Management and

Leadership,
Strategic Human
resource Planning
MARGOT PRETORIUS
8 MARCH 2023
Objectives

 Briefl discuss the characteristics and tasks ofa management

 Discuss the faour management faunctions
 Identifal management and leadership theories
 Identifal management and leadership skills
 Discuss diference between a leader and manager
 Discuss strategic human resource planning
Management

 What is a Manager?
 Person who is responsible faor running a part ofa or an entire
organisation
 Characteristics ofa management
 Is a process – a structured, interrelated set ofa activities that, when
executed, produce a specifc output
 Entails working with and through others
 Aims to contribute to realisation ofa organisational goals and
objectives which includes balancing efectiveness and efciencl and
making the most ofa limited/scarce resources
 Managers need to cope with a changing environment
Task ofa management

 To combine, allocate, coordinate and deplol resources or inputs

in such a wal that the organisation’s goals are achieved as
productivell as possible.
 Need inputs – people (human resources); capital (fnancial
resources); phlsical resources, raw materials, components,
infaormation, entrepreneurial and management skills
 Deliver outputs faor perfaormance – produce products and/or
services, create jobs, make a proft, achieve organisational goals,
add value, contribute to wealth ofa societl
 Transfaormation ofa inputs to outputs requires management to
engage in faour faundamental interrelated activities i.e.
management faunctions
Management faunctions

 The faour management faunctions are:

 Planning
 Organising
 Leading
 Control
Planning

 Strategic: Determines vision, mission, strategic direction and goals

 Involves identifaling wals ofa realising the goals, adding value to the organisation
and stakeholders and fnding resources needed faor the task within a complex
environment
 Tlpes ofa plans
 Strategic plans – made bl top management and duration varies farom one – 5/10 lears
 Tactical plans – made bl faunctional managers – fnancial, human resources, research
and development, marketing and operations managers, to support long-term plans
 Operational plans – made bl lower management (frst-line/supervisorl management)
to plan faor short periods
 Single-use and standing plans
 Top-down nature originating farom top management, cascading down to lower
levels, including levels ofa the individual worker
Organising

 Once goals and plans determined, management has to allocate

organisation’s resources to relevant departments/individuals
 Tasks, roles and responsibilities must be defned; policies and
procedures established to achieve goals
 Means developing a faramework (organisational structures) to indicate
how people and resources should be deploled to achieve goals
 Success lies in directing resources – the better resources are co-
ordinated and organised, more successfaul the organisation will be
 Diferent organisations have diferent goals and resources –
organisational structure will be diferent to accommodate its needs –
management must match structure to strategies, this process is called
organisational design.
Leading

 Managers collaborate with superiors, peers and subordinates,

with both individuals and groups, to attain goals
 Leading the organisation entails using infuence and power to
motivate emplolees to achieve goals.
 Leading farom the top means communicating strategic goals and
motivating departments, sections and individuals to perfaorm as
well as thel can
 Manager must decide how to infuence and direct behaviour ofa
faollowers so that thel willingll pursue goals ofa the organisation
Control

 Means managers should make sure that the organisation is on

the right course to attain its goals
 Enables management to identifal and rectifal deviations farom
plans and to consider faactors that might oblige them to revise
goals and plans
Use ofa basic resources

 These are: people (human resources); capital (fnancial resources);

phlsical resources (raw materials), components, knowledge
(infaormation resources), technologl, entrepreneurial and
management skills
 Utilised bl managers to achieve goals as efcientll (doing things
right) and efectivell (doing the right things) and as productivell
as possible
 Managers need to make choices in terms ofa what programmes,
projects and activities to pursue with the limited resources at their
disposal
 Managers have the task ofa bringing resources together, deciding
which resources are necessarl faor specifc situations/circumstances
Management theories

 Organisations aim to guide individuals, groups or departments in

order to implement a plan successfaulll.
 To comprehend how an organisation faunctions, one must have
perspectives on major theories (and evolution ofa theories) ofa
organisations – as thel have an impact on how organisations are
run and provide guidelines to managers
 Management theorl – group ofa assumptions put faorward to
elucidate the issue ofa productivitl
Activitl

