A manufacturing engineer, Robert, was given the opportunity to lead a newly formed cross-functional team. Robert knew that he received the promotion because of his seniority and competency as an engineer. He had no training or experience as a manager, but had served as team leader on a recent, successfulproject. He had never conducted a performance evaluation nd was uncomfortable making decisions that would affect someone's livelihood and job status. Robert's future in the company was in jeopardy and Robert quickly needed to develop new skills. To increase his confidence, Robert agreed to Leadership Coaching. He attended seminars to develop a better understanding of human dynamics, improve his communication skills and learn how to better motivate his staff. Practicing the new techniques, Robert learned to identify his audience and evaluate the personality of his team to address their concerns. Robert gradually grew into his role as a confident and successful engineer and manager, gaining the respect of his peers and staff. For his personal on- going development, he identified and gained the support of two upper level managers at different sites who devoted time to mentor him. Source: https://www.mtmcoach.com/resources/8-management-case-studies/from-tech-to-manager/ He had no training or experience as a manager." Explain to Robert the responsibilities of the various levels of management, the skills managers need and the challenges faced by management in South Africa. Explain to Robert the differences between the "old" organization and the "new" organization. Differentiate between the traditional management approach and the post-entrepreneurial management approach and advise Robert which to use, providing reasons.