Managerial and Supervisory Roles

• Informal monitoring – it is significant that managers do not come across to intrusive when monitoring employees and that all employees understand why they are being monitored. Informal monitoring is necessary in order to assess quality and quantity checks and to ensure employee welfare and to protect customers. It also enables managers to write reviews on employees and it an assist them with appraisals of employees.

Problem solving

It is a manager’s duty to solve problems when they arise, this should be done in an effective and prompt manner. Problems for organisations can vary tremendously as problems can arise from a number of different factors, which do not effect all organisations. For example, a small high street business may suffer from being unable to maintain steady cash flow, which is causing problems with creditors. Whereas for a multinational plc organisation such as a bank, slow economic growth and a low share price may be the cause of reduce profits.

There are three types of reactions to problem solving for managers:

• Looking for problems – In this type of reaction, managers are constantly seeking new methods of improvement within the organisation; this could be through frequent reviews of employees and meetings with seniors to ensure the organisation can stamp out small problems before they become serious issues. This is a time-consuming and difficult method but one which is most likely to succeed in keeping problems at a minimal.

• Solving problems as they happen – If problems are not dealt with before they fully arise, then a manager has the choice to try and tackle them as they happen. It is likely that several problems can occur as a result of one; in this situation a manger deals with the most significant problem first before moving onto the next in line. This method can be stressful and tiring as problems can grow and grow and spiral out of control.

• Avoiding or ignoring problems – Some managers may choose to ignore problems, as they can go away by themselves, for example a disruptive and ill tempered member of staff may leave the organisation before a manager bothers to get rid of them. However avoiding problems is not recommended, this is because more serious problems are unlikely to go away on their own and are likely to grow and spiral out of control.

Management tools for problem solving

There is a wide-ranging assortment of management tools used by managers to assist them when problem solving. Different organisations adapt to different management tools, this is because each organisation has a unique culture and structure. However, they all have one aspect in common, they aim to use the tools in order to solve problems in the most quickest and efficient manner. Some of the most commonly used tools are listed below:

• Cost/benefit/risk analysis – this is basically a technique used by managers when making looking at how to resolve a problem or make a significant decision. It weights up the costs and benefits of an action and the risk involved with each action. This is a great system as it allows a manger to physically see his/her choices and all of the costs, benefits and risks attached to them. For example, a manager may have a plan to invest into a new computer system whereby this is financially a big cost therefore very risky, but the benefits are so great that this outweighs the risk. The decision would ultimately depend on the manager’s personality and attitude towards risk taking, but this form of analysis is a useful and practical tool in aiding and assisting managers.

• Pareto chart – Vilfredo Pareto, an Italian economist, studied the distributions of wealth in various countries, he discovered that 80% of the wealth in Italy was owned by just 20% of the population, and that 20% accounted for 80% of sales. Similar distributions have been identified in other countries, it is known as the Pareto effect. The Pareto effect even operates in quality improvement: 80% of problems usually occur from 20% of the causes. Pareto charts are used to display the Pareto principle in action, arranging data so that the few vital factors that are causing most of the problems reveal themselves. Concentrating improvement efforts on these few will have a greater impact and be more cost-effective than undirected efforts.
• Cause and effect diagrams – these are a useful way of enabling managers to weight up and analyse of all of the causes and effects of a problem that arises. These diagrams can be drawn out on paper illustrated as detailed diagrams clearly showing the causes and effects of an action. This helps a manger to better understand the situation they are dealing with and enables them to put it down on paper where it can be more easily taken in and explained to others.

• Critical path analysis and Gantt charts – these two tools are both similar in method and appearance, they both aim to help managers understand how long it will take to resolve a problem and they are both represented in diagrams. Critical path analysis requires the manager to draw out the stages that the given problem must go through in order for it to be solved, this also includes the length of time required for each stage. Whereas with Gantt chart, instead of using an assortment of shapes, each stage is illustrated with a horizontal bar also allowing the manager to work out the same information as with critical path analysis.

• Drilling down – this is a simple technique used to break down complex problems into progressively smaller pieces. For example the main problem in an organisation could be lack of sales, this can then be broken down into various other sub-headings such as price, product, staff, these can then be broken down further and so on. Eventually, once the breaking down is completed, there should be a complied list each small problem that can be fixed in order to ultimately fix the bigger problem.

The problem solving cycle

The last aspect to problem solving is the cycle; this is a fundamental part of problem solving as it demonstrates how the whole process takes place and illustrates that it is an ongoing cycle as new challenges and problems are constantly arising in the workplace for managers to deal with. The cycle goes through the following stages:

• What is the problem?
• What causes the problem?
• How could it be solved?
• Choose a plan to solve it
• Follow through its introduction
• Has the problem been solved?

Training and mentoring

Training and mentoring is an absolute fundamental aspect of a managerial role, it is significant that employees are instructed and knowledgeable of how to best perform their job. It is the responsibility of managers to utilise available resources to train, qualify, and develop employees. Training can take many forms, employees can be trained individual or as a group/team, depending on how the manager best feels to train his team.

• On-and off-the-job training – These are the two main types of training that organisations will use with employees. On-the-job training is basically training which takes place whilst the employee is within the workplace and working, it gives them hand on experience of what their job entails. On-the-job training is one of the best training methods because it is planned, organised, and conducted at the employee's worksite. It will generally be the primary method used for broadening employee skills and increasing productivity. It is particularly appropriate for developing proficiency skills unique to an employee's job. Productivity and motivation levels are likely to be high in the organisations that have adapted a good on-the-job training program.  Off-the-job training is often more complicated and harder for employees, this could take place through an external organisation such as a college or training provider. This normally applies to vocational training or apprenticeships. Due to the budget problems in most organisations, managers must decided when training is required and who requires it specifically, for example the whole team may not be required to go on a training course when just a few could go and then feedback to the rest of the team.

