3.2.1

Question 1

Management

Answer 1

The process of setting objectives and taking decisions to make the most effective use of an organisations resources

Question 2

Leadership

Answer 2

Influencing and directing the performance of group members towards achieving the goals of an organisation

Question 3

Scientific decision making

Answer 3

An attempt to make logical decisions on the basis of data that is analysed and tested

Question 4

Managers are responsible for

Answer 4

Getting things done

Question 5

How do managers get things done

Answer 5

By setting objectives and taking decisions to make the most effective use of an organisations enterprise.

Question 6

What are a managers key responsibilities

Answer 6

Setting objectives for the functional area
Analysing
Leading
Making decisions
Reviewing

Question 7

Autocratic leadership

Answer 7

Autocratic leadership refers to a leadership or management style that assumes that information and decision making are best kept at the top of the organisation. There is primarily one-way communication (downwards), minimal delegation and decentralisation and close supervision of employees.

Question 8

Democratic leadership

Answer 8

.

Democratic leadership is where a business operates according to decisions agreed by the majority. Decisions may be agreed formally through a voting system, but it is more likely to be the result of an informal discussion. With this leadership style, there is a great deal of delegation and decentralisation, employee participation is actively encouraged, subordinates are empowered and the leaders acts upon advice and explains the reasons for decisions.

Question 9

Laissez-faire leadership

Answer 9

.

Laissez-faire leadership is where the leader has minimal input into the operation of the business. Employees are empowered to take the majority of the decisions with little reference to the leader.

Question 10

The tannen and schmidt continuum

Answer 10

.

The Tannenbaum and Schmidt Continuum is a simple model of leadership theory which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team’s freedom is increased, so the manager’s authority decreases. This is a positive way for both teams and managers to develop. The Tannenbaum and Schmidt model concerns delegated freedom to a group. Onc of the responsibilities of a manager is to develop their team. They should delegate and ask a team to make its own decisions to varying degrees according to their abilities. There is a rising scale of levels of delegated freedom that managers can use when working with their team.