1. Production First Line Manager Text Logistics First Line Manager Human Resources Manager Quality First Line Manager Production Manager Engineering Manager Quality Control Inspectors Logistics Line Feeders Production Operators

2. First Line Manager Senior management expect standards to be maintained and targets met – this often involves managing budgets and monitoring team performance Organisational responsibility for issues like discipline and grievances, attendance, and work-life balance 5-30 employees reporting to the FLM. These employees need to be motivated and managed using soft ‘people’ skills HR responsibility for welfare and performance management and personal responsibility for using the right technology to communicate and perform tasks External pressures such as the local market, the size of the business, the sector it operates in and the types of employees also complicate the picture

3. CEO Managing Director Divisional Manager First Line Manager

4. THE MEANING OF MANAGEMENT Types and Levels of Management

5. This is the operators and line feeders in your organisation. Skill level is fairly low and amount of repetition is high. This is a selected group that work on their own to do research and find information on a specific topic, like a quality circle. Various skills are required from different departments. Advice Teams Production Teams Project Teams Action Teams Very high specialization and high coordination is required to be part of such a team, for example a project construction team, etc. Sometimes an action team will be established during a crisis in your organisation. This is a very specialized group of highly skilled individuals. Think of a team that must build a Boeing 777 or a Hydro Electric Dam in Lesotho. Four Types of Teams

6. LongTermPlansLongTermPlans MediumTermPlans Plans made by Middle Managers ShortTermPlans Plans made by First Line Managers 5 – 25 Years Plans made by Senior Managers 2 – 5 Years Up to 1 year Four Types of Teams

7. Expert Power Referent Power Legitimate Power Reward Power Coercive Power ComplianceCompliance Sources of Power Consequence Consequences of Power (Module 9)

8. First Line Manager Senior management expect standards to be maintained and targets met – this often involves managing budgets and monitoring team performance Organisational responsibility for issues like discipline and grievances, attendance, and work-life balance 5-30 employees reporting to the FLM. These employees need to be motivated and managed using soft ‘people’ skills HR responsibility for welfare and performance management and personal responsibility for using the right technology to communicate and perform tasks External pressures such as the local market, the size of the business, the sector it operates in and the types of employees also complicate the picture