Solutions Tutorial 2 S1

2B.1.3 [1] Controlling

2B.2.1 [3] Measuring actual performance

2B.3.2 [1] creating structures/work units for the organisation

2B.3.4 [2] a and c

2B.3.5 [2] a and c

2B.4.1 [3] Identification of deviations

2B.8.3 [4] a and c

2C.1.1 Managerial role Description

1. Figurehead j
2. Leader e
3. Liaison a
4. Monitor i
5. Disseminator b
6. Spokesperson g
7. Entrepreneur c
8. Disturbance Handler d
9. Resource Allocator f
10. Negotiator h

2C.2.1 Name the steps in the planning process. (To show the steps in a diagram would
be sufficient).

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2C.3.3 Differentiate between a tall and a flat organisational structure.
Tall Organisational structure Flat Organisational structure
• Small/narrow span of control (few • Shorter communication chain,
subordinates per manager), • More employee friendly,
• closer control, • Few management levels and less managers.
• Many management levels and many • Each manager is responsible for more
managers. employees.
• There are multiple layers of authority
between top management and employees in
an organisation.
• There are long communication lines.

2C.3.8 Explain when and how a matrix organisational structure will be used in the
minerals industry.

2C.5.3 Briefly describe vision as a leadership trait.

The leader has to the ability to create and pursue a vision or picture of the future
of the organisation he/she is leading. Leadership vision is an essential vehicle for
focusing attention on what matters most; what you want to accomplish in your

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 focusing attention on what matters most; what you want to accomplish in your
life and what kind of leader you wish to be. It represents who you are and what
you stand for. It inspires you, and the people whose commitment you need, to
act to make constructive change towards a future you all want to see.
From <https://hbr.org/2008/08/title>

2C.6.4 Discuss four characteristics of self-managing work teams (SMWTs).

1. Joint responsibility - they manage their day-to-day activities themselves and

the work they do with minimum direct supervision. The joint responsibility
creates that sense of ownership where members handle job assignments,
plan, make decisions and take necessary corrective actions.
2. Interdependence - since team members work together, they have whole
business focus leading to relying on each other for information, resources
and accountability. Interdependence allows for each one to focus on his own
responsibilities and to trust that other members will deliver on their
responsibilities.
3. Empowerment - self-managing teams are empowered as they have the
formal authority to carry out their tasks, all the resources - budget, training,
skills, equipment and time, necessary to do something with the authority.
They are also provided with timely and accurate information to make good
decisions and accountability for their work.
4. Shared goal - all members of a SMWT work towards a common set goal in
their quest to achieve company objectives and satisfy customer needs.

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