Question 1

Management and leadership are two distinct concepts, although they are
often used interchangeably.

Management refers to the process of planning, organizing, coordinating, and

controlling resources to achieve organizational goals. Managers are
responsible for setting objectives, allocating resources, monitoring
performance, and ensuring that tasks are completed on time and within
budget. In other words, management is concerned with the efficient and
effective use of resources to achieve specific goals.

Leadership, on the other hand, refers to the ability to inspire and motivate
individuals or teams to achieve a common goal. Leaders set a vision and
inspire others to work towards that vision, often by empowering them and
providing them with the resources and support they need to succeed. While
managers focus on maintaining the status quo and ensuring that tasks are
completed on time, leaders are more concerned with innovation, creativity,
and driving change.

The main difference between management and leadership is that

management is about maintaining and improving the status quo, while
leadership is about creating a vision for the future and inspiring others to work
towards that vision. Managers tend to focus on tasks, processes, and
procedures, while leaders focus on people, relationships, and inspiration.

In summary, while management and leadership are related, they are not the
same thing. Management is about achieving specific goals efficiently and
effectively, while leadership is about inspiring and motivating others to
achieve a shared vision. Both are important for the success of an
organization, but they require different skills and approaches.

Explain each of the three managerial skills that managers at all levels,
should perform, and include examples to support your answer

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The three managerial skills that managers at all levels should perform are:

Technical Skills: Technical skills are the knowledge, expertise, and ability to
perform specialized tasks related to the organization's products, services, or
processes. These skills are necessary for managers to understand and
oversee the work of their subordinates. Technical skills are essential for front-
line managers who directly supervise employees engaged in production,
operations, or service delivery.

Example: A software development manager with excellent technical skills in

programming languages such as Java, Python, or C++, who can oversee the
work of software developers, identify technical issues, and provide effective
solutions.

Human Skills: Human skills are the ability to work with and through other
people. It involves effective communication, leadership, conflict resolution,
motivation, and teamwork. Managers with excellent human skills can
communicate effectively with employees at all levels, build strong
relationships, and create a positive work environment.

Example: A team leader who motivates and inspires team members to

achieve common goals, resolves conflicts among team members, and builds
a sense of teamwork and collaboration.

Conceptual Skills: Conceptual skills are the ability to think critically, analyze
complex situations, and make sound decisions. These skills are essential for
top-level managers who are responsible for the organization's overall strategy,
planning, and policy-making. Conceptual skills enable managers to see the
big picture, anticipate changes, and develop effective solutions to complex
problems.

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Example: A CEO who can identify the organization's strengths, weaknesses,
opportunities, and threats (SWOT) and develop a strategic plan that aligns
with the organization's vision and mission. The CEO can also analyze market
trends, identify opportunities for growth, and allocate resources effectively.

With the aid of examples critically discuss the levels of management

found within the business.

Within a business organization, there are typically three levels of

management: top-level management, middle-level management, and lower-
level management. Each level of management has a unique set of
responsibilities and functions within the organization.

Top-Level Management:
Top-level management is responsible for setting the overall direction and
strategy of the organization. These are typically the executives, board of
directors, or the CEO of the company. They make decisions about the
company's long-term goals and objectives, allocate resources, and ensure
that the organization is moving towards its overall mission.

For example, the CEO of Apple, Tim Cook, is responsible for setting the
company's overall direction, overseeing the executive team, and ensuring that
Apple is meeting its long-term goals.

Middle-Level Management:
Middle-level management is responsible for implementing the strategies set
by the top-level management. They are responsible for developing and
implementing plans and procedures to achieve the company's goals. These
managers often oversee multiple departments or teams and are responsible
for ensuring that each team is working effectively towards the company's
objectives.

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For example, the Vice President of Marketing at Nike is responsible for
overseeing the marketing department and ensuring that the company's
marketing strategies align with the company's overall goals.

Lower-Level Management:
Lower-level management is responsible for overseeing the day-to-day
operations of the organization. They are responsible for managing employees
and ensuring that the work is being completed efficiently and effectively. They
often have direct contact with the employees and are responsible for providing
feedback and guidance to help employees perform their jobs effectively.

For example, a shift supervisor at a McDonald's restaurant is responsible for

overseeing the employees during their shift, ensuring that they are performing
their duties correctly, and addressing any issues that may arise.