• Requirements for training – Certain types of training are compulsory as a result of government legislation, such as health and safety legislation. External organisations would need to be hired to train the employees with the most up to date information relating to health and safety so that they are fully informed and safe within the workplace, as well as understanding their rights.

• Training for the future – this is basically training employees, especially junior employees, for future roles, which would see them in a higher position. This would eliminate the need for advertising new positions and would therefore save time and money. Some organisations regularly require employees to complete a skills audit, this assesses whether or not they have the skills for a job higher up (promotion.) This is also a way of researching employee progress, for example if a group of employees have only been in their role for a year but a skills audit has proven they have already developed further skills enabling them for a promotion, then the team is an efficient and hardworking force.

• Mentoring – this can be especially effective with new employees; it is allows them to discuss any kind issues or problems affecting them in the workplace. The mentor is normally a senior i.e. manager. It is the mentors job to resolve any issues or queries the employee may have, and also to check on how they have settled in and if they are coping and happy with their work and working environment. Group mentoring is a great way to introduce new employees with one another so that they can form social relationships with the people they are working with. The mentoring system can ultimately enable employees to research their full potential by eliminating any problems they may have.

Appraising

An appraisal gives a manager to discuss with an employee their progress in the organisation. They can take place several times in a year, for example it could be that a given organisation always holds appraisals after Christmas because that is their busy period and they would like to review how employees coped during this time. Performance appraisal is a more precise form of appraising; it is basically a process of evaluating performance analytically and of providing feedback on which performance adjustments should be made.  Performance appraisal can be determined by the following equation:

           Desired performance – Actual performance = Need for action

Setting targets for an appraisal

Many organisations operate a staff appraisal scheme; they are basically a form of target or objective setting. They are usually conducted by the employee’s manager/supervisor.  The employee who is being appraised and the appraiser will together construct targets to work towards in the future.  The targets could be based on a review of performance in a previous period. If a previous appraisal has taken place, then the manager and employee will look over the previous targets and objectives in order to see if they have been met, if not, they will discuss why they could not be met. 

It is significant that the targets given to employees are realistic, for example if they told that they should be able to use a new software package within 6 months, then the organisation needs to provide this software and sufficient training. Appraisals can therefore cost organisations money, but this should be looked upon as an investment as the employee will hopefully become a more productive member of staff after meeting their targets.

Using rating scales

This enables a manger to use a system whereby he/she can give a score or rating for the employee’s performance in various tasks/projects they have completed in their job. This allows employees to understand exactly how their manager and superiors believe they have performed. A manager should be accurate and truthful with their rating or score as it is important that employees are aware of any significant weaknesses they may have so that they can be corrected as soon as possible.

Linking appraisals to pay

Some appraisals are linked to pay whereby the employee will receive a cash bonus if their manager feels they have exceeded or met expectations. This would especially be used in jobs that also incorporate performance-related pay, such as in the sales departments. A cash bonus is also an incentive and form of motivation for the employees to work towards.

Linking appraisals to career development and training

In some cases, the targets set for employees may require further extensive training to allow them to realistically meet their targets. This is then linked it career development, for example an employee who is constantly over performing in their jobs is obviously worthy of a promotion, which will require training to prepare for the new tasks and added responsibility. Appraisals give managers the chance and ability to decide which employees, if any, deserve this kind of promotion.

This can also motivate employees by giving them the opportunity to climb the career ladder, and not have them believing that they are stuck in their current jobs forever. This enables employees to plan what job they want to work towards, and through appraisals, managers can help them get there by setting them targets that lead towards the job they desire.

Self-appraisal

This allows employees to think up their own targets for themselves, they are more likely to understand their weaknesses in comparison to their manager. By enabling employees to set their own targets they are likely to be more motivated to meet them as they set them themselves. These targets set by employees for themselves should not only benefit them, but the organisation as well, for example if their deadline is to meet deadlines early, they will receive praise for this and their managers will be happy to receive the work well in time.

Appraisee report

This enables both the manager and employee to produce a report on one another; this would include judgements on performance. This would especially help employees to feel empowered, as their views and opinions are being taken into consideration and expressed.

Issues involved in appraisal systems

It is important for managers and employees to understand the importance of appraisals and that they should be taken seriously. A bad appraisal could cause a lot of problems in the workplace socially, for example a poorly prepared appraisal would give the employee the impression their manager does not really care and this could demotivate the employee. If a manager and a certain employee already have a bad relationship, then an appraisal between the two would be uncomfortable for both parties and could cause further issues and problems.

Management/supervisory styles

Managers and supervisors are all different in the way they perform their role, however they tend to adapt to at least one if not more of the following styles:

• Democratic – In a democratic work environment, the culture and atmosphere is very much fair in the sense that everyone gets their say when important decisions take place. Employee input is weaved into all actions taking place within the organisation; if someone disagrees with something then they will have the opportunity to express this view freely. There may be specific programs in place to solicit employee suggestions; there could be a culture of employee involvement in every decision that impacts working conditions.

• Consultative – In this management style, managers and other seniors consult employees before making decisions in the organisation. The main aim of doing this is to gather as much information possible from the internal stakeholders (employees) before decisions are made. This is always a great way to get other peoples opinions which can aid and assist when making decisions, especially difficult ones. Organisations that use consultative management are likely to have a good communication network between departments and layers, therefore it is likely that this does not take place on wide scale within big corporate organisations their size holds them back from doing this as effectively. The types of managers who use this system possess good listening and communication skills.
• Autocratic – This is basically the opposite to consultative, managers make decisions without consulting others, they often instruct employees instead of asking for their opinion in a given situation. This management style is likely to cause negative work attitudes and create a lack of motivation within the workplace as a result of poor communication in the working environment. Without receiving input from all employees, bad decisions could be made as the managers do not always no what is best for the organisation. However, they may see an autocratic management system as timesaving as less communication is needed to take place before decisions are made

• Supportive – this styles helps boost employee motivation and confidence, even when they have the ability to undertake the task in hand, they can still benefit from the support of their manager. A manger is likely to work alongside employees and praise them in order to boost motivation levels. Supportive management is about finding out how the employees feel, and if anything can be changed in order to improve working conditions for them.

