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Chapter 2 Flashcards

1
Q

Management definition

A

getting things done through other people

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2
Q

in private sector organisations, who do managers act on behalf of

A

shareholders

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3
Q

In public sector organisations, who does management act on behalf of

A

government

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4
Q

Power definitioin

A

the ability to get things done

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5
Q

What type of power is described
the power of physical force or punishment or intimidation

A

coercive power

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6
Q

What type of power is described
Based on control over valued resources. Managers have access to information, contacts and financial rewards for team members. Amount depends on scarcity

A

Reward power

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7
Q

What type of power is described
Associated with a particular position in organisation (e.g. authorise expense, issue instructions)

A

Legitimate power

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8
Q

What type of power is described
Based on experience, qualifications or expertise, depends on others recognising the expertise in an area which they need or value

A

expert power

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9
Q

What type of power is described
based on force of personality or charisma which can attract, influence or inspire other people

A

referent (or personal) power

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10
Q

What type of power is described
power to disrupt operations through industrial action, refusal to communicate information or sabotage

A

negative power

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11
Q

Authority definition

A

the right to do something, or to ask someone else to do it and expect it to be done (position/legitimate power)

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12
Q

Areas where managerial authority is exercised

A

making decisions within scope of authority
assigning tasks to subordinates

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13
Q

Responsibility definition

A

obligation a person has to fulfil a task which they have been given

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14
Q

Accountability definition

A

Person’s liability to be called to account for the fulfilment of tasks they have been given by persons with a legitimate interest in the matter

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15
Q

Who has authority over a subordinate

A

line manager

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16
Q

Who has authority in giving specialist advice to another manager/department over which they have no authority. does not entail right to make or influence decisions in the advisee department

A

staff manager

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17
Q

who has a hybrid of line and staff authority whereby they have authority in certain circumstances to direct, design or control activities or procedures in other departments

A

functional manager

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18
Q

Who has authority over a project team in respect of the project in progress. Likely temporary and the team still have line managers

A

project manager

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19
Q

Solution for
Staff manager authority undermining line manager authority

A

Clear demarcations for line, staff and functional managers should be created

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20
Q

Solution for
lack of seniority (line managers more senior than staff managers)

A

use functional authority via policies and procedures

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21
Q

Solution for
expert staff managers may lack realism going for technically perfect but commercially impractical solutions

A

they should be fully aware of operational issues and communicate regularly with line managers

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22
Q

Solution for
staff managers lack responsibility for success of their ideas

A

should be involved in implementing suggestions and share accountability for outcomes

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23
Q

what is involved in the management process

A

planning,
organising
controlling
leading

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24
Q

what involves setting detailed objectives and targets in the light of overall objective, forecasts and resources