In conclusion, each level of management has a distinct role and set of

responsibilities within a business organization. The top-level management
sets the direction and strategy for the organization, middle-level management
implements the strategies, and lower-level management ensures the day-to-
day operations are running smoothly. Effective coordination and
communication among these different levels of management are essential for
a company to achieve its goals and objectives.

Explain the different types of planning in an organisation.

Planning is a crucial function of management that involves setting goals and

determining the resources and actions required to achieve those goals. There
are different types of planning in an organization, including:

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Strategic Planning: Strategic planning involves setting long-term goals and
objectives for an organization and identifying the resources required to
achieve them. It involves analyzing the external environment and internal
resources of the organization to determine the best course of action to
achieve the desired results. Strategic planning is typically done by senior
management and can cover a period of several years.

Tactical Planning: Tactical planning involves setting short-term goals and

objectives that support the overall strategy of the organization. It is often done
by middle management and focuses on specific departments or functions
within the organization. Tactical planning usually covers a period of one to two
years.

Operational Planning: Operational planning involves setting daily or weekly

goals and objectives for specific tasks or processes within the organization. It
is typically done by front-line managers and focuses on the day-to-day
operations of the organization. Operational planning is essential for ensuring
that tasks are completed efficiently and effectively.

Contingency Planning: Contingency planning involves preparing for

unexpected events that could disrupt the normal operations of the
organization. It involves identifying potential risks and developing plans to
mitigate or respond to those risks. Contingency planning is crucial for
ensuring that the organization can continue to operate in the event of an
unforeseen event, such as a natural disaster or a cyber-attack.

Overall, each type of planning plays a critical role in the success of an

organization, and they are all interrelated and interconnected. Effective
planning helps an organization to align its resources and efforts towards
achieving its goals and objectives, while also preparing for unexpected
challenges that may arise.

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Question 2

Distinguish the Classical Management approach and the Behavioural

and Human Relations approach.

Management theories are classed as classical, humanistic, situational, or

modern. Classical management theories are intended to predict and govern
organizational behaviors. Classical management theories have the following
distinguishing characteristics:

In classical management theories, management is separated into three levels.

Top-level management is generally the government (executive), which

comprises the board of directors, general managers in businesses, the
president, directors, deputy directors, heads of universities, and so on. Top-
level managers are in charge of developing long-term strategic goals that
align with company objectives. Top-level managers are primarily responsible
for planning, coordinating, and directing (Carroll S. J, & Gillen D.I, 1987).

Middle-level management is the degree of management that exists between

top-level and low-level managers. Middle-level managers are in charge of
coordinating supervisory efforts, establishing and formalizing policies and
plans related to high-level strategic policies. Supervisor of a group, deputy
and assistant of the manager, deputy and assistant of the supervisor of
examinations, registrar and deputy of the department of education in the
district, officials and teachers, deputy of the director are examples of middle-
level managers in the department of education. Managers (production
managers, administrative managers, financial managers, and so on), deputy
and assistant managers in businesses are examples of middle-level
managers (Mahmood, Z. et al, 2012).

Supervisors are included in first-level management, which is also known as

supervision management. Policies and plans are put in place at this point.
Every day, activities are monitored. Teachers are the department of

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education's first-level managers. First-level managers in businesses include
foremen, supervisors, shift assigners, and so on (Cole, G. A, 2004).

Human Relations Theory of Management arose from an empirical research

conducted by Elton Mayo and his friends such as Roethlisberger, Dixon, and
Follett between the 1920s and 1930s at Western Electric's Hawthorne Plant
outside Chicago, United States (Ajayi & Ayodele, 2011; Barnard, 1938). The
empirical study was intended to investigate the influence of lighting intensity
on worker productivity as well as the impact of human relations on workplace
behavior (Mayo, 1933). This quest for a good management style stemmed
from the perceived cruel holistic approach of classical systems such as
scientific and administrative management philosophy. As a result of the failure
of classical theories, the human relations approach in an organization was
born in the 1930s as an alternative to the classical method to organizational
analysis (Hartzell, 2017). This is because classical theorists appear to have
overlooked and undervalued the role of humanism and socio-psychological
components of individual behavior as a cure to organizational performance in
organizational operations (Coombs, 2007).

The Classical Management approach and the Behavioural and Human

Relations approach are two distinct approaches to management theory.