• Collaborative – In a collaborative working environment, workers and mangers work together in friendly atmosphere. This improves communication and employee relationships as well as ensuring everyone can express their view and opinion relating to the given project of work. For example, if a group of employees are working on one project and one of them overlooks something, his/her colleague could spot this can correct the error. This therefore enables employees to Achieve collective results that they would be incapable of accomplishing working alone. An example of collaborative working is a team of mangers and employees all brainstorming possible solutions to a problem that has arisen in the workplace.  

• Passive - A passive manager could be described as an individual who tends to observe their staff and doesn’t make decisions themselves. Instead, they enable subordinates to make decisions, whilst they observe. This can be inspirational and motivational for employees, as they are given the freedom to act independently. However, passive management assumes that staff are fully qualified and experienced to make the best decisions, which is not necessary true in most situations. As each individual will be carrying out tasks on their own accord, it is likely that different methods will clash with one another, resulting in failure to complete tasks properly. Passive management provides employees with a chance to prove themselves as trustworthy and organised individuals.

• Directive – This is a common technique used within organisations, it basically operates via an instruction/task being set by a member of senior management, and this instruction is then cascaded down the organisation among the relevant staff. Directive management is basically one-way communication and can create problems among staff and management as the information delivered in such a directive management.  

A03

I have explained in detail the theoretical aspects and characteristics of managerial and supervisory roles in part A01 of this assignment. I have also chosen a manger to use for this assignment; I have previously explained his role briefly along with a company history of the business he works in. In order to gain the best possible understanding of my chosen manager’s role, I will need to apply my theoretical understanding of managerial and supervisory roles to my chosen manager’s role and business environment.

In order to apply my understanding to my chosen manger and the company he works for, I will need to carry out extensive research, primary and secondary, followed by a detailed analysis. This will enable me to gather together as much information as possible based upon my manager and his company so that I may gain a thorough understanding.

Action plan

The research covers a large section of this assignment; I therefore see it as being appropriate to draw up an action plan, so that my research is carried out according to a scheduled plan. This plan will include:

• Aims of my research – what I need to find out
• My objectives – How I decided upon these

Aims and objectives of my research

After having completed my research and analysed it extensively, I hope to of achieved and fulfilled the following aims:

• To have a good general understanding of the theoretical aspects relating to a manger/supervisor’s role.

Objective: I hope to complete this aim through an extensively written A01 section. This purpose of this section is to increase my knowledge of the theoretical aspects relating to a manager/supervisor’s role. By completing section A01 in an accurate and well-written manner, I will demonstrate a thorough understanding of the theory.

• To have a full understanding of my chosen managers role and duties and apply my theoretical understanding to my chosen manager’s role.

Objective: I will complete this aim through a detailed and rigorous questionnaire, which shall be completed by my chosen manager, along with my other primary/secondary research sources. Providing my A01 section has been completed to a high standard, I shall be able to apply my understanding demonstrated in A01 to my chosen manager’s role.

• To carry out extensive research, both primary and secondary, in relation to my chosen manager’s role

Objective: I will use an assortment of research resources such my Business Studies textbook and the Internet in order to gather together as much relevant secondary research as possible. I will also carry out extensive primary research; this will be completed via a detailed questionnaire designed by me.

• My final aim will be to evaluate my work and the factors which can influence the environment in which my manager performs his role

Objective: I will assess my work by reading through it carefully in order to pick up anything that could be improved. Providing I have completed all the other sections of this assignment to a high standard, I should be able to identify the factors, which can influence the environment in which my manager performs his role. I will also demonstrate logical reasoning clarity, coherence and fluency when evaluating my chosen manager’s role and environment. I will cover every aspect relating to this, this will ensure that I construct a thorough and comprehensive evaluation.

Secondary research

My manager’s precise role is Sales manager. Before I gain any information from him in relation to his role and what his duties and tasks include, I will attempt to locate information on similar jobs to my chosen manager, this information will include aspects such as job description, qualifications etc. I will use the Internet as a research tool in order to locate this information. After having researched popular recruitment sites, I came across Michael Page.

I used the website  in order to locate the following job details for Sales managers. Michael Page is a leading international recruitment consultancy company. I have put certain words and phrases in bold font that I believe to be of significance as they are key words explaining the desired characteristics of the job. Illustrated on the next pages, are the job advertisements/descriptions I have located via the website:

Sales Manager

Financial/Business Services

Northern Region / Southern Region

Permanent ⁄ £28000 - £30000

Updated November 10, 2006

You will be maintaining existing large prestige automotive dealership accounts ensuring that the accounts are both retained and strategically grown. You will be involved in implementing and developing exciting new projects within the SME and blue chip arena.

Who we're looking for
Ideally you will have experience of selling into prestige motor dealerships and corporate blue chip organisations. You will have a proven track record in account management / new business and be able to demonstrate revenue growth from your previous account portfolios.

You will be an enthusiastic and resilient self-starter who is passionate and committed to developing new business opportunities. You will have sales and negotiation skills and independent account management experience backed by good commercial acumen and a willingness to succeed.

About our client
Operating since 1984, MSL Vehicle Rental is the UK's longest established provider of replacement vehicles coupled with an uninsured loss recovery service for clients involved in non-fault accidents.
Along with group companies MSL Legal Expenses Insurance and Financial & Legal Insurance Company, they work with insurance brokers, vehicle repairers, body shops, dealerships and many other commercial organisations to provide an unrivalled service to suit their clients' needs.

What's on offer
Basic up to £25-30,000 + Uncapped Bonus + Car + Benefits

Michael Page Contact
For further info, apply or phone on +44 (0) 161 819 5511.  Job Ref: 12831432
Your application will be sent to Aimee Scholes. 

