Management, Leadership And Decision Making

Question 1

Directing

Answer 1

Includes motivating and communication helps achieve targets and high levels of productivity

Question 2

Considerate style of management

Linked to Blake mouton grid

Answer 2

Focuses on wellbeing of subordinates, focuses on listening to employees and encouraging them. Approachable, and rewards good performance. Staff may not necessarily complete task effectively

Question 3

Initiating structure of management

Linked to Blake mouton grid

Answer 3

Focuses on defining and planning work,
Leader concentrates on getting work done, allocate tasks, monitor progress,work gets done but staff feel they are treated unfairly

Question 4

Blake mouton - country club

Answer 4

High concern for people, low concern for production.

Work may suffer but environment is relaxed and fun

Question 5

Blake mouton- produce or perish (authoritarian)

Answer 5

High focus on task but little on people.

Getting job done is key regardless of implications of people

Question 6

Blake mouton -impoverished

Answer 6

Low concern for the task and people -ineffective. Doesn’t focus on getting job done or the environment for people to work in.
Work and people neglected

Question 7

Blake mouton - middle of the road

Answer 7

Has some focus on task and people, but not a great deal. Average performance as neither is fully met

Question 8

Blake mouton- team leadership

Answer 8

High focus on task and people, employees involved and want to get job done. Involved In process and needs are met

Question 9

Blake mouton grid axis

Answer 9

Vertical - concern for people

Horizontal - concern for production.

Question 10

Tannenbaum and Schmidt continuum

Answer 10

Tells 
Sells
Consults 
Shares 
Delegates

Question 11

Autocratic leadership (authoritarian )

Answer 11

Information and decision making best kept at top

• one way communication
• minimal delegation
• close supervision of employees

Question 12

Autocratic best When

Answer 12

• Rapid decision is needed (emergency?)
• When important that the same message is given out by everyone in the organisation. (Crisis management?)
• when managers are responsible for a large number of (unskilled?)subordinates

Question 13

Autocratic inappropriate when

Answer 13

• taking highly complex decisions requiring diverse knowledge and skills
• when leading a talented, self motivated, creative group of employees
• when junior managers are expected to develop a full range of managerial skills

Question 14

Democratic leadership (participative)

Answer 14

Operating decisions agreed by the majority through informal decisions or votes.

• leader delegates , decentralisation
• discuss issues with subordinates, participation encouraged
• leader acts upon advice
• subordinates empowered

Question 15

Laissez-faire leadership

Answer 15

Leader has minimal input
Employees are empowered
Organisation can lack a sense of direction and planning.
Can occur through shortcomings of the leader who may lack essential skills.

Or give the employees scope for showing capabilities
Appropriate for a highly creative team to bring out best In subordinates

Or done on purpose to give employees maximum scope for showing capabilities. May b

Question 16

Laissez-faire may be successful….

Results in highly independent employees who are willing to voice their opinions

Answer 16

• If the manager is among a number of equals in a terms of experience and qualifications
• the workforce is self motivated
• the workforce understands and agrees with the organisations objectives

Question 17

Functions of management

Answer 17

Planning, organising,directing,controlling

Question 18

Influences on the style of management

Answer 18

The tradition and history of the business
The type of labour force
The nature of the task and timescale
The personality of the leader or manager

Question 19

The decision making process

Answer 19

Setting objectives
Gathering and interpreting information 
Selecting the chosen option 
Implementing the decision
Reviewing

Question 20

Programmed decisions eg reordering components

Answer 20

Familiar and routine decisions

It’s well structured and often established procedures, rules and policies

Question 21

Non programmed decisions

Eg a major investment or entering a new market

Answer 21

Less structured and require unique solutions

May be risky

Question 22

Strategic decisions

Eg investment in new premises

Answer 22

Long term and involve a major commitment of resources and are difficult to reverse

Question 23

Tactical decisions

Eg reordering of stock

Answer 23

Short term, taken more regularly, involve fewer resources, easier to reverse

Question 24

Scientific decision making

Answer 24

Based on data and uses a logical, rational approach to decision making

Question 25

Limitations of scientific decision making

Answer 25

Data may be too expensive to collect

Data may not always be reliable

Question 26

Decision making bases on intuition or “hunch”

Answer 26

Appropriate when data is less likely to be available

• Assessing whether an advertising campaign for a new product may catch the attention of consumers
• where sufficient quantitative data is not available
• when a quick decision is necessary

Question 27

Limitations of decision trees

Answer 27

• Only include Financial and quantifiable data not qualitative eg work forces reactions or impact on firms image
• decision trees use estimates of the probability of different outcomes
• difficult to use decision trees effectively when the range of possible outcomes is not clear

Question 28

Influences In decision making

Answer 28

The businesses mission and objectives 
Ethics
The risk involved 
The external environment 
Resource constraints

Question 29

Stakeholders

Answer 29

Groups or individuals that have an interest in the business

Question 30

Primary stakeholders

Answer 30

Those Affected by a business activities such as a decision to increase production.
Includes customers,employees, creditors

Question 31

Secondary stakeholders

Answer 31

Don’t have direct functional or financial relationships but are affected by and can influence its actions.
Eg general public, local communities,activist groups,media

Question 32

Social responsibility

Answer 32

Describes the duties a business has towards stakeholder groups such as employees, customers and the government.

Question 33

Stakeholder maps axis

Answer 33

Level of interest

Power

Question 34

Where are minimal effort on stakeholder Map

Answer 34

Low interest

Low power

Question 35

Where’s keep informed on stakeholder map

Answer 35

High interest

Low power

Question 36

Where’s keep satisfied in stakeholder map

Answer 36

High power

Low interest

Question 37

Where’s key player on stakeholder map

Answer 37

High interest

High power

Question 38

What’s a stakeholder map

Answer 38

A way of effectively managing stakeholders and a way of involving them in the decision making process according to their level of interest and their power.

Question 39

Internal factors influencing stakeholder relationships

Answer 39

Management and leadership style
Objectives eg growth,profits,ethics
Size and ownership of business

Question 40

External factors influencing relationships with stakeholders

Answer 40

Market conditions
Stakeholder power
Government policies

Question 41

Stakeholder engagement

Answer 41

When managers involve individuals and groups who may be affected by their decisions in those decisions.

Question 42

Possible approaches to stakeholder management

Goes down in level of contact during decision making process and involvement

Answer 42

1) partnership
2) participation
3) consultation
4) push communications
5) pull communications