2

01 Understanding Management

Introduction and Big Questions

This subunit delves into the multifaceted realm of management,
starting by highlighting its characteristics and pivotal role in
organisational success. From unravelling its inherent nature in
diverse contexts to exploring objectives, functions, and managerial
roles, the focus extends to essential skills crucial for contemporary
leadership. Taylor’s Theory of scientific management and Fayol’s
principles are critically analysed, emphasising the advantages and
disadvantages of each. A comparative study between Taylor and
Fayol adds depth, and the exploration concludes with a section on
emerging trends that shape the future of management. Looking
ahead, we scrutinise emerging trends reshaping management,
prompting critical questions: To what extent is management
a science versus being an art? What are the evolving trends in
management? These inquiries prompt reflection on the dynamic
nature of management in contemporary and future organisational
landscapes.

1.1 What is Management?

What do you understand about the term ‘management?’ Use examples to explain your
understanding.

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Now, let us ask, what does management mean in the field of Business?

According to Harold Koontz, “ Management According to Peter F. Drucker, “A

is the art of getting things done through and Multipurpose organ that manages a business
with formally organised groups.” and manages managers and manages workers
and works.”
According to J.Lundy, “Management is what
management does. It is the task of planning,
executing and controlling.”

According to Lawrence Appley,

“Management is the development of people
and not the direction of things.”

According to F.W. Tylor, “Management is the

art of knowing what you want to do in the
best and cheapest way.”

Management involves overseeing the development, maintenance, and allocation of resources to

achieve organisational objectives. Managers, tasked with executing this dynamic process, adapt to
changing internal and external environments. In the rapidly evolving global marketplace, flexibility
and adaptability become pivotal in the managerial process, rooted in the key organisational
functions: planning, organising, staffing, directing, and controlling. Although these functions are
discussed separately, they constitute an intricately connected cycle.

From this viewpoint, the managerial process comprises (1) foreseeing potential issues or
opportunities and formulating plans to address them, (2) coordinating and assigning resources
necessary for plan implementation, (3) guiding personnel through the execution process, and (4)
assessing outcomes and making any required adjustments. This final stage supplies information for
ongoing planning, initiating the cycle anew. The interdependence of these functions is evident, with
managers frequently multitasking and engaging in each function multiple times throughout a typical
workday. The application of these functions aids managers in enhancing organisational efficiency
and effectiveness, where efficiency involves using minimal resources to accomplish tasks, and
effectiveness is the ability to achieve desired results, a balance essential for attaining organisational
goals.

Management exhibits a unique set of characteristics that collectively define its nature. It operates
as a group activity, emphasising collaboration to achieve shared goals, a concept acknowledged
as a “cooperative group” by Massie. Theo Haiman’s perspective underscores its goal-oriented
nature, where effective management is intricately tied to predetermined objectives. Functioning
as a crucial factor of production, management coordinates with other elements to fulfil
established goals. Its universal character is evident in its applicability across diverse fields, from
business to social and cultural contexts. Recognised at all organisational levels, management is a
multidimensional function encompassing planning, organising, staffing, directing, coordinating,
motivating, and controlling. Beyond its structural aspects, management is a social process with
responsibilities extending to the community’s benefit. The establishment of a system of authority

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is vital, emphasising a well-defined chain of command for efficient decision-making. As a dynamic

and ongoing function, management adapts to ever-changing business environments, moulding
the enterprise and responding to external shifts. Despite its intangible nature, management’s
effectiveness is reflected in tangible results, making it an essential and evolving force in
organisational success.

1.2 Why does Management Matter?

Read the case below to understand the importance of Management.

A Case Exploration
MNO Corporation, a prominent player in the technology sector, has achieved remarkable success
under the guidance of its management team. The company’s culture, operations, and performance
can be attributed to the effective management practices implemented over the years. From the
beginning, the management identified specific objectives and communicated them across all levels
of the organisation. Clear communication has fostered a unified and focused work environment,
directing group efforts toward achieving these goals. MNO Corporation’s management has
implemented effective planning and control mechanisms, enabling the company to adapt to the fast-
paced and rapidly evolving technology industry. By staying informed about market trends, emerging
technologies, and customer needs, the management team has successfully addressed challenges and
ensured the company’s continued growth and success.