National Sales Manager

Business to Business via Channel (Technology based product)

Hertfordshire

Permanent ⁄ £50000 - £60000

Updated November 2, 2006

As the National Sales Manager for the Presentation Technologies division of Sanyo UK, your role has 3 main focuses: Managing a team of 6 sales people - a Telesales Manager, 2 product (training) specialists and 3 Major Account Managers; Managing existing accounts; Helping to develop new business. As a man-manager and business developer, you will be expected to develop, train and grow the sales team in order to maximise and increase sales opportunities 'on the ground', as well as advising and assisting in new business opportunities. As an account manager, you will manage and grow some of our client's most important accounts (primarily through distributor and reseller channels), using new product development and market increases to fuel the growth. You will also be an integral part in developing and implementing medium and long-term strategies and plans to grow Sanyo's market share in each core product sector (projectors and monitors). This division of Sanyo UK's business is the most important, and as market leaders in the UK, your job is of utmost strategic importance.

Who we're looking for
You are a respected Commercial Manager with an excellent background in sales management - ideally with marketing experience to boot. Your credibility in terms of business experience, achievements and reputation within your current markets and customers is essential, as is your proven track in man-management. You will have current experience of high-level sales of high value 'technology based' products to high importance accounts within the Business-to-Business arena - via distributors and resellers. A working knowledge of electronic technology will prove an asset, as will a track record in gaining, developing and maintaining new accounts and relationships. As above, this role is of high strategic importance to Sanyo UK, so your career history will prove that you are in a position to take on this demanding role. Your focus is certainly results driven and customer focused, and you always strive for a 'best in class' approach. Finally, as this role will require regular visits to Head Office, you must live within commutable distance to Watford.

About our clientOwning over 130 companies worldwide, Sanyo is one of the world's largest manufacturers of electronic products for Consumer and Business markets. On the business side, they are market leaders in 'presentation technologies' whilst also carrying a range of CCTV products. The presentation technology products are sold to a range of businesses - including professional, corporate, education and leisure. Their new technologies and partnerships are driving innovation in line with the company's ethos of research and development, manufacturing and marketing to the highest level.

What's on offerc£50,000 basic salary, excellent OTE plus package

Michael Page ContactFor further info, apply or phone on +44 (0) 1727 730 112.  Job Ref: 12825849 your application will be sent to Simeon Barnett. 

Analysis of job advertisement/job descriptions

All three jobs advertisement/descriptions that I located on the Michael page website were the same or similar to my chosen manager’s role. However, the wordings on the job titles were all slightly different, they were not all similar, ‘Sales Manager,’ in fact just one of them was. The other two were National Sales Manager and Direct Sales Manager. 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  I was able to locate a definition and extensive explanation of a ‘Sales Manager:

Analysis of ‘Learn Direct Advice’ description of a Sales Manager

The description I located via the website (www.learndirect-advice.co.uk) is detailed and covers all of the significant aspects of any job:

• The work – the description of the work is extensively written, it covers aspects such as how managers organise and plan the tasks of sales teams, plan and set sales targets for teams and individuals sales people. This section of the explanation is detailed and covers various topics, which are broad ranging. It is unlikely that all the tasks/duties listed in the description are applicable to my chosen managers role. As this is a general description, it covers all types of sales managers, and as I have already discovered in my previous piece of secondary research, a sales manager’s job can vary tremendously.  

• Hours and Environment – again, this various according to the particular type of sales the manager is involved in. It explains that travelling to sales representatives, customers, and staff at head office could be part of some sales manager’s jobs.

• Skills and Interest – There are a number of skills/interests listed as requirements and general characteristics of a good sales manager. From reading the list, I can understand that a sales manager, generally speaking, needs to be a well rounded individual with an assortment of characteristics, from having initiative and enthusiasm to IT and communication skills.

• Entry – There are no strict qualification guidelines, as there are with other professions. For example, to qualify as a Lawyer or Accountant, you would most probably have to go to university and definitely pass the professional exams in order to practise. However, for a Sales Manager, an individual is judged more upon their experience and track record of achievements. In the competitive regions of the UK, for example London, companies tend to recruit graduates, mainly those who have taken undergraduate degrees in a business related subject.

• Training – Each company is likely to have their own policy on training, for example big corporate firms are likely to run internships and summer placements to attract potential employees, hold training days and run a regular graduate placement scheme. Whereas a small company would not have the resources to run such programmes. It is likely that many companies provide in-house training whereby the training is geared towards the particular products/services the company offers.

• Annual Income – With any job, this can vary on location, size of the company and performance. However, with this particular job, a company car and petrol allowances are normally included in the salary packet. Salaries range from anywhere between a starting salary of £15,000 to a top salary of £70,000 or more.

Job advertisement for Sales manager in a concrete company

After having searched via the Internet, I have located a job advertisement for the position of Sales Manager job in a concrete company. The position is very similar to that of my chosen manager’s, as it is the same job title in the same type industry, which is concrete. The job advertisement is illustrated on the next page:

Analysis

After having read through the job description, I put certain words/sentences in bold font as they emphasis the skills and qualities the company are looking for in a candidate. From this, I have noticed that this company looks for a person with the following characteristics:

• The ability to build and maintain customer relationships
• Excellent written and verbal communication skills
• Sales/marketing background is desirable
• The ability to work closely with other members of staff

From the list of desired and required skills given, I have come to a conclusion that personality is a significant feature of a sales manager, perhaps more so than actual qualifications. There is no means of measuring the ability to work well with others, like there is a way to measure intellectual intelligence through exams. My point is that individuality and the ability to build relationships seems to dominate criteria of a good sales manager. From the list of skills required, there appears to be no real barriers to entry as all of them are arguable through matter of opinion, for example, what I define as a good marketing background may differ to other people. Some jobs lay down a standard academic requirement, for example, a 2:1 degree in physics as a minimum. This would reduce the number of people applying to a job which has this standard as you either have it or you don’t. Whereas one could argue their ability to build and maintain relationships with customers.

