the best results with the limited resources.
How can managers be classified?
• The lowest level of management is filled by the junior managers, who are usually referred to as
supervisors. Junior management includes positions such as assistant directors and other senior
officials. Incumbents of these posts are responsible for directing the daily tasks of operational
officials.
• Middle management covers positions such as directors and deputy directors. Middle managers are
responsible for setting out in detail the objectives of top- level managers.
• Top-level managers or senior managers such as directors-general, deputy directors-general and
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chief directors are responsible for directing the pursuit of the objectives of political representatives
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such as ministers.
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, WHAT IS MANAGEMENT AND WHAT DO MANAGERS DO?
Management is seen as a continuous and integrated process whereby certain individuals with
authority ensure institutional goal-setting and optimum realisation of objectives. The fundamental
concept is that certain individuals, as the management of an institution, are responsible for
management. Moreover, management takes place in a purposeful, institutional and organisational
environment. For optimum realisation of institutional objectives, management has to possess
certain skills.
The five main facets of management, in theory as well as in practice. These five facets briefly entail
the following:
• Management is a particular group of individuals in an institution.
• Management is an ongoing and integrated process.
• Management entails responsibility.
• Management takes place within an organisational context.
• Management is a skill.
Management as a particular group of individuals in an institution
In any work situation where two or more people purposefully work together in pursuit of particular
objectives, someone will have the necessary authority to define the objectives and to ensure that
the work is carried out effectively and efficiently in order to ensure optimum realisation of such
objectives.
It should be clear that we regard management as those individuals or groups of individuals who are
individually and collectively responsible and who have been granted the necessary authority to
ensure that work takes place constructively. It also implies that this group of individuals is expected
to ensure, in some way or another, that the human and material resources, as well as time, are used
as effectively and efficiently as possible to ensure optimum realisation of the objectives. This brings
us to management as a process.
Management as an ongoing and integrated process
“Integrated process” covers all those integral and directional activities that fall within the scope of
responsibility of the management of an institution. These activities include the performance of
certain management functions (leadership, planning, decision-making, organisation and control) and
the utilisation of management aids, such as systems analyses and network programming aimed at
pursuing and bringing about optimum resource utilisation, goal realisation and time utilisation in an
ongoing manner. (The management functions and management aids are aimed at giving direction in
the institution.)
Management should be viewed in a broader perspective, where the emphasis is not only on the
management functions or the management aids or optimum utilisation of resources and time and
goal-setting and goal realisation. Management should be seen as an integrated and continuous
process that includes all these aspects and which falls within the scope of the responsibility of
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certain individuals in an institution.
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CREATED BY ZELDA D FOR PUB3701 FOR 2017
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