Flashcards in Exam Revision Deck (35):
1
What are the five functions that a Manager undertakes
Planning
Leading
Organising
Negotiating
Controlling
2
Explain Plannign as it relates to management
• Planning
– Defining goals for future organisational performance and deciding on the tasks and use of resources needed to attain them
3
Explain Leading as it relates to management
• Leading
– Involves the use of influence to motivate employees to achieve the organisation’s goal.
4
Explain Organising as it relates to management
• Organising
– Assigning tasks, grouping of tasks into departments and allocating resources to departments (contd.)
5
Explain Negotiating as it relates to management
Negotiating
– Cooperating and collaborating to maximise the return on an organisation’s scarce resources.
6
Explain Controlling as it relates to management
• Controlling
– Monitoring employees’ activities, keeping the organisation on track towards its goals, and making corrections as needed
7
What are the seven deeper principles that are common to successful organisations?
– Agreed purpose and direction throughout organisation – Empowered staff
– Execution excellence
– Diligence, focus and discipline
– Learning
– Integrity, values and the ethical high road
– Distinctive capabilities and position
8
Who introduced most of the Bureaucratic Organisation concepts
Max Weber (1864-1920)
9
What is a bureaucratic Organisations?
Bureaucratic Organisation
A subfield of the classical management perspective that emphasised management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal record keeping, and separation
of management and ownership.
(p. 56)
10
What would the focuses of a bureaucratic organisation be
- Devision of Labour with clear definitions of responsibility
- Positions organised in a hierarchy of authority
-Managers subject to rules and procedures that will ensure reliable predictable behaviour.
- Managers seperate from the ownership of the organisation.
-Administrative acts and decisions recorded in writing
- Personel selected and promoted based on technical qualifications.
11
Who developed the Job Characteristics Model
Richard Hackman and Greg Oldham
12
What are the 5 dimensions of the Job Characteristics Model
-Skill Variety
-Task Identification
-Task Significance
-Autonomy
-Feedback
13
Explain skill variety as it relates the Job Characteristics Model.
Skill Variety
The number of diverse activities that compose a job and the number of skills used to perform it.
A routine, repetitious assembly-line job is low in variety, whereas an applied research position that involves working on new problems every day is high in variety.
(Samson, 20171205, p. 535)
14
Explain Task Identification as it relates to the Job Characteristics Model
Task identity.
This is the degree to which an employee performs a total job with a recognisable beginning and ending.
A chef who prepares an entire meal has more task identity than a café worker who ladles mashed potatoes.
(Samson, 20171205, p. 535)
15
Explain Task Significance as it relates to The Job Characteristics Model
Task significance.
This is the degree to which the job is perceived as important and having an impact on the company or consumers.
People who distribute penicillin and other medical supplies during times of emergencies would feel they have significant jobs.
(Samson, 20171205, p. 535)
16
Explain Autonomy as it relates to the Job Characteristics Model
Autonomy.
This is the degree to which the worker has freedom, discretion and self-determination in planning and carrying out tasks.
A house painter can determine how to paint the house; a paint sprayer on an assembly line has little autonomy.
(Samson, 20171205, p. 535)
17
Explain Feedback as it relates to the Job Characteristics Model
Feedback.
This is the extent to which doing the job provides feedback to the employee about his or her performance. Jobs vary in their ability to let workers see the outcomes of their efforts.
A football coach knows whether the team won or lost, but a basic research scientist may have to wait years to learn whether a research project was successful.
(Samson, 20171205, p. 536, D. (20171205).
18
What is Servant Leadership?
Servant Leadership
Occurs when a leader transcends self-interest to serve others, the organisation and society.
(Samson, 20171205, p. 471)
19
What do Servant Leaders Give away?
Servant leaders give things away
-power, ideas,
-information,
-recognition,
-credit for accomplishments,
-money
(Samson, 20171205, p. 472)
20
Why do people resist change?
-Self-interest
-Lack of understanding and trust
-Uncertainty
-Different Assessments and Goals
21
Innovations in HRM: what are some key issues facing HRM today?
-being the employer of choice
-Increased focus on teams and projects
-addressing the needs of temporary employees and part-time workers
-acknowledging the growing demand for a work-life balance
22
What are the five stages of team Development?
-Forming
-Storming
-Norming
-Performing
-Adjourning
23
Explain Forming in regards to the stages of team development
Forming 1
The stage of team development characterised by orientation and acquaintance.
(Samson, 20171205, p. 612)
24
Explain Storming in regards to the stages of team development
Storming 2
Storming is the stage of team development in which individuals personalities and roles create conflict as people become more assertive and have different perceptions of team goals and how things should be done.
25
Explain Norming in regards to the stages of team development
Norming 3
The stage of team development in which conflicts developed during the storming stage are resolved and team harmony and unity emerge
(Samson, 20171205, p. 613)
26
Explain Performing in regards to the stages of team development
Performing 4
The stage of team development in which members focus on problem-solving and accomplishing the team’s assigned task.
(Samson, 20171205, p. 614)
27
Explain Adjourning in regards to the stages of team development
Adjourning 5
The stage of team development in which members prepare for the team’s disbandment.
(Samson, 20171205, p. 614)
28
Who was the Auther of the five competitive forces and strategies
Michael E. Porter
29
What are Porters 5 competitive forces?
1. Potential new entrants
2. Bargaining power of Buyers
3. Bargaining Powers of Suppliers
4. Threat of substitute products
5. Rivalry among competitors
30
Explain Potential new entrants as it relates to Porters 5 competitive forces
potential new entrants relates to how easy it is to enter a market. What would the outright cost be for doing so.
Eg Internet technology has made it easy for new companies to enter an industry by curating the need for some elements of a company like sales force or physical assets such as buildings and machinery, or access to existing supplier channels
31
explain the bargaining power of buyers as it relates to Porters 5 competitive forces
Informed customers become empowered customers. As advertising and buyer information educates customers about the full range of price and product options available in the marketplace, their influence on an organisation increases. This is especially true when an organisation relies on one or two large, powerful customers for the majority of its sales
(Samson, 20171205, p. 280)
32
Explain the Bargaining Power of Suppliers as it relates to Porters 5 competitive forces
The concentration of suppliers and the availability of substitute suppliers are significant factors in determining supplier power. The sole supplier of engines to a manufacturer of small aeroplanes will have great power. Other factors include whether a supplier can survive without a particular purchaser, or whether the purchaser can threaten to self-manufacture the needed supplies.
(Samson, 20171205, p. 280)
33
Explain The threat of substitute Products as it relates to Porters 5 competitive forces
the power of alternatives and substitutes for an organisation’s product may be affected by cost changes or trends such as increased health consciousness that will deflect buyer loyalty to organisations
(Samson, 20171205, p. 281)
34
Explain Rivalry among competitors and how it relates to Porters 5 competitive forces
rivalries are influenced by the preceding four forces as well as by cost and product differentiation. A famous example of competitive rivalry is the battle between Pepsi and Coke. Similar rivalries between Virgin and Qantas, between Ford, Toyota and Holden, and between Woolworths and Coles see these companies continually trying to win the attention and business of customers from one another.
(Samson, 20171205, p. 281)
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