SAC 1B

Question 1

management styles

Answer 1

autocratic (tells)
persuasive (persuades)
consultative (asks)
participative (shares)
laissez-faire (chaos)

Question 2

autocratic

Answer 2

manager TELLS staff what decisions have been made.

characteristics:

• management makes decisions without employee input
• one-way communication
• clear direct communication to employees

Question 3

persuasive

Answer 3

manager makes the decisions and SELLS the decision to staff.

characteristics:

• manager makes decisions without employee input
• one-way communication, although more information given

Question 4

consultative

Answer 4

manager makes the decisions but SEEKS FEEDBACK from employees before making decisions.
manager uses the feedback from employees to help make a more informed decision.

characteristics:

• two-way communication
• manager makes decisions
• discussions are encouraged

Question 5

participative

Answer 5

manager JOINS in with staff to make decisions.
decision-making authority is shared between the manager and employees.

characteristics:

• two-way communication
• employees are able to make decisions
• information is shared amongst employees

Question 6

laissez-faire

Answer 6

manager gives employees FULL RESPONSIBILITY for the operations.
management makes decisions about the direction and set objectives.
employees then run the day-to-day operations.

characteristics:

• two-way communication / horizontal communication
• employees are empowered to make decisions
• manager is only involved if asked or to set certain parameters (e.g. budgets or deadlines)

Question 7

appropriateness of management styles

Answer 7

nature of task, time, experience of employees and manager preference

Question 8

management skills

Answer 8

communicating
delegating 
planning 
leading
decision making
interpersonal

Question 9

communicating

Answer 9

is the exchanging of information between people.
communication can be verbal or non-verbal.
managers will communicate both internally (to people within the business) and externally (to people outside the business).
two-way communication can help a manager gain feedback from employees and other stakeholders.

Question 10

delegating

Answer 10

the process where authority and responsibility is passed down from a manager to an employee.
delegating tasks can free up time for the manager.
helps improve skills and experience of employees.
can help build trust between the manager and employee which can help build a positive culture.

Question 11

planning

Answer 11

is being able to set objectives and detail ways of achieving them.
there are three levels of planning:
-strategic (long-term goals)
-tactical (medium-term goals)
-operational (short-term goals)
planning helps provide the business direction and reduces uncertainty.

Question 12

leading

Answer 12

the ability of a manager to influence and motivate people towards the achievement of business objectives.
objectives give people direction, leading motivates people to work hard towards that direction.
good leadership leads to improved morale and achievement of objectives.

Question 13

decision making

Answer 13

is the ability to select the most appropriate course of action from a range of alternatives.
can be completed by the manager alone or as part of a group.
decisions will range from straight-forward to complex and managers need to assess the risk associated with each decision.

Question 14

interpersonal

Answer 14

is the ability to communicate and interact with a range of people and develop positive relationships.
having good interpersonal skills allows the manager to communicate accurately and honestly yet maintain strong relationships.
helps build a strong culture where relationships are valued.

Question 15

relationship between styles and skills

Answer 15

there is a strong relationship between the management styles and skills.
the management style used is a reflection of the skills used.
e.g. an autocratic manager uses one-way communication and centralised decision-making.
each management style relies more heavily on different management skills.

Question 16

nature of task

Answer 16

depends on type of activity (important / open).

Question 17

time

Answer 17

depends if time is short / lots of it.

Question 18

experience of employees

Answer 18

depends if employee has lots of experience / little to none.

Question 19

strengths and weaknesses of autocratic

Answer 19

strengths

• fast decisions
• clear direction given to employees

weaknesses

• ideas are not encouraged which can result in low morale
• poor relationships between manager and employees

Question 20

strengths and weaknesses of persuasive

Answer 20

strengths

• fast decisions
• manager can gain support by providing more information

weaknesses

• no employee input (employees may have valuable ideas)
• possibility for poor job satisfaction

Question 21

strengths and weaknesses of consultative

Answer 21

strengths

• greater variety of ideas which can improve the quality of the decision
• employees often take more interest as they are more involved

weaknesses

• more time consuming
• some ideas will be overlooked which can cause conflict and resentment

Question 22

strengths and weaknesses of participative

Answer 22

strengths
- high level of trust
- larger pool of ideas
(means employees are more motivated to input their ideas and effort).

weaknesses

• time consuming
• conflicts can arise due to disagreements on best decision

Question 23

strengths and weaknesses of laissez-faire

Answer 23

strengths

• employees feel sense of ownership
• high level of motivation for employees

weaknesses

• complete loss of control by management
• can cause conflict among workers

Question 24

corporate culture

Answer 24

is the shared values and beliefs of the people within the business.
a business where employees share the same values creates a positive environment where employees spend more time together and collaborate more.
there are two types of corporate culture:
- official corporate culture
- real corporate culture

Question 25

official corporate culture (external)

Answer 25

the values and beliefs the company is trying to convey to the public.
usually observed in mission statements, logos and slogans

Question 26

real corporate culture (internal)

Answer 26

the actual values and beliefs present in the company, observable from dress, behaviour, the way employees and managers relate to each other.

Question 27

elements of corporate culture

Answer 27

the elements of the culture can determine the type of corporate culture a business has.
elements include:
- values
- physical layout
- heroes / narrative
- rituals 
- practises

Question 28

developing corporate culture

Answer 28

management providing an example of culture in action.
communicating desired values.
training in line with the desired culture.
recognising and rewarding employees that demonstrate the desired values.
developing on the elements of the culture. e.g. creating a value statement or changing the layout of the facilities.

Question 29

example of corporate culture

Answer 29

Canva

• rated one of the best places to work in Australia in 2018
• culture that looks to empower everyone to create and communicate

How do they do this?

• creates interactions between staff by eating lunch together
• developed core values
• encourages team gatherings to celebrate success
• structured into small teams that are empowered

Question 30

strategies for developing corporate culture

Answer 30

- recruitment and selection 
(similar values, interview questions)
- leading by example 
(living out preferred values)
- training
- communication 
(email, staff meeting)
- remind and reinforce

Question 31

management style

Answer 31

the way in which a manager makes decisions and communicates with employees.

Question 32

management skills

Answer 32

are the competencies that managers use to help them achieve required objectives.