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Business roles summary

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To be original, innovative and resourceful
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•
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Differentiate between ROUTINE versus CREATIVE thinking
ROUTINE THINKING
Is a LEFT-brain
function
...


CREATIVE THINKING
Is a RIGHT brain
function
...


Differentiate between CONVENTIONAL and NON-CONVENTIONAL solutions
•

CONVENTIONAL SOLUTIONS
Getting solutions that are based on and •
that conforms to, what is generally
done or believed
...


Ways in which a business can create an environment that stimulate and promote creative
thinking
•
•
•
•
•
•
•
•

Emphasise the importance of creative thinking and ensure that all staff know that
management want to hear their ideas
...

Make time for brainstorming sessions to generate new ideas, e
...
regular workshops
Place suggestion boxes around the workplace and keep communication channels
open for new ideas
...

Encourage job swops within the organisation and other businesses
Encourage alternative ways of working
Respond enthusiastically to all ideas and never let anyone feel less important
...

May give the business a competitive advantage if unique strategies are implemented
...

Productivity increases as management or employees may quickly generate multiple
ideas which utilises time and money more effectively
...

Managers will be better leaders as they will be able to manage change(s) positively
and creatively
...

Leads to more positive attitudes as managers and employees feel that they have
contributed towards problem solving
...

Managers and Employees have a feeling of great accomplishment and they will not
resist the process once they contributed towards the success of the business
...

Stimulates initiative from employees and managers, as they are continuously pushed
out of their comfort zone
...


•
•
•
•
•
•
•
•
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•
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•

Define PROBLEM SOLVING
Process of analysing a situation to identify strategies to bring about change
...

Problems can be solved by a group/ team or an individual team member
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•
•
•
•

Explain the meaning of a Delphi technique and Force-field analysis
DELPHI TECHNIQUE
•
•
•

Is used to solve new and complex
problems
...

This encourages creative problem
solving without the disadvantage of
group meetings
...


•

Particularly when implementing
change management
...


•

3

Explain/Discuss/Describe how businesses can apply the PROBLEM-SOLVING TECHNIQUES to
solve business problems
DELPHI TECHNIQUE



Businesses must invite a PANEL of experts to research the
complaints from customers
...




Design a QUESTIONNAIRE and distribute it to the experts
...




SUMMARISE the responses from the experts in a feedback report
...




Request panel members to provide further input after they have
STUDIED the results
...




The business should CHOOSE the best solution after reaching
consensus
...


•

List all DRIVING (Pros) and RESTRAINING (Cons) FORCES that will support and resist
change
...


•

WEIGH UP the positives and negatives then decide if the project is viable
...


•

If the project is VIABLE, find ways to INCREASE the FORCES for CHANGE
...


Explain the advantage of WORKING WITH OTHERS to solve problems
•

Difficult to be creative and innovative on your own
...


•

Hearing other people expressing ideas often triggers more ideas in your own mind

•

Working in groups, is a good way to generate ideas
...


•

This allows the group to view problems from a different perspective
...

Outline/Mention/Explain the CAUSES OF STRESS in the business environment
WORK CONTENT:
• Lack of variety and / or tedious tasks
• Unpleasant tasks
• Dangerous tasks
WORK LOAD:
• To have too much or too little to do
• To work under time pressure
WORKING HOURS:
• Strict work schedules
• Long hours to work alone
• Unpredictable working hours and / or poorly designed shift systems
PARTICIPATION & MANAGEMENT:
• Lack of participation in decision making
• Lack of control (eg about working methods or pace of work)
DEVELOPMENT, STATUS & PAYMENT:
• Job security
• Lack of promotion opportunities
• Unclear / unfair performance evaluation system
ROLE WITHIN THE ORGANIZATION:
• Unclear role in the organogram
• Contradictory roles in the same work
• Responsibility for people
INTERPERSONAL RELATIONSHIPS:
• Poor and careless supervision
• Poor relationships with co-workers
• Isolated or solitary work (work alone)
ORGANIZATIONAL CULTURE:
• Poor communication
• Poor leadership
• Lack of clarity on business goals
HOME VS
...


6

Discuss the IMPORTANCE of STRESS MANAGEMENT in the workplace
ABSENCE:
• Staff may be absent due to health problems such as heart attacks
& strokes
...

GRIEVANCES AND COMPLAINTS:
• Unresolved grievances lead to resignations & higher staff turnover =
lower productivity & additional costs
...

CUSTOMER SERVICE PROBLEMS:
• Workers who are tired & stressed can vent their frustration on
customers, which can impact profit margins
...


POOR PERFORMANCE:
• Too much stress reduces the performance of workers
...