Innovation is a core value at MNO Corporation, with the management team cultivating an
environment that encourages creativity and vision. This approach has led to the development and
introduction of groundbreaking products and services, setting industry standards and differentiating
the company from its competitors. The management team has ensured the smooth operation of the
business through careful planning, efficient resource allocation, and effective communication. The
company’s strong financial performance, positive public image, and loyal customer base are evidence
of the management’s successful stewardship. MNO Corporation’s management has also made
significant contributions to society. By optimising resource utilisation, the company has minimised
waste and maximised output, while its commitment to providing high-quality, innovative products
and services has positively impacted countless individuals and businesses. Furthermore, MNO
Corporation’s management has played a critical role in the nation’s economic development, with
impressive financial results, job creation, and tax contributions leaving a significant impact on the
economy.
*Fictional Case

Let’s Discuss
1. After reading the case study, reflect on the ways in which management practices shape
the ability of an organisation to address complex challenges and drive positive change
in the society.

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Management plays a distinctive role in contemporary society. The multidimensional significance of

management, can be broadly categorised into two groups.

Benefits for the Organisation

• Determination of Objectives: The success of organisational operations hinges on the
identification of objectives, a task undertaken by management. Objectives, once identified, need
clear communication across all levels of the organisation.
• Achieving Objectives: Management directs group efforts toward the realisation of various
objectives, unifying human and non-human resources.
• Meeting Challenges: Management, responsible for policy decisions, stays attuned to the current
environment, predicting future developments. Through effective planning and control, it guides
organisations to meet the demands of a changing landscape.
• Providing Innovation: Management enables organisations with new ideas, imagination, and
vision.
• Smooth Running of Business: Management ensures the smooth operation of businesses through
meticulous planning and control.

Benefits for Society

• Optimum Utilisation of Resources: Management optimally utilises resources such as land,
labour, capital, and enterprise, recognising that sound management is the key to maximising
output with minimal effort.
• Social Benefits: Management elevates living standards by providing quality products at affordable
prices, promoting peace and prosperity through the judicious use of scarce resources.
• Role in National Economic Development: Peter F. Drucker emphasises that management
is a crucial factor in economic and social development. The quality of management directly
influences the development of a nation, particularly in developing countries like India.
• Employment: The managerial activities of expansion and diversification generate employment
opportunities, a vital contribution to societal well-being, particularly in countries with limited
resources like India.

1.3 Is Management an Art, a Science or a Profession?

As we explore the world of management, we encounter a key question: Is management an Art, a
Science, or a Profession? The answer is not straightforward. Let us start by looking at features of
‘Science’, ‘Art’ and ‘Profession.’

What are some of the features of Science?

• Principles are established through repeated experiments
conducted in various settings.
• Utilises a systematic body of knowledge for understanding,

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derived from effective and structured study material.

• Scientific principles are universally applied with
consistent validity.
• Scientific principles derive from logical and objective
observations.

What are some features of Art?

• Principles are established through personalised
application, where theoretical knowledge is supplemented
by individual skill, creativity, and adaptability to address
unique challenges effectively.
• Utilises a systematic body of knowledge derived from the
creative application of theoretical concepts and practical
experience.
• Artistic principles are not universally applied with
consistent validity, as they require adaptation to specific
circumstances, much like the subjective nature of artistic
interpretation. These principles stem from a blend of
logical and subjective observations, incorporating both
objective analysis and creative intuition.

What are some features of a Profession?

• Principles are founded on a systematic body of knowledge,
drawing from established theories and best practices.
• Utilises a structured body of knowledge derived from
academic research, industry standards, and practical
experience, akin to the rigorous study and application of
professional expertise in either field.
• Professional principles in management are universally
applied with consistent validity, as they are grounded in
empirical evidence and tested methodologies, much like
the standardised practices with established professions.
• Professional principles derive from logical and objective
observations, emphasising data-driven analysis and
evidence-based decision-making.

