Managerial Role: Job Analysis Report on Internship at Woolworths Ltd

This report provides a personal job analysis of a managerial role based on a 3-month internship at Woolworths Ltd. It explores the formal and informal requirements of the role, emphasizing the importance of interpersonal skills, organizational abilities, and effective communication. The analysis includes stakeholder management, highlighting the interdependencies between the manager, employees, and external stakeholders like suppliers. Reciprocal interdependence is discussed with a diagrammatic representation, emphasizing the need for strong communication. The report evaluates the virtual network, including employees and stakeholders, and recommends strategies for employee satisfaction, organizational structure modifications, and motivation through salary adjustments and fun activities. References to relevant literature support the analysis.

Running head: MANAGERIAL ROLE
Managerial Role
Name of the student:
Name of the university:
Author note

1MANAGERIAL ROLE
A job analysis is an organized approach, which recognizes the key elements of a specific
role and its associated importance of the requisites to perform the duties and responsibilities of
the job position in a successful manner (Bidwell & Mollick, 2015). This assignment will be
based on my personal job analysis. I would propose own job analysis by relying on my
internship experience of 3 months as a manager in one of the biggest retail chains in Australia,
Woolworths ltd. This proposal will be helpful in understanding the complexities related with the
managerial role and his dependency on his subordinates. It will also focus on the importance of
interpersonal features required to serve organizational purposes.
1. The job is in the position of a manager and the necessary requirements are provided. The
formal and informal requirements are considered separately for this position. The actual
requirements of the job will be set up a far- sighted vision n a managerial level, which is
an effective way for assured career development. As a manager it will be important to
supervise the ongoing projects in the company and the specific role of the employees in
association with the project. The job demands responsibility for getting the required tasks
completed to fulfill the objectives and motivate employees by coping with the issues of
time and resource constraint (Dallimore & Fiddler, 2017). Being a manager will carry
with it a sense of responsibility along with good organizational skills. A manager needs
to have the quality of distributing work equally among the employees so that it gets
completed within short deadline. The employees will only be fond of a manager when
their issues will be closely looked after and resolved. In the job position, a manager will
need to link the individual objectives of the employees with that of the organization to
arrange the activities properly and put value on the employees.

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2. For the ease of work, it is required to consult with other colleagues and stakeholders who
will add valuable opinion (Edet, Ekpoh & Uko, 2015). Therefore, I will consult with
Christopher Brown, head, department of packaging to inquire about any kind of
difficulties he is facing in the organization. It is important to keep in regular touch with
the internal and external stakeholders to know about the progress in the organization and
get feedback. The HR manager, Mary Emmanuel will be called in for a discussion about
the recruitment of workforce. It will be asked if she thinks that a training session is
required for the existing employees to make them technologically advanced in their
specific position. The HR will be further advised to make the selection process stricter so
that only talented individuals are adopted by the organization. a meeting will be held with
the head of raw material suppliers, Joseph Moore to check if he is facing any problem in
supplying the materials to the store. The meeting with Joseph will focus on the cost of
transportation and if he needs any kind of other assistance. He will also be able to make
the organizational manager aware of any kind of negative feedback in the market or
information about the rival companies.
3. Principle characteristics of packaging department include that it should be able to protect
from damage. This is specifically important in case of food products such as fruits and
vegetables and they need to be supplied properly in the store. The package should contain
proper cushioning so that the food products do not get rotten or stale in any way (Koester,
Shevlin & Wangerin, 2016). Moreover, the package should be sealed properly to avoid
any kind of leakage.
The principal characteristics of the HR manager include proper recruitment, selection and
training of the workforce. This department should also look into the requirement of training and

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development of the existing workforce so that parity can be maintained with the industrial
standards. The key feature of the external stakeholder such as the suppliers of raw materials
includes their trust and responsibility towards the organization where they are supplying the
materials (Korhonen, Laine & Martinsuo, 2014). They need to maintain their responsibilities
effectively and convey any kind of negative feedback in the market directly in the organization.
The external stakeholders act as the bridge between the producers and the consumers and they
can inform the organizational manager if the target market and the geographical location of the
products sale were selected wisely or not. They are the suitable person to inform about the
acceptance of a specific product in the market and if there are, any changes required.
4. There is a wide range of interdependency among the manager and the stakeholders of the
organization. The manager alone cannot be responsible for the growth and development
of the organization. Efficient help is required from each staff member, employees,
internal and external stakeholders to give the organization a competitive advantage. In
return, they will expect a valuable treatment in the form of salary hike, rewards and
recognition, festival bonus, additional benefits and leaves. Employee satisfaction is an
important aspect of employee performance and organizational improvement (Kriyantono,
2017). In this respect, the concept of interdependence will play a role as the managers
and the employees are dependent on each other. As per this particular job analysis,
reciprocal interdependence will be considered as significant because every member in the
organization need to interact and communicate closely with each other for the betterment
of their performance. There will be thin line connecting the organization from one end to
another where everyone is interlinked. In this circular situation, the output from one end
of the organization is used on a daily basis as the input in another part of the organization.

