10 Main duties could be couched in the
following statement as:
♦ achieving organisational objectives
in a changing environment
♦ balancing efficiency, effectiveness
and equity
♦ obtaining the most through limited
resources
♦ working with and through other
people
(taken from Naylor)
Neil’s role is predominantly that of the
visionary business developer and to
this end he:
♦ meets with clients and suppliers to
ensure successful completion of
projects
♦ secures future business
♦ plans for new developments
David is primarily the Staff Manager
and his duties relate more to
♦ organising the work load
♦ organising and co-ordinating staff
♦ using systems to control staff and
other resources to meet targets
11a) Likert’s management systems:
1 Exploitive authoritative
2 Benevolent authoritative
3 Consultative
4 Participative
Neil uses System 4 while David uses
System 2.
11b) Two from the following could be used:
Productivity levels, meeting deadlines,
management of time, motivation and
morale of staff.
Neil’s staff are more productive and
faster at meeting deadlines. Through
use of delegation there is more
effective management of time. Also
location of staff in civil area and the
need to seek permission to leave the
office mean that time may be
unnecessarily wasted and the
management style is creating
discontentment.
11c) These could be used to help identify the
effectiveness of each manager in
undertaking his role, as described
above and enable them to review their
performance and make changes where
applicable.
For instance Neil could measure his
ability to plan, be free to meet with
clients and secure new work based on
the amount of time he needs to direct
his staff.
David could measure his operational
management by assessing how
effective he is at ensuring high
productivity levels, getting staff to
meet deadlines and the motivation and
morale of staff.
DE3D 34: Managing People and Organisations
Scottish Qualifications Authority Assessment Exemplars for Higher National Units 23
Question Theory Evidence from case study
12 Leadership is about working out what
is best for those under your charge and
how best to achieve results. This role
requires the ability to communicate
effectively, motivate and create a team
spirit. All of these skills are important
aspects of management.
13 Action Centred Approach
This approach focuses on what leaders
actually do and assesses a leader’s
effectiveness based on their ability to
meet three areas of need within a team:
the task, team maintenance and
individual needs.
David tends to focus more on task or
project needs and fails to identify,
and, therefore, deal effectively with
team maintenance and individual
needs. By using this approach he
would become more aware of team
maintenance and individual issues,
and as a result deal more effectively
with them.
14a) Vroom and Yetton’s Decision Quality
and Acceptance approach
Using this approach David could
assess the effect his decisions have on
improving performance, ie:
♦ how effective is the need for site
visit approval?
♦ how effective is the current office
location of the engineers?
He could also assess the level of
commitment to his decisions, ie are
his decisions carried out by everyone
in the firm?
14b) Hersey and Blanchard Model There is evidence in the case study to
show that Neil uses Telling style when
issuing directives such as working to
the project quote, because he, as a
partner:
♦ is in the position to make
directives
♦ he uses selling when putting
together a tender with those who
couldn’t do it but are able to
assist and are motivated to do so
♦ he uses participation with his
team, who are able but possibly
in need of reassurance
♦ delegates with Jack, who is able,
willing and motivated
DE3D 34: Managing People and Organisations
Scottish Qualifications Authority Assessment Exemplars for Higher National Units 24
Question Theory Evidence from case study
15 The theories help us to provide a
method of either describing or
interpreting the behaviour of managers
and to evaluate their effectiveness and
offer suggestions for improvement.