Management is a dynamic fusion of science, art, and profession. In its scientific dimension, it
mirrors systematic principles, much like experiments, where managers refine approaches through
iterative testing. This evidence-based decision-making relies on empirical data and a quest for cause-
and-effect relationships, akin to scientific inquiry. Simultaneously, management is an art, demanding
a personalised and creative touch. In day-to-day challenges and collaborative brainstorming sessions,
managers showcase imaginative thinking, emphasising the role of creativity in effective management
practices. Moreover, as a profession, management is characterised by a well-defined body of

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knowledge and specialised training. Managers commit to ongoing development, fostering a culture
of excellence within the organisation. This professional commitment, aligned with a service motive,
adheres to ethical standards, providing specialised services to clients. The amalgamation of science,
art, and profession is the cornerstone of effective management, allowing managers to navigate
organisational dynamics with evidence-based decision-making, creativity, and a commitment to
professional standards.

Let us explore another case to better understand management.

A Case Exploration
Green Growth Consulting Agency is committed to reducing its own carbon footprint and improving
its sustainability practices. The management team decides to conduct an internal sustainability audit
to identify areas for improvement. They collect data on the agency’s energy consumption, waste
management practices, and employee behaviour, using quantitative analysis techniques to identify
patterns and trends.

The team discovers that a significant portion of the agency’s electricity consumption is due to the use
of outdated technology and equipment. They explore various options for upgrading to more energy-
efficient technology, but find that the upfront costs are prohibitively expensive. Rather than giving up,
the management team takes a creative problem-solving approach, brainstorming innovative solutions
to the problem. They engage in collaborative discussions, encouraging team members to think
outside the box and explore unconventional ideas. Through this process, they come up with a plan to
partner with a local renewable energy provider to install solar panels on the agency’s roof, reducing
energy costs and carbon emissions in the long run.

In addition to the technical aspects of the sustainability audit, the management team also recognises
the importance of employee engagement and behaviour change. They invest in ongoing training
and professional development for team members, educating them on sustainable practices and
encouraging them to take ownership of the agency’s sustainability goals. They also create incentives
for employees to reduce their own carbon footprints, such as a bike-to-work program and a recycling
competition.
*Fictional Case

Let’s Discuss
1. Discuss how Management is a science or an art or a profession, or all of it. Use the
graphic organiser provided below to give specific examples from the case study.

Management as Science Management as Art Management as Profession

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Management as Science Management as Art Management as Profession

Activity: Toolbox Exploration

You are the manager of a small retail store facing declining sales. Your task is to develop a strategy
to attract more customers while maintaining the store’s reputation for quality and customer service.
Refer to the Tool box given below. Select one or more tools from the toolbox that you believe would
be most useful in addressing the scenario. Consider how each tool aligns with the specific challenges
and objectives presented in the scenario and provide your rationale for choosing the tools.

Science: Data analysis Science: Statistical Modeling Art: Design thinking

Profession: Ethical-decision Profession: Conflict Profession: Professional

making resolution networking

Art: Creative brainstorming Science: Market research Art: Storytelling

1.4 What are the Objectives of Management?

The objectives of management serve as guiding principles
that steer organisations towards success. From achieving
organisational efficiency and profitability to promoting
social responsibility and personal growth, these objectives
encapsulate the multifaceted goals that managers strive to
accomplish. There are three types of objectives as seen in the
figure below.

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• Organisational Objectives: Organisational objectives include survival, growth, and profitability.

Survival is the foundational objective, emphasising the need to earn profits equal to the cost
of capital. Growth and profitability follow, with a focus on increased sales, market share, and
financial returns.

• Social Objectives: In addition to pursuing economic goals, management is increasingly tasked

with addressing broader societal concerns and responsibilities. Social objectives encompass
the organisation’s commitment to ethical business practices, environmental sustainability, and
community engagement.

• Personal Objectives: Personal objectives that focus on the development and well-being of
individual employees. These objectives aim to foster a supportive and fulfilling work environment
where employees can thrive and grow both personally and professionally. Personal objectives
may include providing opportunities for skill development and career advancement, fostering a
healthy work-life balance, and promoting employee satisfaction and morale.