Search faor diferent management theories:

Name the tlpes ofa theories and examples ofa
the theorists related to those theories
(20 minutes)
Search faor diferent leadership theories:
Name the tlpes ofa theories and examples ofa
the theorists related to those theories
(20 minutes)
Management theories

 Grouped into
 Classical/Scientifc e.g. Falol/Tallor and Weber
 Humanistic e.g. Malo
 Modern e.g. Slstems approach and TQM
Management skills

 Technical – abilitl to utilise methods, processes and techniques in

healthcare deliverl
 Skills include abilitl to compile a budget and determine fnancial needs ofa
the organisation
 Human skills – abilitl to interact well with emplolees – includes
understanding, motivating and leading them in carrling out their
activities
 Conceptual skills – mental abilitl to conceptualise complex
relationships that exist in a workplace i.e. between healthcare
profaessionals and departments in a single organisational environment
 Using conceptual skills , a manager is able to understand how diferent
faactors in a particular situation ft and interact with one another
Leadership theories

 Trait theories e.g. great man or hero-leader

 Behavioural theories
 Leadership stlles – authoritarian, democratic, Laissez-faaire,
participative
 Task versus relationship orientation e.g. Blake and Mouton
 Contemporarl leadership theories
 Motivational - content, process, reinfaorcement theories
 Situational – contingencl, situational, path-goal
 Interactional – elements ofa a leader situation, leader-group interaction
 Change-leadership – transactional, charismatic, transfaormational
Leadership

 Complex process bl which a person infuences others to

accomplish a mission, task or objective and directs the
organisation in a wal that makes it more cohesive and coherent
 Process is carried out bl applling leadership attributes (beliefas,
values, ethics, character, knowledge and skills)
 Position as a manager gives authoritl to accomplish certain tasks
and objectives but this power does not make a good leader
 Good leaders are developed through selfa-studl, education,
training and experience
 Formal – practiced bl designated person in charge
 Infaormal – exercised bl e.g. a team member
Activitl

Discuss the diferences between a

leader and a manager.
(20 minutes)
Attributes, qualities and skills ofa
leaders
 Clear vision
 Strategic thinking abilities
 Change management and people management skills
 Strength and courage
 Confdence and selfa-knowledge and responsibilitl
 Negotiation skills
 Knowledge management skills
 Willingness to faorm strategic alliances
 Emotional intelligence
 Respect, caring, advocacl and honestl
 Technical profciencl
 Activitl

 Ifa lou were to develop a strategic management plan faor ensuring

perfaormance excellence in lour staf, how would lou go about it;
bearing in mind the strategic management process?
 Kel words:
 Strategic management plan
 Perfaormance excellence
 Strategic management process
(20 minutes)
Strategic human resource
planning
Strategic human resource
planning (1)
 Management ofa people at a workplace is a line faunction that is
carried out bl line managers, supported bl the HR department
 Operational managers and supervisors are responsible faor
managing and planning their own personnel, giving them
direction
 Managers must set objectives with and faor personnel, delegate
responsibilitl, measure their perfaormance and give them
faeedback.
 Essential faunctions and duties ofa managers are to promote
development ofa competencies (knowledge, skills, attitudes),
multiskilling, team building and heightened productivitl
Strategic human resource
planning (2)
 Strategic HR planning is a subset ofa the strategic planning process – linked to
and activated bl strategic plan and objectives
 HR planning is the process ofa anticipating and providing faor the movement ofa
people into, within and out ofa an organisation
 Strategic HR planning enables organisations to provide adequate number ofa
personnel that are appropriatell qualifed in the desired skills mix; is geared
towards achievement ofa long-term strategic goals
 The strategic planning process faor human resources entails 5 stages
 Investigating
 Forecasting
 Action planning
 Implementing
 Monitoring (Walker, 1980)
Activitl

Discuss how lou would develop a

strategic HR plan using the 5-
stage strategic HR planning
process