MNG2601 EXAM PREP
Study online at https://quizlet.com/_a52fbh
1. Understand the im- • Managers need to cope with diverse and far-reaching challenges from inside
portance of man- as well as outside the organisation.
agers and manage-
ment in modern so- • Managers have the most direct influence on the performance of its em-
ciety. ployees and have the primary responsibility for inculcating the values, beliefs,
norms and values of the top management for the long-term sustainability of
the organisation.
2. Define manage- • Management can be defined as a process of working with and through oth-
ment and explain ers to achieve organisational goals and objectives as effectively and efficiently
the management as possible within an everchanging environment.
process.
• Managers need certain resources or inputs to deliver outputs or perfor-
mance.
3. Identify and ex- • Managers can be differentiated between three basic layers, namely top-,
plain the different middle- and lowerlevel management.
levels and areas of
management in an • At each of these levels, different functional areas can be distinguished, which
organisation. include finance, operations, human resources, procurement, research and
development, public relations and marketing.
4. Distinguish be- Professor Henry Mintzberg concluded that managers play ten roles that can
tween the role dis- be grouped into three primary headings: interpersonal, informational and
tribution of man- decision-making roles.
agers.
• The interpersonal role has three sub-roles, namely the role of figurehead,
leader and liaison.
• The informational role has three sub-roles, namely the role of monitor,
disseminator and
spokesperson.
, MNG2601 EXAM PREP
Study online at https://quizlet.com/_a52fbh
• The decision-making role has four sub-roles namely entrepreneur, problem
solver, resource
allocator and negotiator.
5. Expound on the Clark L Wilson identified three skill categories, where each category has various
various managerial branches:
skills and compe- • The technical skills category branches into technical expertise, clarification of
tences needed by goals and objectives, problem solving and imagination and creativity.
managers.
• The teambuilding category branches into listening for insights, directing and
coaching, solving problems as teams, and coordinating and cooperating.
• The drive category branches into standards of performance, control of detail,
energy and
exerting pressure.
6. Explain how one Managers can acquire management skills through management training and
can learn to man- development, as well as practical experience.
age successfully.
7. Understand the im- • The management environment is complex and interdependent.
portance of the • Change is becoming more rapid, discontinuous and turbulent.
management en- • Management mistakes are becoming increasingly costly.
vironment when • Managers need a means to identify strengths, weaknesses, opportunities
making manage- and threats within the environment to empower them to make better critical
ment decisions. choices and choose more feasible courses of action in executing planning,
organising, leading and controlling functions.
8. Depict diagram- • The process approach to management is based on the four main functions
matically and ex- of management. According to this approach, the performance of the planning,
plain the concepts organising, leading and controlling functions within the organisation is seen
of the process, sys- as circular and continuous. The process approach focuses on managing the
tems and contin- total organisation.
, MNG2601 EXAM PREP
Study online at https://quizlet.com/_a52fbh
gency approaches
in management. • The systems approach to management defines a system as a set of in-
terrelated and interdependent parts arranged in a manner that produces a
unified whole. The organisation, which is a system in its own right, is therefore
in constant interaction with its environment and is influenced by both the
industry-specific and general environments.
• The contingency approach to management is based on the systems ap-
proach. The basic premise of the contingency approach is that the application
of management principles depends on the specific situation that managers
face at a given point in time.
The concepts of the process, systems and contingency approaches are depict-
ed in Figure 4.1.
9. Understand the • The micro-environment can also be referred to as the internal environment
structure and dy- and includes the organisation's functions, policies, strategies, goals, objec-
namics of the man- tives, resources available and also designate the area over which the manager
agement environ- has total or full control.
ment. The manage-
ment environment • The market environment is the environment that surrounds the organisation
can be divided into in which competition within a specific industry takes place.
the micro-environ-
• The broader environment within which the organisation functions and that
ment, the market
surrounds the
environment and
market environment is called the remote environment.
the remote envi-
ronment.
10. Conduct a basic The phases involved in conducting an environmental analysis are the follow-
analysis of the envi- ing:
ronment.
Phase 1: Identify key environmental variables.
Phase 2: Evaluate and select a technique for analysing the environment.
, MNG2601 EXAM PREP
Study online at https://quizlet.com/_a52fbh
Phase 3: Develop an environmental profile.
Phase 4: Monitor the variables, trends and environment continuously.
11. Explain the nature Planning can be defined as the managerial function that determines the
and importance of organisational vision, mission and goals, identifies ways of attaining the goals
planning. and finds the resources needed for the task within a complex environment.
Planning done properly enables an organisation to create need-satisfying
products and/or services to its customers, to create jobs and to contribute to
the wealth and living standard of the community.
12. Demonstrate an Planning:
understanding of • provides direction and helps managers as well as non-managers to focus on
the benefits and forward
costs associated thinking
with planning. • leads to a participatory work environment
• reduces the impact of change
• reduces the overlapping and duplication of activities
• sets the standard to facilitate control.
The costs associated with planning are:
• planning may create rigidity
• management time
• formal plans cannot replace intuition and creativity
• delay in decision-making.
13. Differentiate be- Planning can be described in terms of i. breadth; ii. timeframe; iii. specificity;
tween the various and iv. frequency of use. When described in terms of its breadth, we can
types of plan. distinguish between strategic, tactical and operational plans. If we describe
plans in terms of its timeframe, longterm,
intermediate (or medium-term), and short-term plans can be distinguished.
When plans are described in terms of their specificity, directional plans and/or
specific plans can be used. Based on the frequency of use, single-use plans,
standing plans and individual plans can be distinguished.