Case Study: Hindustan Unilever Limited (HUL)

Hindustan Unilever Limited (HUL) is one of India’s
largest consumer goods companies, with a diverse
portfolio of products ranging from personal care
and home care to food and beverages. HUL’s
primary objective is to deliver unparalleled value to
consumers through high-quality products tailored
to their diverse needs and preferences. This
commitment is evident in HUL’s extensive product portfolio, featuring iconic brands such as Lux,
Dove, Surf Excel, and Knorr, which resonate with millions of consumers nationwide. By focusing
on product innovation, market expansion, and brand equity, HUL aims to maintain its position as
one of India’s largest consumer goods companies and drive sustainable growth and profitability.
In addition to its commercial endeavours, HUL is deeply committed to making a positive impact
through its corporate social responsibility (CSR) initiatives. Guided by its ‘Compass’ business strategy,
HUL aspires to contribute to national development priorities and environmental sustainability. For
instance, HUL has spearheaded CSR interventions focused on plastic circularity in collaboration
with municipal corporations, state governments, and esteemed organisations like the United Nations
Development Programme (UNDP) and Xynteo. These initiatives aim to set up end-to-end waste
management models, drive behaviour change regarding source segregation, and improve the lives
of sanitation workers, demonstrating HUL’s steadfast commitment to environmental stewardship
and social progress. Furthermore, HUL is dedicated to nurturing a supportive work culture that
prioritises employee welfare and sustains high performance. Through initiatives like the “Healthier
U” program and the Wellbeing Framework, HUL empowers employees to lead healthier lives across
physical, mental, emotional, and social dimensions. For example, leadership development programs
and proactive health protocols implemented during the COVID-19 pandemic reinforce HUL’s
commitment to fostering psychologically resilient teams and ensuring access to top-notch medical
care. By investing in employee well-being and professional development, HUL not only enhances

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individual job satisfaction and morale but also fosters a cohesive and motivated workforce conducive
to organisational success.

Let’s Discuss
1. Identify the three different objectives of management that you can discern from the case
study above. Use the graphic organiser below to record your responses.

Organisational Objectives Social Objectives Personal Objectives

2. Investigate the organisational, social, and personnel objectives of a real-world organisation

of your choice, and provide insights on their relevance and significance.

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Scenario Management Objective

Enhance employee motivation and performance
within the hospitality company by implementing
a robust recognition and rewards system
to acknowledge outstanding achievements,
fostering a culture of excellence and contributing
to overall organisational success.

Expand the manufacturing company’s operations

into new international markets to bolster market
share and profitability.

Ensure the fashion retailer’s supply chain

complies with fair labour practices and ethical
sourcing standards, fostering transparency.

Provide regular training and development

opportunities for employees within the software
company to enrich their skills, knowledge, and
career progression possibilities.

Forge partnerships between the insurance

company and local non-profit organisations to
bolster community development projects, such
as education initiatives and healthcare programs.

Implement a cost reduction program within the

retail chain to streamline operations, decrease
overhead expenses, and enhance overall
profitability.

Let’s Discuss
1. Based on the different scenarios provided in the left column, identify which management
objective they would come under and write in the column on the right hand side.

2. Do you think the three goals (organisational, social, and personnel) are equally important, or
does one hold a higher priority over the others in the overall functioning of the organisation?

1.5 What are the Functions of Management?

Let us look at some scenarios to better understand the functions of management. Read the scenarios
given below.

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1. You are planning a weekend trip with your friends. Develop a simple plan outlining the
activities you will do, the transportation you will use, the budget you have, and the timeline
for the trip.
2. You have a messy room and need to organise it before your parents come to visit. Organise
your belongings by categorising them into different groups, such as clothes, books, and
electronics, and find a designated place for each item.
3. You are hosting a birthday party and need help setting up and serving food. Identify friends
or family members who can assist you with these tasks and assign roles to each person based
on their strengths and availability.
4. You are participating in a group project for school. As the group leader, coordinate the
efforts of your team members by assigning tasks, setting deadlines, and facilitating
communication to ensure everyone stays on track and contributes to the project.
5. You have a limited budget for groceries this month and need to track your spending to stay
within your budget. Keep a record of your purchases and compare them to your budget
to see if you are overspending in any areas. Make adjustments to your spending habits as
needed to stay on track.

Let’s Discuss
1. If you had to solve each of these challenges, how would you solve them? What strategies
would you use?