I will now focus directly upon my chosen manager’s role, which as I have already explained, is Sales manager. He works for company called ‘Allen Concrete,’ they are based in Surrey and Northampton. The information below is taken from the company website: (www.allenconcrete.co.uk)

Allen Concrete

Allen Concrete Limited is a long established company, celebrating over 50 years of service to both the building and fencing trades.

Over this period we have built a strong reputation for high quality products and service.

Whilst we specialise in providing a wide range of materials to the fencing trade, our rapidly developing special products department and increasingly diverse stock range of general building products make us a prominent choice for merchants and contractors alike.

Our website illustrates the in-depth range of products and services we offer, particularly 'special products', where we can manufacture concrete items to individual specifications.

Primary Research – questionnaire

I will construct and design a questionnaire for my chosen manager as part of my primary research. This questionnaire will be designed to extract information relating to his job role and the company he works for. The questionnaire will take the following points into consideration, in relation to the manager:

• Planning
• Organising
• Motivating
• Monitoring and directing
• Problem solving
• Training and mentoring
• Appraising

As for the company for my chosen manager works for, I will take the following points into consideration when constructing my questionnaire:

• Culture of the organisation
• Objectives of the organisation
• Structure of the organisation
• Availability of resources within the organisation

Illustrated on the next page is the blank questionnaire I handed to my chosen manager.

Questionnaire for my chosen manager (Sales Manager)

Analysis of completed questionnaire

Now that I have the completed questionnaire, my next task is to scrutinize and analysis the answers given, this will enable me to draw out as much information as possible. My analysis will be broken down into sections for each question, whereby I will analyse each question in turn.

Question 1

This was a simple yet essential question that I felt necessary to ask to my chosen manager. The purpose of this question was to extract information in regards to what the manager basically does in his day-to-day work. From this, I was given 6 tasks/duties that he carries out on a regular basis. I noticed that he used the word, ‘overseeing’ frequently. From this, I understand that he supervises and ensures that employees are carrying tasks and duties as they should. Handling sales and maintaining contact with existing customers and identifying customers were two tasks I expected to see. I understand from these tasks that his job is to generate sales which obviously involve developing existing customers and trying to identify new ones.

Question 2

From the previous question, I have learnt the various tasks/duties that my manager is required to carry out on a day-to-day basis. This question is designed to find out what enables him to be qualified or educated to carry out these tasks. From this question I discovered that my manager has been educated up to A level standard and he possesses no vocational qualifications. So from an academic view point, he does not have a wealth of supporting evidence. However as I continued to read, I found out that he has over 30 years experience in his trade. This is a significant time period in which he has gained insider knowledge that perhaps higher education institutes or specially designed course can teach you. As he deals with clients so much in his work, he his built up a wealth of communication and negotiation skills which are vital for his job. My manager strongly believes that his wealth of experience outweighs the fact that he may not be as highly educated in terms of academic achievement as others.

Question 3

The aim of this question was to uncover the type of managerial style my manager uses in his work. This would enable me to understand how and why he adopts certain methods of work and how they are beneficial to his job. He stated that he uses a combination of consultative and passive styles. This is similar to democratic, as my manager consults employees and staff when making decisions, however, at the end of it he makes his own decision. However, by consulting other employees, I believe it enables them to feel more valued, as their opinion is being taken into consideration. This can also lead to organisation that involves more team building and team work projects, by consulting other employees; it is likely that teams will be developed. I believe it to be significant that my manager has adopted a consultative management style as he is involving the entire staff and bringing them together, which is a sign of a good manager. My manager also stated that he uses passive management as well; this would involve him overseeing employees as they work, instead of making decisions and helping them with projects. This enables employees to demonstrate what they can do independently. I believe it to be positive factor that a manager does this, as it shows what employees have learnt but more importantly, where they have weaknesses. A manager should not operate in a passive style too frequently, but I believe it should be carried out at intervals in order to determine what strengths, weaknesses and skills employees have developed.

My manager’s style, especially the consultative style he uses, relates to the management theory known as, Contingency and ‘what if’ modelling. This theory explains that managers/supervisors are either task-motivated (task-controlling and less concerned with the human side of the business), or relationship-motivated (more considerate of the feelings of others.) I believe Mr. Crowhurst to be a mix of the two; this is because he has adapted a consultative style whereby he takes into consideration the views of his fellow employees (relationship-motivated) but he makes the final decision based on his own judgement (task-motivated.

Question 4

This question was designed in order to determine what motivates my chosen manager in his work. He answered this with three points, the first being that he is given a shareholding in the company. This is a financial reward as well as an asset. I can associate this with the following motivational theorists: Taylor (Scientific management) and Elton Mayo. These motivational theorists state the main motivational factor is money/financial reward. My chosen manager ranked his shareholding as his first point, therefore signifying that this is what motivates him the most. His second motivational point was the desire to see a job well done. This would encourage him to work effectively has he gains a sense of self satisfaction from completing projects to a high quality standard. His last motivational point was that he has a need to provide a better service than the competition. This shows that he has a competitive spirit; this could be a common characteristic of a sales manager as it enables them to motivate employees and ensure targets are met. As employees look up to mangers, I believe it is important that managers have a certain sense of competitiveness in them.

Question 5

The aim of this question was to find out the type of culture within my managers organisation, from this he told me he feels person culture best describes his organisation. From what he stated in the questionnaire, I get the impression that the organisation is informal and friendly. Decisions are made without too much hassle and debate and employees feel able and free to express themselves without constriction. This culture has lead to the development of another culture within the organisation, this being task culture. Employees tend to work in groups together in order to solve problems and complete tasks.

Question 6

The objectives of the company are obvious but significant. The business has 3 main objectives as described by Mr. Crowhurst, these are to make a profit each year, to survive as a company and to increase market share. It is highly important that the necessary steps are taken in order to complete these objectives. For example, every company aims to and wants to make a profit each year, but how they go about fulfilling this aim will determine if they will indeed make a profit. Mr. Crowhurst explained that in order to make a profit, his department are required to meet and exceed sales targets.

