Module 2 • Management


These functions will be explained individually in later modules, because this course is designed to assist students in the management of the business that they have planned in the previous course. A clear distinction must however be drawn between managing yourself successfully (previous module) and managing your business. The reason for this is that if you can manage yourself effectively, success in other aspects of your life becomes more likely.


PAUSE FOR THOUGHT


Use the acronym “POLC” to remember the four (4) functions of a manager.


Planning


Organising Functions Leadership


Can you see where your business plan fits in?


Controlling


The importance of management


When looking at the job finder section of newspapers, you immediately notice the wide variety of management positions that are advertised. These include positions such as credit control managers, personnel managers, warehouse managers and sales managers. It is in fact hard to imagine any business without a manager. The reason for this is that managers form a very important part of any business; because of the tasks or functions they perform. They perform the planning function in a business and ensure the successful execution of those plans. This includes the other functions such as organising, leading and controlling.


They must also accept responsibility for their specific management role and, in the case of a small businessperson, for the whole business. Managers are, in most cases, well remunerated for the important role that they fulfil, as well as for the responsibilities that they have to accept.


The skills of a manager


As mentioned before, managers form a vital part of any business; managing all the resources of the business to achieve certain objectives. This necessitates special skills from managers. The skills needed by managers can be put in the following three categories:


Technical skills You should have noticed in the “job finder” task that, when a business is looking for a manager in a specific position, the person must be an expert in that field. This means that a person must possess technical expertise to become a manager. The reason is that you can only ensure the successful performance of a task by workers if you can do it yourself. This argument is, however, not valid in all situations, especially in more senior management positions. In these positions other managerial skills are more important.


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