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Assignment Details:

Words: 2500

Question 1

1.1 Top level- These managers are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business.

1. Medium level- s the intermediate leadership level of a hierarchical organization, being subordinate to the senior management but above the lowesi levels of operational staff. For example, operational supervisors may be considered middle management; they may also be categorized as non- management staff, depending upon the policy of the particular organization.

Question 2

2.1 Top level- These managers are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business.

2. Low level- The roles and responsibilities of the lower level of management can be summarized as follows: Assigning jobs and tasks to various workers, guiding and instructing workers in day-to-day activities, overseeing both the quality and quantity of production, maintaining good relations within lower levels of the organization.

Question 3

The old style the classical management hypothesis was presented during the Industrial Revolution as a method for further developing efficiency inside production lines and different organizations. While more uncommon in the present society, this sort of administration might in any case give advantages to certain associations. In this article, we will examine what the traditional administration hypothesis is as well as the upsides and downsides of this type of the board in the advanced work environment, A style of the board underlines order, specific jobs and single administration for enhanced productivity in the work environment.

The classical management theory is based on the following principles:

1. Scientific management should be used to determine the most efficient way to do a job.

2. Employees are selected to perform tasks based on their skills and specializations.

3. Operations should be streamlined as much as possible.

4. Decisions are made by a single person or by a select few authority figures.

5. Productivity is the primary goal.

6. Increased profit is given priority.

The classical management theory halds that an ideal workplace is one that implements the following concepts:

7. Centralized structure of leadership – The traditional administration hypothesis holds that a work environment ought to be directed by three degrees of authority. The principal level is made out of the entrepreneurs and additionally leaders of the organization.

8. Labour specialization — This idea centers around an “sequential construction system” set up inside an association. This design includes separating enormous undertakings or ventures into more modest errands that are doled out to representatives Advantages of the classical management theory

9. Clear organization hierarchy — This gives an unmistakable blueprint of liabilities and goats for every individual from the baard and decreases any disarray with regards to what a specific director ought to zero in on.

10. Single-leader decision making – Organizations that utilization this strategy for the executives go with choices at the most significant level and afterward convey the choices down the stepping stool of the board. This can be advantageous for organizations that routinely need choices to be made rapidly or for more modest organizations that depend on a solitary chief.

11. Increased productivity through monetary rewards — Organizations that carry out this administration style frequently join ordinary open doors for representatives to be compensated for their usefulness with motivating forces. This can build a representative’s sensation of appreciation through acknowledgment of their achievements as well as make it more straightforward for supervisors to propel laborers.

Disadvantages of the classical management theory

1. Increased levels of pressure placed on employees – Employees can feel increased pressure to complete tasks in a certain period of time, which can lead to stress and discouragement.

2. Restricts the implementation of new ideas and concepts – An organization’s ability to grow and implement new ideas and concepts is often limited. In turn, employees may feel restricted in their ability to express their ideas and unique value,

Question 3

3.1 Coronavirus has impacted numerous business, | will be examine on how Pick n Pay was influence by the Covid-19. As per Gareth Ackerman, Pick n Pay lost deals to the tune of R1.7 billion because of exchanging interruptions. Pick n Pay assessed lost deals to the tune of R1.7 billion because of exchanging disturbances during the a half year finished August as the boycott of liquor deals in light of the third rush of the Covid-19 pandemic and the common turmoil in KwaZulu-Natal and portions of Gauteng weighed vigorously on the gathering’s exhibition during the half-year under audit. Talking during the monetary outcomes show, Ackerman said the public authority’s dependence on confining liquor deals as a component of its Covid-19 reaction had been hugely harming.

There is an abundance of proof to show it has next to zero positive effect as a general wellbeing measure. Be that as it may, it adversely affects occupations, on the economy, on trust in our Covid reaction, and obviously on the presentation of organizations like our own. “Our anxiety is that the condition of calamity is being utilized by components of government to address alcohol strategy issues without turning to the sacred cycles,” said Ackerman. He said business and the public authority relied upon one another and called for straightforwardness, “We should stay away from those situations where philosophy, unfortunate contact, absence of straightforwardness or obstinacy harm our economy, and dissolve trust,” he said. The public authority presented a liquor boycott toward the finish of June for 14 days, which was reached out until July 25 as instances of Covid-19 climbed. Pick n Pay accepts it lost R800 million in liquor deals with the alcohol business, losing 55 exchanging days this period because of the public authority’s limitation of offsite liquor deals. The gathering said the same period last year was additionally exceptionally upset, with 126 exchanging days lost.