The Classical Management approach is a theory of management that

emphasizes the principles of scientific management and administrative theory.
It focuses on maximizing productivity by optimizing the efficiency of workers
and the organization as a whole. This approach views workers as rational
beings who are motivated primarily by financial rewards and who can be
managed and controlled through strict rules, regulations, and procedures. The
key figures associated with this approach include Frederick Winslow Taylor,
Henri Fayol, and Max Weber.

In contrast, the Behavioural and Human Relations approach is a theory of

management that emphasizes the importance of human needs, attitudes, and
behavior in the workplace. It focuses on understanding the social and
psychological aspects of work and the role of managers in motivating and

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inspiring workers. This approach views workers as individuals with emotional
and social needs who are motivated by a variety of factors beyond just
financial rewards. The key figures associated with this approach include
Abraham Maslow, Douglas McGregor, and Elton Mayo.

In summary, while the Classical Management approach focuses on efficiency

and control, the Behavioural and Human Relations approach emphasizes the
importance of understanding and satisfying the emotional and social needs of
workers in order to improve productivity and organizational performance.

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Question 3

It's important to note that the Covid-19 pandemic has had a significant impact
on businesses worldwide, and many industries have been affected in different
ways. For the purpose of this analysis, let's take the example of a restaurant
chain.

Political Factors: Governments have imposed various restrictions on

businesses to control the spread of Covid-19. Restaurants have faced strict
regulations on the number of customers allowed, the type of food served, and
the hours of operation. The restaurant chain must comply with these
regulations to avoid penalties and ensure the safety of their customers.

Economic Factors: The pandemic has led to a global economic slowdown,

with many people losing their jobs or facing reduced salaries. This has
affected the spending power of customers, resulting in lower demand for
restaurant services. Additionally, the rising cost of raw materials has also
impacted the profitability of the restaurant chain.

Sociocultural Factors: The pandemic has changed the way people view dining
out. Many people now prefer to stay at home rather than go out to eat due to
safety concerns. However, there is still a significant segment of the population
that wants to enjoy dining out. The restaurant chain must find ways to appeal
to both groups and offer a safe and enjoyable dining experience.

Technological Factors: The pandemic has accelerated the adoption of digital

technology, including online ordering, delivery services, and contactless
payment options. The restaurant chain must invest in these technologies to
remain competitive and adapt to the changing preferences of customers.

Environmental Factors: The pandemic has highlighted the importance of

hygiene and cleanliness, and customers are more conscious of the
restaurant's cleanliness and safety standards. The restaurant chain must

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maintain high standards of hygiene and cleanliness to reassure customers
and ensure their safety.

In summary, the Covid-19 pandemic has had a significant impact on the

restaurant industry, and the restaurant chain must adapt to the changing
external environment to remain competitive and ensure the safety of their
customers and employees. The restaurant chain must comply with the
regulations imposed by governments, invest in digital technologies, maintain
high standards of hygiene and cleanliness, and find ways to appeal to
customers who prefer to dine out and those who prefer to stay at home.

Legal Factors: The pandemic has led to new legal requirements for
businesses to ensure the safety of their customers and employees. This
includes social distancing measures, mandatory mask-wearing, and regular
sanitization of premises. The restaurant chain must ensure compliance with
these regulations to avoid legal penalties.

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Question 4

Define the concept of franchising.

Franchising is a business model in which a company (the franchisor) grants

the right to another person or company (the franchisee) to use its trademarks,
products, services, and business systems in exchange for an initial fee and
ongoing royalty payments. The franchisee operates a business under the
franchisor's established brand name and business format, while the franchisor
provides ongoing training, support, and marketing assistance. The franchisor
retains a certain level of control over the franchisee's operations to ensure
consistency and quality standards are maintained. Franchising is a popular
way for entrepreneurs to start a business with a proven system and
established brand recognition.

Identify and explain any three types of franchising agreements.

Franchising is a business model in which a franchisor grants the right to use

its brand name, products, and services to a franchisee in exchange for a fee.
There are three types of franchising agreements:

Product Distribution Franchise Agreement: In this type of agreement, the

franchisor grants the franchisee the right to sell its products in a particular
geographical area. The franchisee is allowed to use the franchisor's
trademark and business model, but is responsible for its own operations, such
as marketing, sales, and distribution. The franchisee purchases the products
from the franchisor and sells them to the end customers.

