Assignment P.management

8/11/2019 Assignment P.management

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CHINHOYI UNIVERSITY OF TECHNOLOGY

SCHOOL OF BUSINESS SCIENCES AND MANAGEMENT

DEPARTMENT OF ACCOUNTING

COURSE : PRINCIPLES MANAGEMENT

CODE : CUEB 104

STUDENT NAME: MATURURE REWARD TAKUDZWA

REG NUMBER : C14123247M

LEVEL : 1.1

PROGRAMME : BACHELOR OF SCIENCE HONOURS INACCOUNTANC !BSCAC"



MOST ESTABLISHED ZIMBABWEAN COMPANIES LOSE EMPLOYEES DUE TO

POOR MANAGEMENT AND THE SAME EMPLOYEES RESURFACE TO EXERT

STERM COMPETITION AGAINST THEIR FORMER EMPLOYERS. DISCUSS .

(Stonner and Freeman in 1992) well-defined management as the process of planning, organising,

leading and controlling the work of the organisational members and using all the available

resources to reach stated organisational goals.

(Smit and Cronje 1997) also defined management as the process whereby human, financial, physical and

informational resources are employed for the attainment of organisational objectives .

(Susan Quinn 2010) stated that management can also e defined as 'the effective use and co-ordination of resources such as capital, plant, materials and labour to achieve defined objectives

with maximum efficiency'.

Poor manag m n! from the definitions a o!e can e understood as the failure " a manager to

run the #rocess of #lanning$ organising$ staffing$ directing and controlling$ leading to disco-

ordination of resources such as ca#ital and la our% &t is the failure to coordinate and integrate

wor' acti!ities so that the" are com#leted inefficientl" and ineffecti!e%

E"!a#$%"& ' (om)an% " are legal entities allowed " a legislation which #ermits a grou# of #eo#le as shareholders to a##l" to the go!ernment for an a##ro!al run their organisations% hese

are e #erienced com#anies%

La#o*r !*rno+ r

*erald Cole (200+) !iewed la our turno!er as the rate at which em#lo"ees mo!e in and out for

the em#lo"ment on the same jo %

In!ro'*(!%on

Fa,o$ argued that management ma" e s#lit into fi!e road areas, #lanning (forecasting)$

organising$ staffing (command)$ directing (co-ordinating) and controlling . &t is howe!er in these

areas that management failure will cause firms to lose em#lo"ees% &n im a we the . areas ha!e

een a mountain to clim for most com#anies since the econom" was at one #oint almost dead



with high inflation% he reco!er" rate of the econom" has not made it an" eas" to the managers

howe!er organisations are losing em#lo"ees as a result%

La(- o P$ann%ng

/lanning is a continual #rocess that in!ol!es determining courses of action to answer the

uestions of what to e done$ " whom$ where$ when$ and how% *%S% 3& #ointed that

planning gives direction to the organisation, forces managers to be future-oriented and enables

the organisation to deal with changes in the business environment. 4oreo!er$ e!idence is clear

that organisations which use formal #lanning a##roaches are more #rofita le than those who do

not% here is sa"ing that if "ou do not 'now where "ou want to go$ an" road will ta'e "ou there%

4anagers need to 'now which wa" to go% /lanning #ro!ides that direction%

A#" n( o '%r (!%on

/lanning creates a lue#rint of where the organisation is heading$ formulating goals which

#ro!ides guidance and agreement on the direction of the organisation% his ensures that the

organisation is effecti!e that is #ro!iding #roducts or ser!ices that the mar'et wants%

5 senteeism of or formulation of wea' goals will cause the firm o#erate with no direction% Some

of the esta lished firms in im a we are in this condition$ howe!er wor'ers uit of fear the

un'nown% hese wor'ers will loo' for other em#lo"ees with direction lac'ing on their formerem#lo"ers$ Ca#s united foot all clu has een losing #la"ers to "namos recentl"%