Alcohol and tobacco classifications developed 86.7 percent year-on-year. Pick n Pay said the exchanging time frame under survey was a story of two parts with the gathering conveying a solid first quarter result, with deals up 9% against a similar period last year just to wrestle with plundering and the renewed introduction of liquor limitations in the subsequent quarter. The gathering, which works Boxer and Pick n Pay stores, additionally revealed R930m in lost deals because of the common distress and disorder. The gathering needed to shut down 551 stores to safeguard its workers and clients, while 212 stores were harmed by plundering and annihilation. Pick n Pay said because of the exchanging interruptions over the period, most quite the common turmoil in July, net benefit diminished 3.4 percent to R8.4bn, with the net revenue lower at 18.2 percent of turnover.

3.2 The threat of pick and pay that was cause by Coronavirus was checkers since Checkers had the conveyance bike so it made simple for individuals to shop on the web, so the pick and pay was losing clients since they don’t convey.

Question 4

4.1 Planning is the first and most important function of management. It is needed at every level of management. In the absence of planning all the business activities of the organisation will become meaningless. The importance of planning has increased all the more in view of the increasing size of organisations and their complexities. Planning consists of the process of evaluating the goals of an organization and creating a plan to meet these goals.

Here are some examples of Planning to management:

1. Strategic planning- It is a process in which an organization’s leaders define their vision for the future and identify their organization’s goals and objectives. The process includes establishing the sequence in which those goals should be realized so that the organization can reach its stated vision.

2. Functional planning- The planning that is made to ensure smooth working of the organisation taking into account the needs of each and every department.

3. Operational planning- It is a practical document which outlines the key activities and targets an organisation will undertake during a period of time, usually one year.

4.2 Stages of Traditional Change Management

Traditional change management is linear: a step-by-step approach with a beginning, middle and end. It can work well for certain types of organizational change, particularly those affecting a single department or process. Typically, the steps in a traditional change management process will cover

1. Sponsorship: Ensuring there is active sponsorship for the change at a senior executive level within the organization.

2. Buy-in: Gaining buy-in for the changes from those involved and affected, directly or indirectly.

3. Involvement: Involving the appropriate people in the design and implementation of changes to ensure the right modifications are made.

4. Impact: Assessing and addressing how the changes will affect people.

5. Communication: Telling all stakeholders about the changes and how it affects them.

6. Readiness: Getting people ready to adapt to the changes by ensuring they have the right information, training and help.

Stages of Digital Change Management

For successful digital transformation, you must make large changes across highly interdependent processes that affect multiple departments, including sales, marketing, IT and more. While traditional models of change management may not fit the agile nature of digital transformation, change management is essential to successful digital transformation. You must lay the right foundation for driving change from the start.

1. Develop a digital transformation strategy and ensure your executive team is aligned around your goals, and how you will achieve them. Don’t forget to ensure that your digital transformation strategy is aligned with a greater organizational purpose.

2. Identify executive stakeholders and change leaders. Digital transformation is driven by change agents who understand how technology can support your organization’s purpose. They may be anywhere in the organization or even outside your organization. Don’t overlook vendors or analysts with specific expertise.

3. Build cross-departmental collaboration. Successful digital transformation can’t take place in a silo. Ensure you’re driving a holistic approach that involves experts from across the organization.

4. Engage the entire organization. Any kind of change requires employees to learn new skills and change long-held habits, which can lead to pushback. Change will be better received if team members feel they have input and if communication is clear and regular.

5. Invest in training. Digital transformation requires your whole team learns new skills, whether it is data-based decision-making, new software platforms. Or new collaboration tools. Invest in online courses, certification programs and training to ensure that team members feel valued and your organization has the skills necessary to support ongoing transformation. In conclusion, Digital transformation is a huge undertaking for change managers, team members and executives. Without a well-thought out plan that ensures everyone in the organization is onboard, it is likely to fail.

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