A

planning

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25
what involves identifying the process, technology and people required and then allocating and coordinating work
organising
26
what follows on from reviewing plans in light of experience
controlling
27
what is generating effort and commitment in a team
leading
28
what are the three key roles of managers
informational interpersonal decisional
29
what is the informational role
checking data received and passing it to relevant people
30
what is the interpersonal role
acting as a leader for their own team and linking with leaders of other teams
31
what is involved in decisional role
allocate resources handle disturbances negotiate for what they need solve problems act as entrepreneur
32
What is culture
the common assumptions, values and beliefs that people share the way we do things round heree
33
tensions affecting the type of culture
flexibility and control inward and outward looking
34
what culture is described business looks inwards, aiming to make the internal environment stable and controlled/ goals are known and unchanging, there are defined methods rules and procedures, security's ability and order motivate staff
internal process culture - public sector organisations
35
what culture is described Effectiveness is defined as achieving goals that satisfy external requirements. the business is structured and controlled so as to effectively deal with the outside world/ competitive and achievement of goals motivate staff
Rational goal culture - large established buisnesses
36
what culture is described The external environment is a soured of energy and opportunity, but it is ever changing and unpredictable. business must be highly flexible and open to new ideas so it is very adaptable in structure, staff are motivated by growth, creativity and variety
Open systems culture - new business unit working with fast changing tech
37
what culture is described the business looks inwards aiming to maintain existence and well being of staff staff motivated by sense of belonging
support service units
38
Key functions in business
marketing operations/production procurement HR Finance IT
39
Marketing definition
set of human activities directed at facilitating and consummating exchanges/ it covers whole range of activities
40
What is a customer
purchases and pays for goods or services
41
what is a consumer
ultimate user of goods / service
42
What is high volume, low unit value, fast repurchase goods
fast moving consumer goods
43
what has low volume but high unit value
consumer durables (white goods. brown goods, soft goods)
44
what involves delivering intangible goods
service
45
what is the marketing mix
the set of controllable marketing variables that a firm blends to produce the response it wants in the target market
46
what are the four ps of marketing goods
produce price promotion place
47
what are the seven ps of marketing services
produce price promotion place people process physical evidence
48
what is market segmentation
the division of the market into homogeneous groups of potential customers who may be treated similarly for marking purposes
49
what is a product
anything that can be offered to a market for attention, acquisition, use or consumption that might satisfy a want or need. includes physical, services, persons, places, organisations and ideas
50
Three elements of a product
basic actual augmented
51
factors to consider when taking a product from basic to actual and augmented
quality and reliability packaging branding aesthetics product mix servicing technology
52
Four cs of pricing
costs competitors Customers corporate objectives
53
what is price elasticity
how customer demand is affected by changes in price
54
Advantages of selling direct to customers
no need to share profit margins control over ultimate sale speed of delivery to ultimate consumer likely to be quicker
55
what are the advantages of using intermediaries
more efficient (logistically) costs normally lower consumers expect choice at point of sale producer may not have resources to sell direct
56
five main types of promotion
advertising sales promotion (BOGOF) Public relations digital marketing direct marketing personal selling
57
What are push promotion techniques
ensuring products and services are available to consumers by encouraging intermediaries to stock items
58
what are pull promotion techniques
persuade ultimate consumer to buy
59
In B2B market, what bust business consider when determining promotion package
buyer, customer and user
60
What are operations management
creating as required goods or services that the business is engaged in supplying to customers by being concerned with the design, implementation and control of the business's processes so that inputs are transformed into output products and services
61
Four Vs of operations
volume variety variation in demand visibility
62
operations management is concerned with balancing five key variables - what are they
external and internal demand for g&s Resources capacity of LT assets of business inventory levels performance of process which creates G&S
63
what is described original research obtain new scientific or technical knowledge or understanding, there is no obvious commercial or pratical end in view
pure research
64
What is described Research which has an obvious commercial or practical end in view
applied research
65
What is described the use of existing scientific and technical knowledge to produce new or substantially improved tech, products or systems before starting commercial production operatoins
devellopment
66
what is described finding new and improved products for the market
Product research
67
What is described developing new and better ways of producing goods/services
process reserach
68
What is defined: the acquisition of goods and or services at the best possible total cost of ownership in the right quantity and quality at the right time, in the right place and from the right source for direct benefit or use of the business
procurement
69
what does the procurement mix comprise of
quantity, quality, price lead time
70
five rights of procurement
right quality in the right quantity at the right price in the right place at the right time
71
To be effective supply chains must be
responsive and reliable
72
what is the supplier delivery aspect of procurement known as
inbound logistics
73
what is defined the network of organisations, their systems, resources and activities that are required to turn raw resources into a product or service provided to a consumer
supply chain
74
What is defined the elements of a supply chain which provide the materials and production of the goods and services
upstream supply chain members (suppliers)
75
What is defined the elements of the supply chain that are involved after the product has been manufactured or service provided
downstream supply chain members
76
What are tier 1 suppliers
suppliers who supply directly to the organisation
77
what are tier 2 suppliers
suppliers who supply tier 1 suppliers
78
What is defined the creation, development and maintenance of an effective workforce matching the requirements of the business and responding to the environment
Human Resources Management
79
what does the hard approach to HRM emphasise
resource element of HRM
80
what does the soft approach to HRM emphasise
a human element to HRM
81
HRM four Cs
Commitment competence congruence cost effectiveness
82
Examples of IT delivery activities
IT service operations Capacity monitoring and management customer billing and budgeting business operations availability and performance to agreed service levels service continuity/contingency management
83
IT Support activities
Maintaining appropriate configuration of IT service components physical and logical integrity of infrastructure security and access control prevention, investigation and reolsuiotn of operational events incidents and prbolems
84
what is defined the study and understanding of individual and group behaviour in an organisational setting to help improve organisational performance and effectiveness
organisational behaviour
85
What is defined the degree to whcih a person wants certain behaviours and chooses to engage in them
motivation
86
four stages of group development
forming storming norming performing
87
within a team, what does the shaper do
committed to task may be aggressive and challenging will promote activity
88
Within a team, what does the plant do
be thoughtful and thought provoking
89
in a team, what is the role of the resource investigtro
not a new ideas person but picks up others ideas and adds to them, usually sociable who acts as bridge to outside world
90
what is described having sufficient rights to control and judge actions of subordinates
authority
91
What is described giving subordinates necessary and reasonable freedom of action to carry out their roles
autonomy
92
what is described exercising the power conferred by rights in such a way as to win willing and positive response from suborindates
leadership
93
what type of leadership is described decisions are imposed by managers on subordinates subordinates are motivated by threats authority is centralised with minimal delegation little communication no teamwork
exploitative authoritative
94
What type of leadership pis described leadership is by condescending form of the master servant relationship subordinates motivated by rewards some degree of delegation of responsibility little communication between superior and subordinate relatively little teamwork
benevolent authoritative
95
What type of leadership is described superiors have substantial but not complete trust in subordinates motivation is by rewards and some involvement in objective setting increasing degree of delegation some communication between superior and subordinate moderate amount of teamwork
consultative
96
What is described superiors have complete confidence in subordinates motivation is by reward and participation in objective setting high degree of delegation much communication between superior and subordinate substantial teamwork
participative
97
what is defined giving subordinate responsibility and authority to carry out a given task while the manager retains overall responsibility
delegation
98
Advantages of delegation
manager can be relieved of less important activitiees enables decision to be taken near to point.of impact without delay gives businesses chance to meet changing conditions more flexibly makes subordinate job more interesting allows for career development and succession planning it brings together skills and ideas team aspect is motivational allows performance appraisal
99
Problems caused by poor delgation
too much supervision can waste time and be demotivating too little supervision can lead to subordinates feeling abandoned and may result in inferior outcome if not happy manager tries to pass the buck manager only delegates boring work tries to delegate impossible tasks they can't do may not delegate enough if feel status undermined subordinates may lack skill and training required
100
if a task is delegated, what else must be delgated
authority
101
rational goal culture qualities
need to control the environment outward looking

BTF (14 decks)

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