Functions of Management

Planning Staffing Controlling

Organising Directing

To accomplish the objectives of management, managers perform a variety of functions that are
essential for the smooth functioning and success of an organisation. These functions encompass
planning, organising, staffing, directing, and controlling, each playing a crucial role in the
management process.

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Planning is the foundational function of management, involving the formulation of goals, strategies,
and action plans to guide organisational activities. It includes the identification of objectives,
assessment of resources, analysis of potential obstacles, and development of strategies to achieve
desired outcomes.

Organising involves the arrangement of resources, tasks, and responsibilities to achieve

organisational objectives. This includes defining roles and responsibilities, establishing reporting
relationships, and designing organisational structures and systems.

Staffing is the process of acquiring, developing, and retaining a qualified workfoce to fulfill
organisational objectives. It includes activities such as recruitment, selection, training, development
and performance management.

Directing involves providing gudiance, motivation, and leadership to employees to achieve

organisational goals. This includes activities such as communication, motivation, supervision, and
leadership, aimed at aligning individual efforts with organisational objectives.

Controlling is the process of monitoring, evaluating, and adjusting organisational activities to

ensure that they align with established plans and standards. It involves setting performance
standards, measuring actual performance, comparing results against standards, and taking
corrective action when necessary.

Let us read another case study.

A Case Exploration: UpTech Limited

UpTech Limited was founded by a group of six engineers. It emerged as one of India’s pioneering
IT services companies and has grown to become a global leader in consulting, technology, and
outsourcing solutions, serving clients across various industries worldwide. The organisation was
started with a vision to leverage technology to solve complex business challenges and drive economic
growth. The company meticulously mapped out its growth trajectory, setting ambitious goals and
objectives for expansion and diversification. They invested in research and development to stay
ahead of technological advancements and identify emerging market opportunities. This strategic
approach enabled the company to navigate industry disruptions and position itself as a global leader
in IT services. As the company grew, they recognised and established clear roles and responsibilities,
delineated reporting relationships, and implemented robust systems and processes to streamline
operations. They adopted a matrix-based organisational structure, allowing for flexibility and agility
in responding to client needs and market demands while maintaining operational effectiveness.

UpTech also prioritised talent acquisition and development as a strategic imperative for sustaining its
competitive advantage. The company implemented rigorous recruitment processes and invested in
comprehensive training and development programs to nurture employee skills, ensuring alignment
with organisational goals and client expectations. Overall, the leadership played a pivotal role in
guiding UpTech through its journey of growth and transformation.The CEO provided visionary
leadership, inspiring employees to embrace change, adapt to evolving market dynamics,and pursue

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excellence. The leaders also fostered a culture of collaboration, open communication, and ethical
conduct, reinforcing the company’s core values and commitment to integrity and transparency. They
also implemented a robust monitoring and control mechanism to ensure operational efficiency and
performance excellence through key performance indicators such as track project progress, client
satisfaction, and financial performance. UpTech embraced a culture of continuous improvement,
leveraging data analytics and feedback mechanisms to drive innovation, enhance service delivery,
and exceed customer expectations.
*Fictional Case

Let’s Discuss
1. Can you identify specific instances from the case study above that demonstrate how the
organisation applied the different functions of management: Planning, Organising, Staffing,
Directing, and Controlling. Use the graphic organiser below to record your responses.

Functions Planning Organising Staffing Directing Controlling

Examples

2. Can you think of a situation where one of the management functions may be more important
than the others? Why do you think that is, and what potential challenges could arise if the
other functions are neglected?

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1.6 What Do Managers Do?

Let us take a sneak peek into a day of Anjali Kapoor, the CEO of an IT consulting firm in India:

8:30 a.m. Anjali arrives at her office in Mumbai after a brief commute. She settles in, enjoys a cup
of chai, and begins outlining her to-do list for the day.

8:35 Ravi, Anjali ’s assistant, arrives and updates her on urgent matters. Anjali shares some
photos from a recent family gathering.

8:45 Anjali and Ravi discuss the day’s schedule, touching upon various topics related to clients,
projects, and team members.

9:00 A senior manager, Priya, joins the conversation to address a personnel issue. The discussion
is efficient, with occasional moments of humour.

