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Managerial and Supervisory Roles

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Unit 11: Managerial and Supervisory Roles In this assignment, I will be exploring the roles and features of managerial and supervisory roles. I will produce a report showing how my chosen individual approaches their managerial/supervisory role. In this report I will include in-depth evidence and knowledge of my understanding of their role. In summary, I will cover the following in this assignment: * Theoretical aspects relating to supervisory and managerial roles * My chosen manager/supervisor's role and how the theory can be applied to this * My research and subsequent analysis * Conclusion as I evaluate which factors can influence the environment in which a manager/supervisor performs their role in the workplace The business context within which the report will take place In order to understand the role of a manger/supervisor, it is significant to take into consideration the common tasks and functions that are untaken by people with this roles. Managers/supervisors vary as they are all likely to bring their own personal experience and personality to their role, however the following aspects are covered by all managers/supervisors common, these are known as common functions: The common functions I have explained can all be affected by the following aspects within an organisation: Culture of the organisation The culture of an organisation tends to vary; this creates an element of uniqueness. Culture is basically a set of values that is in place within an organisation, this could have evolved over several years. The individual culture of an organisation could vary from the smallest aspects, such as how managers address each other and other members of staff, to how the organisation organises its customer service department. The culture of an organisation could be positive or negative, for example in a positive environment, employees may feel that they can easily approach their seniors with any work or personal issues in the workplace, so that they can express their views and opinions. ...read more.


This is the first and foremost aspect that I have noticed. I also noticed that when looking for similar jobs, a lot of job titles were not just simply, 'Sales Manager' even though this is what I searched for. This explains to me that it is a varied role that can cover many fields of work. The next comparable aspect was the salary; again this is another variable factor: 'National Sales Manager': �50,000 - 60,000 (OTE) 'Sales Manager': �28,000 - �30,000 (car/uncapped bonus) 'Direct Sales Manager': �27,000 - �32,000 (uncapped bonus) The salaries of the three jobs tend various, especially the 'National Sales Manager' job with the other two. Naturally, you would expect the highest paid job to be more demanding and this is true, as their, 'Who we look for' section is far more detailed and extensive. However, all three jobs have one main similarity is what they look for in a candidate, this being a proven track record in sales. As this is such a competitive field, which is measured very much so through performance, I can understand that a track record is a fundamental characteristic of a Sales Manager, as all three descriptions clearly demonstrate. Whether a Sales manager is earning �27,000 or �60,000, a proven successful track record appears to be of high significance to employers. All three jobs offer bonuses, however the 'National Sales Manager' is expected to generate vast amounts of sales in comparison to the other two jobs (hence the bigger salary.) All three jobs demand that the candidates have good interpersonal skills and can build relationships. This is a key characteristic of any type of manager, as one of their basic roles is to be able to lead a team and work with others. Using the website www.learndirect-advice.co.uk I was able to locate a definition and extensive explanation of a 'Sales Manager: Sales manager The work Sales managers supervise, organise and plan the work of sales teams. ...read more.


In large organisations, organising can take several forms which are of a more complex and detailed structure in comparison to the types of planning that takes place within Allen Concrete. * Motivating - this would have a similar effect as organising if change, Allen concrete is a small organisation thus motivation can be maximised in some aspects but not in others. For example Mr. Crowhurst is able to deliver specific attention to employees and enable them to feel valued as worthy assets of the company, this is achieved through the consultative and passive management styles used. Whereas large organisations may run big and expensive motivational packages which have been developed by professionals who have inputted vast amounts of resources. For example, large corporate organisations offer perks and benefits such as pension schemes, stock options, private health care and generous bonuses. Large organisations are more likely to put motivational theories into practice as they have the resources to do so as I have explained. * Problem solving - problems can vary tremendously for small companies like Allen Concrete and large companies like B&Q. For example, a small company may be struggling to maintain suitable levels of cash flow whilst a large corporate company may be suffering from a lack of confidence and support from shareholders due to an ever decreasing share price. The problems vary on scale; a small company may need just �50,000 to solve its problems while a large company could require millions. However, this does not make the large companies problem for significant, as �50,000 would be just as significant to a small company due to its limited amount of resources. * Appraising - this takes place in all organisations and has an effect upon all employees. Large companies able rewards in line of financial, whereas small companies are more likely to offer rewards in line with more responsibility. However, small organisations are likely to be able to hold appraisals on a more frequent basis as there is less planning and preparation involved, and less employees to deal with. ?? ?? ?? ?? 1 ...read more.

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