Business Format Franchise Agreement: In this type of agreement, the

franchisor grants the franchisee the right to use its entire business model,
including its trademark, products, services, and operating system. The
franchisee operates under the franchisor's name and follows its business
practices, such as marketing, advertising, accounting, and employee training.
The franchisee pays the franchisor an initial fee and ongoing royalties for the
right to use the franchise.

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Management Franchise Agreement: In this type of agreement, the franchisor
grants the franchisee the right to manage a franchised outlet, such as a hotel,
restaurant, or retail store, on behalf of the franchisor. The franchisee is
responsible for day-to-day operations, such as hiring and training employees,
ordering supplies, and managing finances. The franchisee receives a share of
the profits in return for managing the outlet and paying the franchisor a fee.

Outline the different types of power a manager can exert in the business
world.

Legitimate power: This is power that comes from a manager's position within
the organization. Managers have the authority to give orders, make decisions,
and enforce rules, and their employees are obligated to follow their
instructions.

Reward power: This is power that comes from a manager's ability to reward
employees for their behavior. Managers can offer incentives such as bonuses,
promotions, and recognition to motivate their employees to perform well.

Coercive power: This is power that comes from a manager's ability to punish
employees for their behavior. Managers can use negative consequences such
as reprimands, demotions, and termination to discourage employees from
engaging in undesirable behavior.

Expert power: This is power that comes from a manager's knowledge, skills,
and expertise in a particular area. Managers who possess specialized
knowledge or skills are able to influence their employees by sharing their
expertise and providing guidance.

Referent power: This is power that comes from a manager's personal

characteristics, such as their charisma, personality, and reputation. Managers
who are well-liked and respected by their employees are able to influence
them through their positive qualities and reputation.

Information power: This is power that comes from a manager's access to

information and the ability to control its flow. Managers who control important

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information are able to influence their employees by providing or withholding
information as needed.

It's important to note that different types of power may be more or less
effective in different situations and with different employees. A skilled
manager will be able to use different types of power as needed to achieve
their goals and lead their team effectively.

Provide reasons why organising is an important function to

management

Organizing is a crucial function of management that involves arranging

resources in a structured manner to achieve specific goals and objectives.
Here are several reasons why organizing is important to management:

Enhances Efficiency: Organizing involves structuring resources in a way that

maximizes efficiency and productivity. Proper organization ensures that
resources are utilized optimally, reducing wastage of time and effort.

Clarifies Roles and Responsibilities: Organizing helps to define clear roles

and responsibilities for each employee, ensuring that everyone knows their
job functions and what is expected of them.

Promotes Specialization: Organizing allows management to identify

employees' strengths and weaknesses and place them in roles that best suit
their skills. This promotes specialization and ensures that each employee can
focus on tasks they excel at, leading to better results.

Facilitates Coordination: Proper organization ensures that tasks are assigned

to the right people and that everyone is working towards the same goal. This
facilitates coordination between departments and teams, leading to better
communication and a more efficient work environment.

Provides Structure: Organizing provides structure to the workplace, reducing

chaos and confusion. Employees know what they are supposed to do, and
tasks are completed in an orderly and systematic manner.

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Facilitates Decision Making: Organizing provides management with a clear
understanding of the resources available and how they can be utilized to
achieve specific goals. This facilitates decision-making and allows
management to make informed decisions about resource allocation.

Overall, organizing is a crucial function of management that helps to

streamline operations, maximize efficiency, and achieve organizational goals.

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References

Ajayi, I.A., & Ayodele, J.B. (2011). Fundamentals of educational

management. Ado Eki: Green Line Publisher

Barnard, C.I. (1938). The function of an executive. Cambridge, MA: Harvard

University Press.

Carroll, S.J, and Gillen, D.I. Are the classical management functions useful in
describing managerial work? Academy of management review.1987;12(1):38-
51.

Cole, G.A. (2004). Management theory and practice: Cengage Learning

EMEA.

Coombs, W.T. (2007). Ongoing crisis communication: Planning,

managing and responding (2nd ed.). London: Sage Publicaons Ltd.

Hartzell, S. (2017). Neoclassical theory of management: The human

relaons approach. Study.come. Retrieved from
https://study.com/academy/lesson/neo-classical-theory-of-management-the-
human-relations-approach.html#%20transcriptHeader, [Accessed 26 March
2023].

Mahmood, Z. Basharat, M. and Bashir, Z. Review of classical management

theories. International Journal of Social Sciences and Education.
2012;2(1):512-5120.

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