9:15 Anjali heads to a meeting with the company’s chief technology officer, Vikram, and legal
counsel, Aarav. They discuss a recent client communication issue and brainstorm potential
responses.

9:45 Anjali returns to her office for a virtual meeting with a potential client based in the United
States. The discussion covers the client’s requirements, project details, and broader discussions
on global business trends.

10:30 Ravi comes in to provide a report and discuss ongoing tasks. Anjali responds to emails and
reviews project updates.

11:00 Anjali has a virtual meeting with the leadership team to discuss strategic initiatives and
upcoming projects. They touch upon market trends, competition, and the company’s growth
plans.

12:30 Anjali orders lunch, and Ravi briefs her on administrative matters. They share a meal in the
conference room, blending business discussions with lighter topics.

13:30 Back in her office, Anjali collaborates with Ravi on refining a presentation for an upcoming
client meeting.

14:00 Anjali conducts performance appraisals for two key team members, Neeraj and Aisha. They
discuss achievements, set goals, and address professional development.

15:30 Anjali meets with the head of human resources, Sameer, to discuss employee engagement
initiatives. They explore ways to enhance the workplace environment and employee well-being.

16:15 Anjali receives a call from a client regarding a project concern. She engages in a detailed
conversation, addressing the client’s issues and ensuring a resolution plan is in place.

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17:00 Anjali begins winding down her day, reviewing the day’s accomplishments and pending
tasks.

17:30 Anjali leaves the office, discussing a few pending matters with Ravi before heading out.

18:00 Anjali attends a networking event, connecting with industry peers and exploring
potential collaborations.

Managers are consistently active, as evidenced by various studies revealing their frequent task-
switching and the need to address issues promptly. Mintzberg’s examination of CEOs highlighted
their dynamic work nature, with an average of 36 written and 16 verbal daily interactions, each
focusing on distinct issues, typically lasting under nine minutes (Mintzberg, 1973). Kotter’s research
on successful general managers emphasised their extensive engagement with various stakeholders,
spending a significant portion of their time, up to 90%, interacting with others. This interaction was
not limited to the workplace, as managers often conducted their tasks at home, during travel, or
while commuting. Contrary to the perception of working alone, the average manager spent only 25%
of their time on solitary tasks such as planning or contemplating important decisions (Kotter, 1999).
Instead, the majority of their time is devoted to interactions with others, both within and outside the
organisation, encompassing casual hallway conversations, phone calls, one-on-one meetings, and
larger group meetings. Mintzberg emphasises that managers, unlike other workers, consider these
interactions as integral to their work, not as distractions from it (Mintzberg, 2009). Kotter’s findings
also highlighted the extensive range of topics discussed by managers, encompassing both trivial and
significant matters. Big decisions were infrequently made during these conversations, and traditional
orders were seldom given. Managers tended to react to others’ initiatives and engage in unplanned

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Different Organisational Settings

• Corporate Setting: A manager at a multinational corporation in the technology sector. Their role
involves leading a team of software engineers responsible for developing innovative products
and solutions. The company operates in a fast-paced, competitive industry and the team plays a
critical role in driving technological advancement and market leadership.
• Small Business Setting: The responsibilities of a manager of a family-owned restaurant include
overseeing day-to-day operations, managing staff, ensuring customer satisfaction, and driving
business growth. Despite facing competition from larger restaurant chains, they take pride in
providing personalised service and creating a welcoming atmosphere for patrons.
• Healthcare Setting: The department manager at a hospital is responsible for patient care
services. They are involved in overseeing nursing staff, managing patient flow and scheduling,
ensuring quality of care, and complying with health care regulations and standards. The
department plays a critical role in delivering high-quality healthcare services and improving
patient outcomes.
• Educational Setting: The principal of a school is responsible for overseeing academic programs,
managing faculty and staff, ensuring student achievement, and well-being, and fostering positive
relationships with parents and community stakeholders.

Let’s Discuss
1. Reflect on the case studies across various organisational settings and answer: how do the
roles and responsibilities of managers vary depending on the industry size, and mission of
the organisation?