Im)a(! o (&ang

5lthough no one can #redict the future$ continual scan of the en!ironment " the management

antici#ate change that ma" affect the organisation in future will hel# cur changes% he terri le

e#idemic colla#se of the im a we6s econom" has seen most firms #arting with some

em#lo"ees% his is ecause of #oor #lanning " some managers which has led e!en to the closure

of some organisations in the countr"% owe!er some wor'ers are eing lost ecause of this

change with no managers to lame since the econom" has forced managers to shrin' si8e

ecause of una!aila ilit" of funds% Some of the wor'ers retrenched " these firms ha!e found it

difficult to get em#lo"ed hence ecame !endors in the streets whilst some switched to etter

em#lo"ers who ha!e een #utting forth stiff com#etition to their former em#lo"ees%



R "%"!an( !o (&ang

4anagers$ who do not in!ol!e and allow em#lo"ees to #artici#ate in decision ma'ing$ often face

a resistant " su ordinates to an" change introduced% Some change ma" ha!e not een taught and

communicated well to 'ee# wor'ers well informed a out the transition% he resistant to change

" wor'ers will dela" and or sto# #roduction #rom#ting managers to dismiss some wor'ers off

the organisation% 5lso managers ma" resist or dela" to act on changes in the mar'et li'e

technological change$ this ma" trigger em#lo"ees to lea!e the organisation since the wor'ers are

interested with how the firm is co#ing on the mar'et% hese same wor'ers are em#lo"ed " other

firms or de!elo# their own firms which #ut forth com#etition on these former em#lo"ers% For

e am#le Stri!e 4asi"iwa of :C3;: wireless com#an" esta lished the com#an" late 19906s

after e iting the / C com#an" which had too' a lot of time to introduce the use of wireless

ser!ices%

La(- o (o/or'%na!%on an' (o& "%on

o attain organisational goals effecti!el" and efficientl" all organisations6 acti!ities should e in

one direction and the goals of different #arts reconcila le with the #rimar" goals of the

organisation as a whole% <ithout #ro#er #lanning there is a disorder of acti!ities #rocedures and

wor'ers wor' in confusion leading to resigning of some em#lo"ees from the firm% he firm willconclude that some of its wor'ers are useless in the organisation while those wor'ers do not

'now what the" e #ected to do ecause of a sence or unclear #lans " the management and

dismiss them% hese same wor'ers loo' for jo s to the firm6s com#etitors and im#ro!e their

#roduction to e ert com#etition on their former em#lo"ers%

P$an" %n! rr*)! ' #, !& n+%ronm n!=o ins and Coulter (1999> #g220) noted that #lans do not wor' effecti!el" in a d"namic

en!ironment% his is the en!ironment firms are wor'ing in$ in im a we% &n as much as the

management is #lanning$ e it strategicall"$ tacticall" or o#erationall"$ the en!ironment or

econom" the" are wor'ing in is forcing retrenchment of wor'ers% he im a we inde#endent of

3cto er 1? 201@ showed that tens of thousands of wor'ers thrown onto the streets citing non-

#a"ment of wages% he #ress clarified that this was not due to #oor management ut rather the

economic crisis the countr" is facing% <or'ers retrenched found no other em#lo"er$ howe!er



the" decided on esta lishing their own usinesses which with enough ca#ital is instilling stiff

com#etition on the organi8ation%

Pro#$ m" o m*$!%)$ o#0 (!%+ "(/eter ruc'er 19.+) has o ser!ed that A the real difficulty lies indeed not in determining what

objectives we need, but in deciding how to set them %B 4an" di!erse grou#s ha!e interests in the

firm6s o#eration which are #otentiall" in conflict% hus at an" #oint in time em#lo"ees are

concerned with the o#eration of the firm% he" will choose to lea!e the firm loo' for other jo s

where o jecti!es are clearl" stated and achie!a le% Since the newl" joined firm is achie!ing

o jecti!e " o jecti!es$ the former em#lo"ers of the wor'er will find it difficult to co#e u# with

that firm hence the com#etition is stern to them%

La(- o organ%1%ng<arren /lun'et and =a"mond 5ttner in the oo' Aintroduction to managementB$ defineorgani8ing function as the means " which management lends human and material resources

through the design of formal structure of tas' and authorit"% he end result of organi8ing #rocess

is an organi8ation consisting of unified #arts acting in harmon" to e ecute tas's and achie!e

goals oth effecti!el" and efficientl"% /lun'et went on to sa" that " a##l"ing the organi8ing