•
Predict stressful situations and make changes where possible
...

•
Avoid conflict
...

•
Find a relaxation technique that works for you
...

•
Find creative ways to balance work with relaxation
...

It is a situation that is unpredictable, but it is not unexpected
Examples include: financial crisis, technological crisis, crisis of malevolence, natural
crisis, workplace violence
...

Communicate the potential resolution
...

Evaluate the situation
...


•

EXTERNAL ENVIRONMENT
Development of technology
...


•

Globalisation of markets
...


Outline/Mention/Discuss/Explain John Kotter’s EIGHT STEPS of leading change
A model for understanding people’s response to change, and managing change

8

Discuss/Explain/Describe MAJOR CHANGES that people and business deal with
...
g
...

• Business must adapt to changes brought about by globalisation
...

• Product or service differentiation and improved quality is essential
...

AFFIRMATIVE ACTION
• Laws have forced business to ensure that they offer equal
opportunities to the previously disadvantaged
...

• People who have been appointment is these positions struggle to
be accepted by other employees
...

• Keep abreast of new technology, processes and developments that
could give your business a competitive edge
...

• Source overseas manufacturers, materials and suppliers
...

• Acknowledge and respect differences, and focus on achieving the
goals and objectives
...


9

Recommend ways business can MANAGE change in the WORKPLACE
Utilize effective and appropriate decision-making skills
...

Recognize and accept change
...

Handle conflict
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•
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TOPIC 3: PROFESSIONALISM AND ETHICS
Define ETHICAL and PROFESSIONAL BEHAVIOUR
ETHICAL BEHAVIOUR
•
Refers to acting in ways consistent with what society and individuals think are good
values
...

•
It means that the highest legal and moral standards are upheld when dealing with
stakeholders
...

It includes taking pride in your actions and never compromising your standards
...


•
•
•

Differentiate/Tabulate/Distinguish the DIFFERENCES between PROFESSIONALISM and ETHICS
•

PROFESSIONALISM
Refers to what is right / wrong / acceptable in a business

ETHICS
Refers to the principles of right and
wrong/acceptable in society

•

•

Set of standards of expected behaviour

•

Conforms to a set of values that are
morally acceptable

•

Applying a code of conduct of a
profession or business

•

Forms part of a code of conduct to
guide employees to act ethically

•

Focuses on developing a moral
compass for decision making

•

Focuses on upholding the reputation of
a business/profession

•

Includes guidelines on employees’
appearance / communication /
attitude / responsibility, etc

•

Involves following the principles of right
and wrong in business practices

10

Outline/Mention/Explain the PRINCIPLES of PROFESSIONALISM and ETHICS
PRINCIPLES OF PROFESSIONALISM
COMPETENCY
• Employees apply their knowledge and skills in the interests of society
and the environment
...

RESPECT
• Employees respect the dignity and rights of others and the image
of the profession or business
...

CONFIDENTIALITY
• Employees do not divulge any details of the business or clients to
others or use confidential information for their own benefit
...


AVOID SELF-INTEREST
• Avoid conflict of interest
...

CARING
• Practise social responsibility
...


11

Briefly explain the following THEORIES OF ETHICS that are applicable to the workplace
CONSEQUENTIALIST THEORY
•
•
•

Consequentialist theory tries to answer the ethical questions about right or wrong and
how we arrive at this answer
...

If the expected result is good then it's ethically right to do, if it's bad then it is wrong
...

Recognises that ethics and values vary from area to area and from country to country
...

No person should be ill-treated
...


Differentiate/Distinguish between GOOD and BAD DECISIONS and give PRACTICAL
EXAMPLES of each
GOOD DECISIONS
•
•

Often these right decisions made with thought, sufficient information and by following
ethical principles
...


BAD DECISIONS
•
•
•

These are often the result of spur of the moment decisions, without having all the facts
available or checking if they are complete and correct
...

The consequences and ethics are not considered
...

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Businesses should treat all their employees equally, regardless of their race / colour /
age / gender / disability etc
...

Treat workers with respect / dignity by recognising work well done / the value of human
capital
Pay fair wages / salaries which is in line with the minimum requirements of the BCEA /
Remunerate employees for working overtime / during public holidays
...

Plan properly and put preventative measures in place
...

Refrain from starting a venture using other businesses' ideas that are protected by law
...
g
...

Employers and employees need to comply with legislation with regard to equal
opportunities / human rights in the workplace
...

Training / Information / Business policies should include issues such as
diversity/discrimination/harassment
...

Orders / Tasks should be given respectfully and allow the recipient/employee to have
a say in the way the task should be performed
...