1.8 What are Different Skills Necessary for

Managerial Success?
Managerial success hinges on a diverse set of skills that empower individuals to lead effectively,
navigate complex challenges, and drive organisational growth.

Read the cases given below, guess the skill from the list below.

Organisation Openness

Effective Communication Decision Making

Ability to Delegate Problem Solving

Emotional Intelligence Strategic Thinking

Conflict Resolution

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A Case Exploration
Case 1: Saraf, a manager at a software
development company, notices a lack of clarity in
communication among her team members, leading
to misunderstandings and delays in project delivery.
To address this, Saraf implements regular team
meetings with clear agendas, encourages open
dialogue, and provides constructive feedback to
improve communication channels. As a result, the
team becomes more aligned, productivity increases,
and project milestones are met more efficiently.

Case 2: Jay, a sales manager, notices that one of

his team members, Marsha, has been struggling
with personal issues outside of work. Instead
of ignoring the situation, Jay demonstrates
empathy and understanding, offering support and
flexibility to help Marsha navigate her challenges.
Jay strengthens his relationship with Marsha,
boosts her morale, and ultimately enhances team
cohesion and performance.

Case 3: Ajay, a project manager, is responsible for

overseeing multiple projects simultaneously. To
stay organised and manage his workload effectively,
Ajay utilises project management software to track
tasks, deadlines, and resources. He also establishes
clear project timelines, allocates resources
efficiently, and regularly reviews progress to ensure
that each project stays on track and meets its
objectives.

Case 4: Harshita, a department manager, is facing

a heavy workload and struggling to meet deadlines.
Harshita identifies team members with the
necessary skills and expertise to handle specific
responsibilities. By delegating tasks appropriately
and empowering her team, Harshita frees up time
to focus on strategic initiatives, fosters professional
development among her staff, and improves overall
team performance.

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Case 5: Deep, a senior executive, hosts regular

town hall meetings to foster transparency within
the organisation. During these meetings, Deep
encourages employees to share their ideas,
concerns, and feedback openly. By demonstrating
openness and receptivity to diverse perspectives,
Deep creates a culture of trust and collaboration,
enabling the organisation to adapt quickly to
changing market dynamics and drive innovation.

Case 6: Sachi, a restaurant manager, faces a

recurring issue of low customer satisfaction due to
long wait times during peak hours. To address this
problem, Sachi analyses customer flow patterns,
identifies bottlenecks in the service process, and
implements solutions such as optimising staffing
levels and streamlining workflow procedures. Sachi
improves the dining experience for customers,
increases staff efficiency, and enhances overall
restaurant performance.

Case 7: Jayesh, a CEO of a manufacturing company,

must decide whether to invest in new technology
to automate production processes or continue
with manual operations. Jayesh conducts thorough
research, analyses cost-benefit considerations, and
consults with key stakeholders. After weighing the
pros and cons, Jayesh decides to invest in the new
technology, anticipating long-term cost savings,
increased efficiency, and competitive advantage for
the company.

Case 8: Lisa, a marketing manager, is tasked with

developing a new product launch strategy to
penetrate a competitive market. To devise a winning
strategy, Lisa conducts market research, identifies
emerging trends, and assesses competitors’
offerings. Drawing on her strategic thinking
skills, Lisa develops a comprehensive marketing
plan that leverages innovative branding, targeted
advertising campaigns, and strategic partnerships to
differentiate the product and capture market share.

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Case 9: Abhishek, a team leader, observes tension

and disagreements among team members
during project meetings, hindering collaboration
and productivity. Abhishek facilitates open
discussions, encourages active listening, and
helps team members find common ground and
resolve differences constructively. Abhishek
fosters a positive team environment, enhances
communication, and promotes mutual respect
among team members.

*Fictional Cases

Let’s Discuss
1. Identify the skills used in each scenario given above that helped each manager succeed.
2. For each managerial skill identified, write1-2 sentences on why this skill is important for
managerial success. You can provide examples to support your answers. Use the graphic
organiser below to record your responses.

Case Studies Skills Importance

Case 1

Case 2

Case 3

Business Studies - Grade 12

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Case Studies Skills Importance

Case 4

Case 5

Case 6

Case 7

Case 8

Case 9

Business Studies - Grade 12