Question 7

The purpose of this question is to find out how my manager approaches the various management roles. In his response, he covered three of the main management roles, these being training, planning and appraising. As a manager, he regular trains new recruits and he thoroughly enjoys passing on his knowledge, skills and experience as he in return he receives a good work force and team.

As a partner in the company, my manager also has a duty to be involved in the strategic planning of the company. This is an important role given to only a certain people within the organisation; together they work out where the company is going and how it will get there. This enables my manager to use action planning in his own department, whereby he can break aims down into objectives, which can then be broken down into every day actions. My manager is also required to plan annual sales targets, it is especially enjoyable for him when he and his team met and exceed sales forecasts.

My manager seems to least enjoy appraising as he describes elements of it ‘tedious.’ However, it is valuable as it enables him to discover employee strengths and weaknesses.

Question 8

This last question was designed to see how my manager reacts to difficult and challenging situations, where his skills and experience really need to shine and prove he is fully capable of his job. My manager replied to this question by explaining a situation that occurred a number of years ago which tested his skills and abilities. The situation involved the negative effect of external factors which affected the company. The UK was in recession, this is always bad news for businesses, there is no one to point the finger at, and businesses just have to make the best of the situation. My manger is required to travel between the two main offices, but with the recession and ever increasing travelling costs (fuel prices) this was becoming very expensive and was sinking into the company’s profits. Morale was low due to the recession and both offices were feeling the pressure. My chosen manager took this in his stride and devised a plan to increase communication via telephone instead of actual meetings between the two offices – this would help to reduce costs as travelling would be less of an issue. He bought and rented sales training and motivational tapes to boost employee’s motivational levels and to be used in sales meetings. Instead of visiting the two offices as frequently as in the past, my manager decided to hold weekend training meetings in central locations throughout the area, alternating between sales training and management training. This is an effective and efficient way of saving valuable resources yet still boosting and maximising the productivity of the company.

A02

REPORT ON NEIL CROWHURST, SALES MANAGER AT ALLEN CONCRETE LTD

Overview of the business

Allen Concrete Limited is a long established company, celebrating over 50 years of service to both the building and fencing trades. Over this period they have built a strong reputation for high quality products and service.

Whilst specialising in providing a wide range of materials to the fencing trade, their rapidly developing special products department and increasingly diverse stock range of general building products make Allen Concrete a prominent choice for merchants and contractors alike.

The company has two offices, one based in Mitcham, Surrey and the other in Wellingborough, Northamptonshire.  Neil Crowhurst is based in Wellingborough but as he is a partner and on the senior management team, he frequently travels between the two offices.  The company employs 50 people in both offices.  Neil Crowhurst manages the 20 strong team at Wellingborough and mainly heads up the sales and production.

Managerial Functions of Sales Manager (Neil Crowhurst)

• Training and Mentoring – training not only for sales but also as he is also monitors production he has train other staff too.

• Monitoring and Directing – Mr. Crowhurst is in an unusual position in that he is a Sales Manager for a company where he is a partner as well – this gives him a lot of say in the monitoring and directing of the production.

• Planning – Being a partner, Mr. Crowhurst is involved in the strategic planning; this gives him the ability to execute action planning within his own department (sales).  

• Organising – Mr. Crowhurst is responsible for the production and the dissemination of the product at the Wellingborough branch, this gives him control and is an asset for his Sales role.

• Motivating – Mr. Crowhurst uses bonuses as motivation for his staff annually and with pep talks periodically. This relates to Taylor (scientific management) whereby employees are motivated solely by financial rewards. Mr. Crowhurst is clearly using bonuses in an attempt to boost motivational levels which can lead to higher levels of output and productivity.

• Problem Solving – The nature of the industry is such that Mr. Crowhurst is faced with problems all the time and his problem solving skills are tested frequently – these are mostly staff related as my questionnaire revealed.

• Appraising – Mr. Crowhurst finds that appraising staff regularly helps him “sift the wheat from the chaff”.

Culture of the organisation

‘Person Culture’ best describes the culture of the company. As a small sized firm, employees are able to express their views and opinions openly.  This enables the employees to work together as teams.

Objectives of the organisation

The targets of the company are simple but significant:

• To make a profit each year
• To survive as a company
• To increase market share

Structure of the organisation

The structure of the company is ‘flat’.  There are very few management levels as it is a small company. This enables fast flowing communication from top to bottom.  This also justifies the ‘person culture’ of the company.

Availability of resources within the organisation

As an organisation with a limited budget (in that – it is a small company) it at times operates management techniques which involve cost cutting whilst maintaining healthy productivity.  In this environment Mr. Crowhurst finds that he is more favourable to employing staff who can multi task e.g. he finds it difficult to find drivers for his fleet and many a times other employees have to double up as drivers.

Management Style

The management style of Mr. Crowhurst is a combination of ‘Consultative’ and ‘Passive’ styles – whereby he consults and involves his staff about decisions but still has the final say, but he ensures that the final decision reflects the views of his staff at, but on certain occasions he uses the ‘passive’ style – whereby he monitors staff without interfering and allows decisions to be made by subordinates. This technique used by Mr. Crowhurst is an important and effective approach to management as it allows him to monitor and assess the progress of employees work, and in a small team of just 20 workers in his main office, this is viable.  

Linkage between Mr. Crowhurst’s management styles and management theorists  

Mr. Crowhurst has already explained that he uses a mix of consultative and passive management styles. This relates and is linked with the management theory of, contingency and ‘what if’ modelling. This is basically because my manager is both relationship and task motivated, this is because of his consultative style whereby he takes into consideration employees opinions, but he makes the final decision using his own judgement.