Study online at https://quizlet.com/_a52fbh
1. Understand the im- • Managers need to cope with diverse and far-reaching challenges from inside
portance of man- as well as outside the organisation.
agers and manage-
ment in modern so- • Managers have the most direct influence on the performance of its em-
ciety. ployees and have the primary responsibility for inculcating the values, beliefs,
norms and values of the top management for the long-term sustainability of
the organisation.
2. Define manage- • Management can be defined as a process of working with and through oth-
ment and explain ers to achieve organisational goals and objectives as effectively and efficiently
the management as possible within an everchanging environment.
process.
• Managers need certain resources or inputs to deliver outputs or perfor-
mance.
3. Identify and ex- • Managers can be differentiated between three basic layers, namely top-,
plain the different middle- and lowerlevel management.
levels and areas of
management in an • At each of these levels, different functional areas can be distinguished, which
organisation. include finance, operations, human resources, procurement, research and
development, public relations and marketing.
4. Distinguish be- Professor Henry Mintzberg concluded that managers play ten roles that can
tween the role dis- be grouped into three primary headings: interpersonal, informational and
tribution of man- decision-making roles.
agers.
• The interpersonal role has three sub-roles, namely the role of figurehead,
leader and liaison.
• The informational role has three sub-roles, namely the role of monitor,
disseminator and
spokesperson.
, MNG2601 EXAM PREP
Study online at https://quizlet.com/_a52fbh
• The decision-making role has four sub-roles namely entrepreneur, problem
solver, resource
allocator and negotiator.
5. Expound on the Clark L Wilson identified three skill categories, where each category has various
various managerial branches:
skills and compe- • The technical skills category branches into technical expertise, clarification of
tences needed by goals and objectives, problem solving and imagination and creativity.
managers.
• The teambuilding category branches into listening for insights, directing and
coaching, solving problems as teams, and coordinating and cooperating.
• The drive category branches into standards of performance, control of detail,
energy and
exerting pressure.
6. Explain how one Managers can acquire management skills through management training and
can learn to man- development, as well as practical experience.
age successfully.
7. Understand the im- • The management environment is complex and interdependent.
portance of the • Change is becoming more rapid, discontinuous and turbulent.
management en- • Management mistakes are becoming increasingly costly.
vironment when • Managers need a means to identify strengths, weaknesses, opportunities
making manage- and threats within the environment to empower them to make better critical
ment decisions. choices and choose more feasible courses of action in executing planning,
organising, leading and controlling functions.
8. Depict diagram- • The process approach to management is based on the four main functions
matically and ex- of management. According to this approach, the performance of the planning,
plain the concepts organising, leading and controlling functions within the organisation is seen
of the process, sys- as circular and continuous. The process approach focuses on managing the
tems and contin- total organisation.
, MNG2601 EXAM PREP
Study online at https://quizlet.com/_a52fbh
gency approaches
in management. • The systems approach to management defines a system as a set of in-
terrelated and interdependent parts arranged in a manner that produces a
unified whole. The organisation, which is a system in its own right, is therefore
in constant interaction with its environment and is influenced by both the
industry-specific and general environments.
• The contingency approach to management is based on the systems ap-
proach. The basic premise of the contingency approach is that the application
of management principles depends on the specific situation that managers
face at a given point in time.
The concepts of the process, systems and contingency approaches are depict-
ed in Figure 4.1.
9. Understand the • The micro-environment can also be referred to as the internal environment
structure and dy- and includes the organisation's functions, policies, strategies, goals, objec-
namics of the man- tives, resources available and also designate the area over which the manager
agement environ- has total or full control.
ment. The manage-
ment environment • The market environment is the environment that surrounds the organisation
can be divided into in which competition within a specific industry takes place.
the micro-environ-
• The broader environment within which the organisation functions and that
ment, the market
surrounds the
environment and
market environment is called the remote environment.
the remote envi-
ronment.
10. Conduct a basic The phases involved in conducting an environmental analysis are the follow-
analysis of the envi- ing:
ronment.
Phase 1: Identify key environmental variables.
Phase 2: Evaluate and select a technique for analysing the environment.
, MNG2601 EXAM PREP
Study online at https://quizlet.com/_a52fbh
Phase 3: Develop an environmental profile.
Phase 4: Monitor the variables, trends and environment continuously.
11. Explain the nature Planning can be defined as the managerial function that determines the
and importance of organisational vision, mission and goals, identifies ways of attaining the goals
planning. and finds the resources needed for the task within a complex environment.
Planning done properly enables an organisation to create need-satisfying
products and/or services to its customers, to create jobs and to contribute to
the wealth and living standard of the community.
12. Demonstrate an Planning:
understanding of • provides direction and helps managers as well as non-managers to focus on
the benefits and forward
costs associated thinking
with planning. • leads to a participatory work environment
• reduces the impact of change
• reduces the overlapping and duplication of activities
• sets the standard to facilitate control.
The costs associated with planning are:
• planning may create rigidity
• management time
• formal plans cannot replace intuition and creativity
• delay in decision-making.
13. Differentiate be- Planning can be described in terms of i. breadth; ii. timeframe; iii. specificity;
tween the various and iv. frequency of use. When described in terms of its breadth, we can
types of plan. distinguish between strategic, tactical and operational plans. If we describe
plans in terms of its timeframe, longterm,
intermediate (or medium-term), and short-term plans can be distinguished.
When plans are described in terms of their specificity, directional plans and/or
specific plans can be used. Based on the frequency of use, single-use plans,
standing plans and individual plans can be distinguished.