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Therefore, there is an utmost necessity of strong two- way communication in the
organization to perform the organizational functions effectively.
5. A diagrammatic representation of the reciprocal interdependency is given below.
Fig: reciprocal interdependence
Source: (Liu & Wang, 2016)
According to this diagram of reciprocal interdependence, the manager will be positioned
in the centre and the rest of the parts will include the employees, suppliers, distributors, co-
managers, customers. Therefore, the pictorial representation is a proof of the fact that the
manager will be in regular contact with the rest of the members and keep a follow up about the
products in the market. he will seek advice from the internal and external stakeholders to

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improve the organizational functions. It will give them a competitive advantage in the market
and they will be able to stay ahead of the rival companies (Thompson & Henwood, 2016).
An organizational chart is provided below for additional understanding of the managerial
role.
Fig: organizational chart in a hierarchical manner
Source: (Mahachi et al., 2015)
6. A virtual network that is created will be taken for an evaluation process. The
organizational manager is the centre of the virtual network. It needs to evaluate that if he
has any prior experience in similar position and his way of working of working in the
previous organization. If an experienced manager is hired by the organization then there
will be a benefit that he will not need any additional training. Moreover, he will have an

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idea of the responsibilities that he needs to fulfill and he can use his prior learning for the
betterment o the current organization (Malmendier & Tate, 2015). The virtual network
consists of employees and other internal and external stakeholders with whom the
manager will require to be in regular contact. The evaluation of the employees will be
done based on their performance and their successive improvement. Their previous
records will be compared to check on their improvements and the factors responsible
behind that. The employees will be called in for an interview session to check on their
learning about their specific job role and their planning about their own development.
The stakeholders will be evaluated based on the increase in sale and if it has increased or
decreased. If there is increase in sale then it can be realized that the suppliers are doing
their job properly (Olafsen et al., 2015).
7. It can be recommended for the job analysis that the interdependent group n the
organization need to be satisfied for a better future. The organizational structure can be
modified in order to attract the employee attention and help in their retention. A recreated
salary structure will motivate the employees and the stakeholders to perform their job
efficiently. The changes in the government policy are an effective option in motivating
the external stakeholders. They will be motivated if they are valued in the organization by
recognizing their performance in the organization. Fun and entertainment activities can b
organized to break the monotony and refresh the employees in between their work.
Moreover, the organization can arrange contests and offer lucrative rewards in return to
bind the employees together.

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References
Bidwell, M., & Mollick, E. (2015). Shifts and ladders: Comparing the role of internal and
external mobility in managerial careers. Organization Science, 26(6), 1629-1645.
Dallimore, R. K., & Fiddler, H. (2017). A qualitative study of how physiotherapists acquire
management skills as they transition from a clinical role to a managerial
role. Physiotherapy, 103, e10.
Edet, A. O., Ekpoh, U. I., & Uko, E. S. (2015). Transforming Nigerian Youth Leadership
Capacities in Secondary Schools through Principals' Managerial Role
Effectiveness. World Journal of Education, 5(5), 77.
Koester, A., Shevlin, T., & Wangerin, D. (2016). The role of managerial ability in corporate tax
avoidance. Management Science, 63(10), 3285-3310.
Korhonen, T., Laine, T., & Martinsuo, M. (2014). Management control of project portfolio
uncertainty: A managerial role perspective. Project Management Journal, 45(1), 21-37.
Kriyantono, R. (2017). Do the Different Terms Affect the Roles? A Measurement of Excellent
and Managerial Role of Business and Government Public Relations Practices in
Indonesia. International Journal of Applied Business and Economic Research, 15(6),
193-209.
Liu, S., & Wang, L. (2016). Influence of managerial control on performance in medical
information system projects: the moderating role of organizational environment and team
risks. International Journal of Project Management, 34(1), 102-116.

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Mahachi, D., Ndhlovu, N., Siya, K. M., Tsheko, T., Moswete, N., & Monkgogi, L. (2015). A
Comparative Study of Students’ Perceptions of Managerial Competencies and their
Implications on Tourism and Hospitality Education in Botswana. Botswana Journal of
Business, 8(1), 98-110.
Malmendier, U., & Tate, G. (2015). Behavioral CEOs: The role of managerial
overconfidence. Journal of Economic Perspectives, 29(4), 37-60.
Olafsen, A. H., Halvari, H., Forest, J., & Deci, E. L. (2015). Show them the money? The role of
pay, managerial need support, and justice in a self‐determination theory model of
intrinsic work motivation. Scandinavian journal of psychology, 56(4), 447-457.
Thompson, A., & Henwood, S. M. (2016). From the clinical to the managerial domain: the lived
experience of role transition from radiographer to radiology manager in South‐East
Queensland. Journal of medical radiation sciences, 63(2), 89-95.