Create loyal customers
...

Boost investor confidence
...

Many businesses have joined Business Unity South Africa (BUSA) and the Ethics Institute
of South Africa
...

Businesses are encouraged to comply with the King Code of Governance for South
Africa
...

The King Code III emphasises the cultivation and promotion of an ethical corporate
cultures
...

Ethics differ according to culture, religion, socialisation and education
...

Each society needs to decide by itself what is acceptable
...

This is where a code of ethics is useful
...

Incentivises customers to pay a premium price
...

Is seen by customers as a competitive edge
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Improves employee retention and attracts better candidates
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Makes your business more attractive to investors
...


Outline the RIGHTS and RESPONSIBILITIES of CITIZENS
RIGHTS
EDUCATION

RESPONSIBILITIES
•
•

Attend school regularly, to learn and work hard
...


•
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Do not hurt, bully or intimidate others
...


•
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Treat every person equally and fairly
...


•
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Obey the laws of the country
...


•

Respect the religions, beliefs and opinions of others
...

Do not endanger the lives of others by carrying dangerous
weapons, acting recklessly of disobeying the rules and laws of
the country
...

•
•

•
•
•

•
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Every citizen has the responsibility to give back to the country is whatever way they
can
...

It is impossible for the government to solve all the problems facing the country on its
own
...

Most healthcare professionals in South Africa have to do compulsory community
service the year before they register with their professional council
...

Other professionals volunteer their service to those who cannot afford to pay their high
fees, Example: lawyers do pro-bono work
...


Suggest/Recommend ROLES that the following INDIVIDUALS and INSTITUTIONS can play in
the social and economic development of communities:
1
...

•
•
•

INDIVIDUAL BUSINESS PRACTITIONERS
Businesses establish themselves within a community
...

They sell the goods and services to that community
...

The business must therefore develop a good, solid relationship with the community
...

This will increase the purchasing power of the community, thus ensuring the existence
of the business
...

Other business encourages their staff to get involved with projects of their choice
...

Includes professions, interest groups, cultural groups, religious groups and voluntary
organisations
...
1
...

•
NGOs are financed by donations by the community, from businesses, government,
Lotto, Foreign businesses, and foreign governments
...

•
NGOs educate, develop, protect and care for the needy, helpless and marginalised
people and animals
...
2
...

Volunteer-based and get very little government funding
...

Other CBOs try to serve the interest of others in the community
...

Many CBOs work in the areas of:
o
Human and legal rights;
o
HIV /Aids and other health issues;
o
Education;
o
Income generation
...

•
•
•

•
•

•
•

This programme supports employees who want to volunteer in communitybuilding efforts
...

Projects ranges:
o From supporting homes for the handicapped;
o Promoting vegetable gardens;
o Co-ordinating skills volunteers;
o Supporting environmental and wildlife programmes
Involved in various social investment projects
...

Spends 1% of its profit before tax each year on Corporate Social
Responsibility initiatives
...

Teamwork offers differing perspectives and feedback
...

Teamwork provides great learning opportunities
...


Outline/Mention/Name/Explain the STAGES OF TEAM DEVELOPMENT
FORMING STAGE:
•
•

It is a comfortable stage to be in
...

Power struggles may occur for the position of team leader
...


•

Individuals gather information and impressions about each other and
the scope of the task and how to approach it
...
g
...


•

STORMING STAGE:
•
•
•
•
•
•

•
•
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Teams go through a period of discomfort / conflict after formation
...

They now begin to express their thoughts, ideas and opinions and
confront each other's ideas / perspectives
...

There may be a power struggle for the position of team leader
...

Some teams are able to overcome the storm phase very quickly, but
others may never succeed and therefore never succeed which results
in the team failing
...

This stage is necessary / important for the growth of the team
...


17

NORMING STAGE:
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Team members agree and reach group consensus
...

Processes / working style and respect develop among members
...

Commit to the same goal and fall into certain decisions, even when
they personally disagree with it
...

Conflict can occur, but commitment and unity are strong
...


PERFORMING STAGE:
•
•
•
•
•
•

Team members are aware of the strategies and objectives of the
team
...

Processes and structures are set
...

All members are now competent, autonomous and able to handle
the decision-making process without supervision
...


TEAM DYNAMICS THEORIES
Briefly explain/Discuss the REASONS why businesses use TEAM DYNAMIC THEORIES
...

Businesses are able to allocate tasks according to the roles of team members
...

Team members with similar strengths may compete for team tasks/ responsibilities that
best suit their abilities/competencies
...

Conflict may be minimised when team members perform different roles
...


•
•

SHAPERS are people who challenge the team to improve
...