A04 – Evaluation

In this final section of my assignment, I shall evaluate the factors which can influence the environment in which my manager performs his role. In order to evaluate this successfully and comprehensively, I shall use the following criteria:

• Whether one particular management/supervisory style is more likely to generate results and foster good employee-employer relations than using alternative management/supervisory styles

As I have already explained, my chosen manager uses consultative and passive management styles. I believe these two management styles to be a common and effective approach towards management, especially in the sales department of a company. Firstly, consultative management is particularly important in the sales department of Allen Concrete because by consulting employees, Mr. Crowhurst gets to listen to all the view points but finally goes with his own decision, based upon his own knowledge and experience. Whereas if he was using a democratic style, he would have to base his decision on what the majority of the employees believe to be correct, which may not be the right decision for the company.

 A manager is meant to be an independent and respectable member of staff, they should be able to take charge and make the right decisions where needed, especially in sales where competition is fierce. It is for this reason that I believe consultative management to be most effective as whilst Mr. Crowhurst takes into consideration the views of employees, he still makes the final decision using his own judgement, as manager should do. If a manager relies on his employees to help him make decisions, then perhaps that individual is not ready or mature enough to handle a managerial position, as I believe a manger should make his/her own decisions at the end of the day.

However, autocratic managers also do this; they make decisions based upon their own knowledge. But the weakness of autocratic management is that this type of manager does not take into consideration the view points of anyone else. This is a significant disadvantage as this in an ignorant approach to management, gaining the views and opinions of fellow workers can have positive effects such as a boost in motivation. Mr. Crowhurst demonstrates that he values the opinions of his staff through consultative management, this enables employees to feel valued as the company cares what input they have, and in sales where teamwork is common, motivation is highly important. If motivation is boosted, which is will be when employees are made to feel valued, then this has a knock on effect in boosting productivity levels, which is a highly significant aspect that all companies aim to boost, and through good management it is possible.

Basically, Democratic is too far to one side as it enables employees to take over a manager’s position to make important decisions. Whereas Autocratic is too far the other side as the manager does not consult or even listen to other employee’s views and opinions, this leaves consultative management which is a healthy mix of the two.

I have explained earlier that Mr. Crowhurst uses passive management as well. This style, like consultative, has significant advantages over other management styles in terms of results in motivational and productivity levels. Passive management boosts motivation as it enables employees to feel trusted as they are free to work on their own accord. Whereas directive and autocratic styles specially explain how a task or project should be carried out. This can result in an unmotivated workforce as they are constantly been told what to do, instead of being allowed to add their own personal skills and attributes to the task in hand, allowing them to expand and show managers what they are capable of. By allowing employees to make their own decisions, current managers are able to seek out future managers, as a key characteristic of a good manager is independence and decision making skills. By specifically directing and spoon feeding employees, room for growth is minimised as employees never have the chance to expand their skills as they will never a face a situation whereby they can make their own decisions. In the cut throat world of sales, making quick decisions and facing the consequences is reality, employees need to be given a sense of independence whereby they can learn from their mistakes, passive management enables this whilst no other management styles can deliver the same results. However, the disadvantage of Mr. Crowhurst using passive management is that he is relying on the staff being able and qualified to be able to make the right decisions by themselves. Also, in the event of emergency or disaster, employees are likely to be unable and oblivious as to what to do, a manger should not expect his staff to be take to take control as that would be his/her responsibility. It is important that Mr. Crowhurst use passive management in the right amounts, if too much independence is given to employees, mistakes are likely to be made.

• How a management/supervisory role can be affected by changes to the business’s aims and objectives or a change in the culture/structure of an organisation

Mr. Crowhurst explained to me in the questionnaire that the objectives of his company are to make a profit, survive as a company and to increase market share. These objectives are fairly vague and common examples; however they have a direct effect upon Mr. Crowhurst as how he performs his job. This is because profit, survival and market share are point towards the sales department, which Mr. Crowhurst is responsible for.

The sales department is arguably the department which is most concentrated upon therefore the completion of aims and objectives tend to fall on the shoulders of those involved in this department. For example, if there is a slump in sales in the short-term, profits will be directly hit by this in the form of a reduction. If these sales continue to stay at a low level, then in the medium-term market share will begin to shrink as rival competition are gaining more sales. Finally, in the long-term, a slump in sales will threaten the very survival of a company. Numerous aspects can cause and affect sales figures, for example a decline in demand, recession, new products and new competitors, possibly larger companies using tactics such as predatory pricing. This where a company takes advantage of its economies of scale and sells its products at an extremely low price in order to force competitors/rivals out of the market.

As I have explained, all of Allen Concrete’s aims are directly related to the sales department, this therefore puts a significant amount of pressure upon Mr. Crowhurst to perform in the most effective and efficient manner possible. Mr. Crowhurst is required to adapt his style of work to meet the needs and requirements of the aims and objectives set. As the company is determined to make a profit, survive and increase market share, Mr. Crowhurst is therefore required to ensure sales targets are met and exceeded. By ensuring sales maximisation, Mr. Crowhurst is contributing the chances of profit being made, the company surviving and market share increasing.

However, if the company’s aims changed, this would affect the way in which Mr. Crowhurst goes about his work. For example, say the focus of the company changed to producing the highest quality products, sales maximisation would not be met as products of such a high specification would take considerably more time to produce and therefore cost more. High quality products are unlikely to sell in the same volumes as cheaply produced goods. Mr. Crowhurst would have to ensure that the products he sells meets the high quality standard demanded and that they beat the competition on quality.

Mr. Crowhurst explained that there is a person culture in his organisation. I believe that this is probably the most common form of culture in small-medium sized businesses, as work and personal relationships are more easily formed as employees work closer together in a smaller environment.

However, the culture in the organisation could change in the future, for example, if the firm merged with a larger and more dominate company, it is likely that this firm would impose its own culture upon Allen Concrete. Or as a result of the merger, the organisation could be forced to adapt to a power culture as a new management team could be emplaced who have a different approach to running the organisation whereby they wish to take full control by making all of the decisions. If this was to occur, Mr. Crowhurst may be robbed of some of the power and authority he currently has in his role, for example currently he is charge of estimating costs; a power culture may take this power away from him and give it to someone more senior. On the other hand, it may release Mr. Crowhurst and enable him to devote and concentrate more time upon his greater strengths (selling.)