#rocess$ management will im#ro!e the #ossi ilities of achie!ing a functioning wor' condition%

Poor a$$o(a!%on o r "o*r( " an' 2or- r"na!aila ilit" of organi8ing function in the organi8ation will cause a #oor allocation of resources

and wor'ers% For e am#le a wor' load e #ected to e done " a grou# of 1. #eo#le ma" e

allocated to e done " @0 while another wor'load which re uires more la our is left to e done

" a fewest num er of em#lo"ees% Su ordinates left doing a igger tas' in few num er will e

dis#leased " the management and ma" decide to lea!e the firm% Shortage of resources in other

de#artments will cause the wor'ers in those de#artments to e demoti!ated since the" cannot

attain their goals ecause of this shortage% o els read manufacturers struggled in 2012 ecause

of lac' of resources and wor'ing ca#ital which led to the e it of its management and a rise of

other a'eries which are now instilling stern com#etition on o els com#an"%

Long ' (%"%on ma-%ng5 long decision ma'ing hierarch" can e formed due to #oor management on organi8ing

function% his will affect the continuit" of the organi8ation when uic' critical decisions are to

e made% owe!er management can end u# eha!ing as the 4cgregor"6s theor" D stated$ thus



assuming wor'ers are la8" and disli'e wor'% 4anagement as a result will demote and retrench

release some of it wor'ers% Some of these em#lo"ees might e inno!ati!e and intelligent and

ma" uild their own entities #owerful enough to im#ress #ressure on the former em#lo"ees% For

e am#le 4ut"e ere of chic'en slice e ited &;;SC3=$ started his chic'en slice at 4!uma which

is called a stro'e of genius since chic'en slice ha!e e #anded to man" #arts of the countr" and

ca#ital arare #utting stiff com#etition on &;;SC3=%

Poor 2or-%ng (on'%!%on"Failure on the organi8ing function " the management will cause wor'ing conditions on the

wor'#lace #ro lematic for su ordinates to wor' on% Eecause there is no clear hierarch" of

management the wor'ers ma" not e sure who to re#ort to$ howe!er the" ma" e gi!en two tas's

con-currentl" " two different managers% his condition demoti!ates and ru s off wor'er6s

interests with the firm which will lead to losing some wor'ers due to this form of #oormanagerial s'ill% osing the em#lo"ee will cost the organi8ation if this wor'er ma" cro# u# in

the future em#lo"ing com#etition on his former em#lo"ers% For e am#le a former Ca#s united

coach went on to start a clu ull mine which then im#art com#etition on Ca#s nited%

Fa%$*r o S!a %ng&n staffing$ the organi8ation attem#ts to identif"$ attract and retain ualified #ersonnel to fill its

a!aila le #ositions% &t egins with human resource #lanning and affects em#lo"ees throughout

their tenure with the organi8ation% Staffing also hel# management manage the s#an of control%

<ithout #ro#er uman =esource$ managers are ound to fail controlling its em#lo"ees% he

relationshi# etween the management and su ordinates is strained$ the em#lo"ees are

demoti!ated and will lea!e the firm% *i!en an o##ortunit" the wor'er will rise once more this

time as the enem" of his former em#lo"ers since he is instilling com#etition%

Poor (on!ro$ an' '%r (!%ng3rgani8ations use control #rocedures to ensure that the" are #rogressing towards their goals and

that their resources are eing used #ro#erl" and #roducti!el"% <ithout control$ the im#act of

en!ironmental change on the organi8ation is difficult to detect% &t will cause the #lans #lanned

