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BTF > Chapter 2 > Flashcards

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
Q

what involves identifying the process, technology and people required and then allocating and coordinating work

A

organising

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26
Q

what follows on from reviewing plans in light of experience

A

controlling

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27
Q

what is generating effort and commitment in a team

A

leading

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28
Q

what are the three key roles of managers

A

informational
interpersonal
decisional

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29
Q

what is the informational role

A

checking data received and passing it to relevant people

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30
Q

what is the interpersonal role

A

acting as a leader for their own team and linking with leaders of other teams

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31
Q

what is involved in decisional role

A

allocate resources
handle disturbances
negotiate for what they need
solve problems
act as entrepreneur

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32
Q

What is culture

A

the common assumptions, values and beliefs that people share
the way we do things round heree

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33
Q

tensions affecting the type of culture

A

flexibility and control
inward and outward looking

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34
Q

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

A

internal process culture - public sector organisations

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35
Q

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

A

Rational goal culture - large established buisnesses

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36
Q

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

A

Open systems culture - new business unit working with fast changing tech

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37
Q

what culture is described
the business looks inwards aiming to maintain existence and well being of staff staff motivated by sense of belonging

A

support service units

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38
Q

Key functions in business

A

marketing
operations/production
procurement
HR
Finance
IT

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39
Q

Marketing definition

A

set of human activities directed at facilitating and consummating exchanges/ it covers whole range of activities

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40
Q

What is a customer

A

purchases and pays for goods or services

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41
Q

what is a consumer

A

ultimate user of goods / service

42
Q

What is high volume, low unit value, fast repurchase goods

A

fast moving consumer goods

43
Q

what has low volume but high unit value

A

consumer durables (white goods. brown goods, soft goods)

44
Q

what involves delivering intangible goods

A

service

45
Q

what is the marketing mix

A

the set of controllable marketing variables that a firm blends to produce the response it wants in the target market

46
Q

what are the four ps of marketing goods

A

produce
price
promotion
place

47
Q

what are the seven ps of marketing services

A

produce
price
promotion
place
people
process
physical evidence

48
Q

what is market segmentation

A

the division of the market into homogeneous groups of potential customers who may be treated similarly for marking purposes

49
Q

what is a product

A

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
Q

Three elements of a product

A

basic
actual
augmented

51
Q

factors to consider when taking a product from basic to actual and augmented

A

quality and reliability
packaging
branding
aesthetics
product mix
servicing
technology

52
Q

Four cs of pricing

A

costs
competitors
Customers
corporate objectives

53
Q

what is price elasticity

A

how customer demand is affected by changes in price

54
Q

Advantages of selling direct to customers

A

no need to share profit margins
control over ultimate sale
speed of delivery to ultimate consumer likely to be quicker

55
Q

what are the advantages of using intermediaries

A

more efficient (logistically)
costs normally lower
consumers expect choice at point of sale
producer may not have resources to sell direct

56
Q

five main types of promotion

A

advertising
sales promotion (BOGOF)
Public relations
digital marketing
direct marketing
personal selling

57
Q

What are push promotion techniques

A

ensuring products and services are available to consumers by encouraging intermediaries to stock items

58
Q

what are pull promotion techniques

A

persuade ultimate consumer to buy

59
Q

In B2B market, what bust business consider when determining promotion package

A

buyer, customer and user

60
Q

What are operations management

A

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
Q

Four Vs of operations

A

volume
variety
variation in demand
visibility

62
Q

operations management is concerned with balancing five key variables - what are they

A

external and internal demand for g&s
Resources
capacity of LT assets of business
inventory levels
performance of process which creates G&S

63
Q

what is described
original research obtain new scientific or technical knowledge or understanding, there is no obvious commercial or pratical end in view

A

pure research

64
Q

What is described
Research which has an obvious commercial or practical end in view

A

applied research

65
Q

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

A

devellopment

66
Q

what is described
finding new and improved products for the market

A

Product research

67
Q

What is described
developing new and better ways of producing goods/services

A

process reserach

68
Q

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

A

procurement

69
Q

what does the procurement mix comprise of

A

quantity,
quality,
price
lead time

70
Q

five rights of procurement

A

right quality in
the right quantity at the
right price in
the right place at
the right time

71
Q

To be effective supply chains must be

A

responsive and reliable

72
Q

what is the supplier delivery aspect of procurement known as

A

inbound logistics

73
Q

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

A

supply chain

74
Q

What is defined
the elements of a supply chain which provide the materials and production of the goods and services

A

upstream supply chain members (suppliers)

75
Q

What is defined
the elements of the supply chain that are involved after the product has been manufactured or service provided

A

downstream supply chain members

76
Q

What are tier 1 suppliers

A

suppliers who supply directly to the organisation

77
Q

what are tier 2 suppliers

A

suppliers who supply tier 1 suppliers

78
Q

What is defined
the creation, development and maintenance of an effective workforce matching the requirements of the business and responding to the environment

A

Human Resources Management

79
Q

what does the hard approach to HRM emphasise

A

resource element of HRM

80
Q

what does the soft approach to HRM emphasise

A

a human element to HRM

81
Q

HRM four Cs

A

Commitment
competence
congruence
cost effectiveness

82
Q

Examples of IT delivery activities

A

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
Q

IT Support activities

A

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
Q

what is defined
the study and understanding of individual and group behaviour in an organisational setting to help improve organisational performance and effectiveness

A

organisational behaviour

85
Q

What is defined
the degree to whcih a person wants certain behaviours and chooses to engage in them

A

motivation

86
Q

four stages of group development

A

forming
storming
norming
performing

87
Q

within a team, what does the shaper do

A

committed to task
may be aggressive and challenging will promote activity

88
Q

Within a team, what does the plant do

A

be thoughtful and thought provoking

89
Q

in a team, what is the role of the resource investigtro

A

not a new ideas person but picks up others ideas and adds to them, usually sociable who acts as bridge to outside world

90
Q

what is described
having sufficient rights to control and judge actions of subordinates

A

authority

91
Q

What is described
giving subordinates necessary and reasonable freedom of action to carry out their roles

A

autonomy

92
Q

what is described
exercising the power conferred by rights in such a way as to win willing and positive response from suborindates

A

leadership

93
Q

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

A

exploitative authoritative

94
Q

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

A

benevolent authoritative

95
Q

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

A

consultative

96
Q

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

A

participative

97
Q

what is defined
giving subordinate responsibility and authority to carry out a given task while the manager retains overall responsibility

A

delegation

98
Q

Advantages of delegation

A

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
Q

Problems caused by poor delgation

A

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
Q

if a task is delegated, what else must be delgated

A

authority

101
Q

rational goal culture qualities

A

need to control the environment
outward looking

BTF (14 decks)

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