Whereas if the firm adapted to a role culture, Mr. Crowhurst would be required to work in a manner which is directly related to his specific role. This is a lot more formal than the current culture (person culture) and would therefore change his role in that there may be tasks and duties he no longer has to undertake as they may not relate to his role directly.

• Whether a certain management style is more likely to foster better employee-employer relations than another

I have already explained that consultative and passive management styles are used. These styles are of particular use in Allen Concrete as they match and complement the type of organisation it is and take advantage of its small size. For example, passive and consultative styles can only be utilized fully in small organisations where managers can deal with employees on such a personal level. This therefore boosts and encourages positive employee-employer relations. As the styles used enable such a personal and direct approach to management, motivational levels are likely to be boosted in the organisation, this is because employees are made to feel valued in the workplace, this relates to the informal and friendly culture in the workplace, this being person culture.

However, an organisation should have a mix of several styles in order to achieve maximum levels of motivation and productivity. For example, Allen Concrete would benefit from a collaborative style whereby employees and managers work in teams. This enables input from all employees and managers and can increase motivation and help those employees who struggle. Employees can felt inspired and motivated to see their managers taking such an active role in their work, this would also enable the manager to pick up on employee’s strengths and weaknesses.

Use of autocratic and directive management styles would improve the speed and efficiency of decision making in Allen Concrete. However, I would not recommend these styles to be used on a regular basis as they can lead to managers ignoring employee’s views and opinions.  

• Whether management/supervisory functions will change depending on the nature of the business

The nature of the business can have a great effect upon the management functions and styles used. I have explained that passive and consultative styles have been used in Allen Concrete by Mr. Crowhurst. These management styles suit this organisation as it is a small company therefore it is capable to use these styles. For example, in a large company consultative management is not always possible because communication within the organisation is limited. Big companies adapt to hierarchical structures whereby information takes a very long time to travel from the top to the bottom. As a result of this, managers can not always consult workers before decisions are made as there is a lack of communication due to the huge size of the organisation, if they were to attempt to consult all the employees, a lot of time and resources would be wasted in the process, delaying the speed of decision making which is vital.

B&Q is a large DIY company which is well established in the UK, Fencing and concrete are among the many products they offer; this makes them a competitor of Allen Concrete. B&Q has adapted to a hierarchical structure and therefore communication between the top and bottom of the organisation is likely to be slow, so in comparison of B&Q to Allen Concrete, communication and culture in Allen Concrete is a lot more personal and specific as the company works on a much smaller scale with much fewer employees. This gives Allen Concrete an advantage over B&Q as they can use passive management styles whereas managers in B&Q are likely to be too busy and overloaded to carefully assess the progress of each employee. Big companies tend to suffer from this problem; managers in these large organisations can only offer an impersonal and unspecific service to employees, whereby evaluation and analysis of employees is often inaccurate due to the vast number of employees a manger has to deal with.

I have explained that large organisations tend not to use passive and consultative management styles as they work on such a large scale which causes such a personal and specific management style to be incapable of working properly. Instead, large companies tend to adapt to management styles such as autocratic and directive. Managers in these companies would therefore make decisions quickly with little or no consultation with other workers. This can therefore be ignorant and cause employees to feel less motivated as they are put in situation whereby they may feel as though they are a small cog in a big wheel thus have little or no effect upon the working practices of the organisation in which they work.

However, autocratic and directive management can be successful in crisis or emergency management. For example, health and safety regulations are clearly specified in large organisations and senior management teams normally have contingency plans organised in the event of an emergency, employees may be oblivious to how well protected they actually are. Allen Concrete is unlikely to have such sophisticated procedures in place due to lack of resources that are available to them, being such a small company in comparison to organisations such as B&Q.  

I will now assess how managerial and supervisory functions would change depending on the nature of the business. I have explained that Allen Concrete is small-medium sized company, they therefore conduct working practices completely different in comparison to larger companies in the same industry, I have already demonstrated these differences in terms of management styles. Below I have explained the differences in terms of managerial and supervisory functions:

• Training and mentoring – This varies tremendously between companies, size being the most significant factor. Large companies invest amounts of money into professional and effective training and mentoring programmes, for example they may hire external training organisations or send trainees abroad to offices overseas, this enables on and off the job training. Whereas small organisations tend to offer training in a more direct approach, for example exclusively on-the-job training. Allen concrete has no formal training programme in process as they simply do not have the resources to do so.

• Monitoring and directing – There are to forms of monitoring that organisations use, these being formal and informal. Small companies such as Allen Concrete tend to use informal monitoring more than formal, this is because they work in smaller offices with fewer employees in a closer and tighter relationship. This enables staff to built more personal relationships and develop trust, thus formal monitoring is not needed on such a large scale. Small organisations also have insufficient funds to support the requirements of formal monitoring, for example formal monitoring would require CCTV and recording facilities incorporated into the email and telephone systems. Large organisations tend to adapt to formal monitoring as they have large numbers of employees are more prone to misconduct in the workplace in comparison to smaller organisations.

• Planning – organisations of all kinds and sizes take planning very importantly. They all tend to follow the same routine when planning is concerned, for example all organisations use strategic and action planning. However, companies such as Allen Concrete tend to focus less upon tactical planning as they are a relatively small company and therefore have little impact upon the market in which they operate. For example, Allen Concrete would be unable to reduce competition by reducing prices as it is likely they are unable to afford this due to high costs. Whereas big companies that benefit from economics of scale such as B&Q could lower the prices they charge for fencing and concrete products and therefore put small companies like Allen Concrete out of business. Allen concrete is likely to be a victim of tactical planning, but not a significant perpetrator.

• Organising – Mr. Crowhurst is responsible for the organising within his department, this may seem to be a lot of pressure which it is to a certain extent, but it is important to take into consideration that he works in a small company therefore organising is not taken as far as it is in big companies. 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.