#ointless and an accumulation of errors " em#lo"ees% ac' of control in organi8ations ha!e

een one of the reason wh" most com#anies are losing em#lo"ees$ such em#lo"ees ma"

resurface in the same mar'et as their former em#lo"ers e erting stiff com#etition%

L a' r"&%) "!,$



his in!ol!es the leader moti!ating #eo#le to #erform well regardless of the tas's assigned to

them% 5 manager ma" e using the autocratic leadershi# st"le where " he ma'es decision

without consulting others% 4anagers elie!e the" 'now what em#lo"ees want and su ordinates

ha!e to carr" on tas's as said with no com#romise% his t"#e of leadershi# 'ills the s#irit of

inno!ation and demoti!ates the em#lo"ees% <or'ers ma" e it the firm for this reason$ loo' for

o##ortunities and instill com#etition on their former em#lo"ers% For instance awanda

4ut"e ere left the &;;SC3= grou# of com#anies and esta lished the Chic'en slice com#an"

currentl" fighting for the same em#lo"ees with &;;SC3= his former em#lo"ers% Poor management has caused much labor turnover. In spite of this, some of the workers are

being lost on no account of poor management.

O))or!*n%!% " ar%"%ng %n !& " (!or

Some wor'ers ma" e enjo"ing their jo and tas's in the organi8ation$ #leased with themanagement and reall" a##reciating the wa" the firm is o#erating% &f etter o##ortunities arise in

the sector$ the wor'ers will lea!e for greener #astures% For e am#le the current go!ernor /hili#

4unganja left his jo #ost at CE an' gi!en the o##ortunit" to e the nation6s go!ernor% his

form of switch " em#lo"ees can wield com#etition on the former em#lo"ers if the #erson joins

another firm in the same usiness%

N ' o %n' ) n' n( or " $ /a(!*a$%1a!%onSome #eo#le ha!e a #assion and dream to ecome entre#reneurs at some #oint in life% &f an

organi8ation consists of such wor'ers$ there is a #ossi ilit" that some time in future the wor'ers

will e it the firm start their own organi8ation% Stri!e 4asi"iwa and awanda 4ut"e ere oth

e ited their former em#lo"ers and esta lished their own new firms% hese firms howe!er

im#acted stiff com#etition on the former em#lo"ers res#ecti!el"% Go+ rnm n! )o$%(% "*o!ernment #olicies might influence em#lo"ees to lea!e their firms and also management to

retrench some of its wor'ers% he go!ernment #olicies such as the indigeni8ation$ em#owerment

#olic" ha!e caused organi8ation to lose su ordinates since the" are starting their own small usinesses% ess com#etition is eing e erted " these since the" ha!e not enough ca#ital%

Con($*"%on4anagement has the tas' to ensure that wor'ers are moti!ated and cra!e to sta" with the

organi8ation% his tas' re uires managers to ta'e all the managerial s'ills$ such as effecti!e



communication and moti!ational s'ills$ into #ractice in order to achie!e the tas'% ;e!ertheless

some instances e"ond management control rise which causes the organi8ations to lose the

em#lo"ees% he im a wean econom" at large has left most management with none other o#tion

than to retrench some wor'ers due to high costs of wages%

R r "Cole *% (200+)$ Manag m n! !& or, an' )ra(!%( 3 om#son learning ondon

Coulter 4 =o ins S / (201@)$ Manag m n! $ 11th edition$ /earson :ducation limited$

:ngland$ arlow%

ruc'er /% (197+) T& Pra(!%( o manag m n! $ ar#er and rothers

Freeman and Stoner 5%F (2002)% # Manag m n! $ Gth edition$ /rentice hall college H

*allagher 4% (200@ 4 B*"%n "" (on!%n*%!, manag m n! $ /earson education limited4oone" I% % (19+7) T& Pr%n(%)$ " o organ%1a!%on" $ ;ew Jor' ar#er and =owSmit and Cronje (2007) Manag m n! )r%n(%)$ " $ Iuta and com#an" ltd S5Quinn S% (2010) Manag m n! #a"%(" $ Susan Quinn and Kentus #u lishing

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Assignment P.management