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business > 2.3 > Flashcards

2.3 Flashcards

1
Q

Manager

A

An individual who is responsible for setting objectives, organising resources and motivating staff so that the organisations’ aims are met.

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2
Q

Henri Fayol Role of Management

A
  • Setting objectives and planning
  • Organising resources
  • Directing and motivating staff
  • Coordinating activities
  • Controlling and measuring performance against targets
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3
Q

Henri Mintzberg Role of Management

A

Adding a “practical” approach.
Informational Roles
Interpersonal Roles
Decisional Roles

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4
Q

Informational Roles (Henri Mintzberg)

A

Connected to the handling of information.
- Monitor: information received from internal and external sources (checking weekly sales)
- Disseminator: interpreting and transmitting information to internal stakeholders (writing sales reports for management meetings)
- Spokesperson: transmitting information to external stakeholders (speaking to customers)

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5
Q

Interpersonal Roles (Henri Mintzberg)

A

Involves dealing with people.
- Figurehead: performing social and legal duties (presnting an award)
- Leader: all duties involving managing staff (appraisals)
- Liaison: maintaining a network of contacts who provide information, advice and help

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6
Q

Decisional Roles (Henri Mintzberg)

A

Making different types of decisions.
- Entrepreneur: finding opportunities and improving business performance
- Disturbance Handler: taking corrective action in order to resolve an issue
- Resource Allocator
- Negotiator: making agreements with external stakeholders

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7
Q

Leadership

A

Ability to influence the thoughts and behaviour of others to achieve organisational goals. Key element to a manager’s job.

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8
Q

Leadership theory - Trait Theory

A

Assumes people are born leaders. Suggests people can’t be trained to become leaders.

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9
Q

Qualities of an effective leader

A
  • Honesty and integrity
  • Risk taking
  • Administration and organisation
  • Fairness
  • Caring
  • Communication
  • Charisma
  • Confidence
  • Clear vission and innovation
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10
Q

Leadership Styles

A

Autocratic
Demoratic
Laissez-faire
Paternalistic
Situational

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11
Q

Autocratic Leadership

A

Keeps all decision making at the center of the organisation. Orders are given and obeyed without question.

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12
Q

Democratic Leadership

A

Allows consultation of all staff and delegation of authority, often associated with active participation from staff.

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13
Q

Laissez-faire Leadership

A

Leader’s role is peripheral and staff manages their own areas of the business. Reverse of autocratic style.

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14
Q

Paternalistic Leadership

A

Fatherly style typically used by dominant males where their power is used to control and protect subordinate employees who are expected to be loyal and obedient.

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15
Q

Situational Leadership

A

Effective leadership varies with the task in hand, situational leaders adapt their leadership style to each situation.

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16
Q

Autocratic Style Benefits

A
  • Decision making is quick
  • Tasks and relationships are cleary defined
17
Q

Autocratic Style Costs

A
  • Employee expertise isn’t used
  • Creativity and initiative is suppressed
  • Can make employees feel like they are being controlled
  • Turnover may be high
18
Q

Situations where Autocratic style is appropiate

A
  • Where work is repetitive
  • In situations of urgency
  • When employees don’t respond to any other leadership style
19
Q

Democratic Style Benefits

A
  • Better quality decisions can be reached
  • Uses experience and knowledge of all the workforce
  • Job satisfaction and motivation is enhanced
  • Turnover may be reduced
20
Q

Democratic Style Costs

A
  • Productivity my be reduced due to the amount of discussion taking place
  • Employees may not want the responsability
  • Relies heavily on good communication
21
Q

Situations where Democratic style is appropiate

A
  • Where time can be taken to explore a variety of alterntives
  • Where flexibility is required
22
Q

Laissez-faire Advantages

A
  • High degree of skill and motivation
  • Sense of team exists
  • Routine is familiar to workers
23
Q

Laissez-faire Disadvantages

A
  • Low degree of knowledge in members
  • Groups expect to be told what to do
24
Q

Laissez-faire style is appropiate when:

A
  • When leading a team of highly motivated and skilled people
25
Q

Paternalistic Style Benefits

A
  • Workers feel valued
  • Sense of familiarity
26
Q

Paternalistic Style Costs

A
  • Increased dependency of employees on the leader
  • Employee disatisfaction if bad decisions are made
27
Q

Situations in which is appropiate to use Paternalistic style

A
  • New, inexperienced employees
  • Family run business
  • In traditional hierarchial structure where creativity is not encouraged

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