Management

Good management is important in the quest for organisational success, but does not by itself guarantee success. Today management exists internally in numerous types of entities. For example restaurants, banks and schools have managers. Within organisations are classifications of managers that perform different tasks and duties. Externally, many factors impinge on good management, such as technology, social and demographic changes and competitors. This is why business owners either employ someone, known as a manager, or put it upon themselves, to take a course of action to achieve goals and business success. Regardless of the size of the organisation, management is always needed, this relates to the universality of management. (Robbins et al., 2006 p. 28) This argument states good management whereby it is important in the quest for organisational efficiency, effectiveness and productivity is still of no guarantee of success.

In order to discuss management, what it is and why it is important, an understanding of the various terms- efficiency, effectiveness and productivity firstly needs to be addressed. According to Robbins et al., 2006 p. 9, efficiency refers to getting the most output from the least amount of inputs; referred to as Ð''doing things right'. For example; management that strives for a low resource usage, with a low resource waste is using the maximum output from least amount of input, ultimately by being efficient an organisation can save costs and resources. This vital part of management deals with scarce input- including people, money and equipment.

Effectiveness stated by Robbins et al., 2006 p. 9, is described as Ð''doing the right things' by completing activities so that organisational goals are attained. Productivity is the amount of output created, in terms of goods produced or services rendered, per unit input used. With an analogy of having 10 workers producing only 20 cartons of milk a day and 10 workers producing 100 cartons of milk per day through technology, productivity is thus achieved through technology. Classically productivity is the profit of an entity as detailed by Jackson Productivity Research Inc. website.

The purpose of a manager is to work with others by coordinating work activities in order to accomplish organisational goals. Effectively this is carried out when an organisation assigns different types of managers. For instance Robbins et al. (2006 p.8) defines first-line managers as the lowest levels that manage the work of non-managerial employees. Middle managers concern themselves with managing the first-line managers and top managers are responsible for making decisions and establishing the goals and plans affecting the organisation. By having different levels of management, the organisation is able to function more effectively. This separation of duties enables work by employees to be performed efficiently with someone in charge ensuring that the work is being carried out correctly.

Some organisations' have their own specific levels of management. According to McDonald's Management careers website (2005); this company owned restaurants first-line has three levels of management operating in each franchise store. First-line managers in sequence from least responsibilities to most responsibilities, consist of second assistant manager, first assistant manager and then restaurant manager.

Some of the responsibilities of second assistant manager are developing and training crew employees, assigning work shifts and completing all assigned shift paperwork. This level of management largely supports efficiency by controlling to deliver optimum business results for all areas of accountability, i.e. Ð''doing the right things to deliver goals'. Effectiveness is supported through managing the development and training of crew and shift management employees, i.e. Ð''making sure they are doing things right'. Middle management at McDonald's contains a range of professionals in charge of the operations supervision, training consultants, business consultants and human resource consultants.

Lastly the top level of management, McDonald's in Australia is run by CEO Peter Bush, confirmed by Public Affairs (Gibbons 2006) in a media release. The CEO of an organisation takes care of the day-to-day running of the company according to Kroehl (2007), In this case Peter Bush is the main manager in an organisation and the organisation's best-known member in Australia. This example; stipulates the importance of different levels of management to support effectiveness, efficiency and productivity. All these different types of managerial groups aim to implement top management goals, clarified by Gemmy (1998).

Good management exists when an organisation carries out the functions of planning, leading, controlling and organising effectively. Illustrated by Robbins et al., 2006 p. 10, planning is defining goals, establishing strategy and developing sub-plans to coordinate activities. For example according to CSA Business Management System (2005 p. 3); The Child Support Agency's business framework outlines how they use knowledge and information to understand their business environment and governance to develop team plans that will deliver results for their customers and the community.

Leading is directing and motivating all involved parties and resolving conflicts. (Robbins Et Al., 2006 p. 10) A manager's leadership to involve, motivate, influence, direct, and communicate with others Ð'- will determine the manager's effectiveness and efficiency on the involved parties in comparison to a manager who does not lead. One of the managerial responsibilities at The CSA (Child Support Agency) is providing leadership and guidance in helping others adjust to changes in work and setting the tone for internal and external co-operation, by maintaining an environment for teamwork. Another responsibility is to help employees understand their individual roles, responsibilities and ways a business unit or team can contribute to the achievement of the CSA's vision and direction, CSA Business Management System (2005). A manager's leadership to involve, motivate, influence, direct, and communicate with others Ð'- will determine the manager's effectiveness and efficiency on the involved party.

The definition of controlling is monitoring activities to ensure that they are accomplished as planned. (Robbins et al., 2006 p.10) Managers at the CSA plan, prioritise and monitor work flows, CSA Business Management System (2005). The last function constituting good management described by Robbins et al., 2006 p. 10, is organising determines what needs to be done, how it will be done and who will do it. An

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