•
•

IMPLEMENTERS are the people who get things done
...


•

COMPLETER-FINISHERS are the people who see that projects are
completed thoroughly
...


•

•
•
•
•

COORDINATORS are the ones who take on the traditional team-leader
role and have also been referred to as the chairmen
...

TEAM-WORKERS are people who provide support and make sure that
people within the team are working together effectively
...


•
•

RESOURCE INVESTIGATORS are innovative and curious
...


•

THE PLANTER is the creative innovator who comes up with new ideas
and approaches
...


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MONITOR-EVALUATORS are best at analyzing and evaluating ideas that
other people (often Plants) come up with
...

SPECIALISTS are people who have specialized knowledge that is
needed to get the job done
...


19

JUNGIAN THEORY
•
•
NATURE
•
•

Jungian focussed on PERSONALITY TYPES
...

According to Jung we are born with preferences to certain
attitudes and functions
...

EXTRAVERT
Gebruik engergie
om by interaksie
met mense en
dinge betrokke te
raak

INTROVERT
Gebruik energie om
gedagtes en idees
te ontwikkel en uit te
klaar

SENSING
Hou daarvan om
inligting te hanteer
wat feitelik en
definitief is

INTUITION
Hou daarvan om
met dinge of
inligting te werk wat
potensiaal van
nuwe moontlikhede
het

THINKING
Neem besluite op
grond van
onpersoonlike logika
of ontleding

FEELING
Neem besluite op
grond van wat jy glo
inherent belangrik is

JUDGING
Verkies ‘n leefstyl
wat gevestig en
georganiseerd is

PERCEIVING
Verkies ‘n leefstyl
wat vloeibaar en
aanpasbaar is

20

MTR-i APPROACH
•
NATURE
•

Defines team roles in terms of the contributions each member brings
to the team
...


CRUSADERS
• Focus on the important issues
...


INNOVATORS
• Bring new and alternative perspectives
...

• Use their experience
...


CONDUCTORS
• Introduce a logical organisation into the way things are done
...


GROUP CONSENSUS
•
•
•
•

Team discusses, identifies and defines the problem, situation or issue
...

Participation is actively encouraged in an open forum
...

21

•
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Test for consensus
Some disagree, further discussion takes place and the proposal is modified
...

Group decides
...

Those not in agreement are encouraged to experiment with the decision for a set
period, after which the team will res-assess the decision
...


MARGERISON-MCCANN- PROFILES
•
NATURE
•

R
C
E
D
C
C
U
T

A
I
P
A
P
I
O
O

Margerison-McCann Team Management Profile explains how
people’s preferences influence their approach to their jobs and
performance as team members
...

Reporter
Adviser

•

Helps other and is tolerant
...


Explorer
Promoter

•

Connects with people outside and in the group
...


•

Likes completing things on time, on budget and to
specification
...


•

Looks after the physical & social elements of the
team
...


Concluder
Producer
Controller
Inspector
Upholder
Maintainer
Thruster
Organiser

Compare the NATURE of the above-mentioned theories
THEORY
Belbin role theory
Jung’s theory
MTR-I approach
Group consensus
Margerison-McCann
profiles

NATURE
Success had more to do with the behaviour of team members
than to do with intellect or skill
...

Defines team roles in terms of the contributions each member
brings to the team
Based on group participation and all team members must agree
...
A disagreement
between two or more parties in the workplace
...

Conflict can be caused by internal or external factors
...
Personality clashes or differences in
backgrounds
...
Poor management
...
Ego problems & low self-esteem
...
Unfair treatment at work eg
...


3
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3
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4
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4
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5
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5
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6
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6
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7
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7
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8
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8
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9
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9
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10
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10
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Discuss the following CONFLICT MANAGEMENT THEORIES:
TRADITIONAL theory
Conflict is caused by trouble-makers
...

Conflict should be avoided or suppressed
...

Conflict is often beneficial
...

Conflict can and should be managed
...


•
•
•
•
•

WHAT IS A WORKPLACE FORUM?
The Labor Relations Act has created workplace forums as a powerful tool for collective
bargaining, especially in small businesses
...
This creates room for
direct communication with management
...
A trade union can apply to the Commission for Conciliation, Mediation and
Arbitration (CCMA) to establish a workplace forum
...

Promote efficiency in the workplace by means of co-operation
...


•
•
•

Explain the DIFFERENCES between TRADE UNIONS and WORKPLACE FORUMS
WORKPLACE FORUM

TRADE UNION

•

Part of the workplace
...


•

Does not deal with remuneration
...


•

Cannot organise a strike
...


•

Open to union and non-union
members
...


24



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