Understanding Management, leadership And Decision Making Flashcards
(27 cards)
What is leadership?
-leadership is the functions of ruling,guiding and inspiring other people within an organisation in pursuit of agreed objectives
-leadership are responsible for long term moving forward
What is management?
-management are planning, organising, directing and controlling of all parts of a business enterprise
-management are responsible for getting things done
What do managers do?
-planning
-organising
-directing
-controlling
What is planning?
-involves looking to the future and is the foundation of the other three functions
-where is the company currently? Where would it like to be? Allow managers to then make decisions
-planning involves:
-setting objectives/ targets
-gathering information for forecasts of costs, revenues, or competitor information
-creating plans for functional areas such as finance or HR
-estimating resources needed
What is organising?
-involves assembling the resources needed to carry out the action devised
-may involve acquiring land, funding and recruitment of staff for example- using the minimum of resources required
What is directing?
-to influence and oversee the behaviour of staff to achieve company goal as well as proving assistance
-motivation- employees that are highly motivated will perform better thus helping achieve objectives- use financial and non financial methods
-communication- effective communication helps achieve high levels of productivity and encourages employees to use their initiative etc
What is controlling?
-involves setting standards and both reviewing and reporting on performance
-comparing objectives and performance indicators to determine corrective or preventative action
-reviewing and reflection is an important process of a managers role
How do managers report on progress?
-financial reports- including sales, revenues and profits- often a legal requirement
-employee performance- information on productivity, absenteeism or training costs
-social performance- in terms of behaving ethically, minimising pollution and creating jobs
What was Mintzberg’s roles of management?
-in 1990 Henry mint berg set out ten roles performed by managers within businesses that can be placed into three categories
What is involved in interpersonal management?
-figure heads- represent their colleagues, carry out social, ceremonial, legal responsibilities and have authority
-leader- created and maintains an effective environment. Motivates, develops and manages performance of staff
-liaison- communicating with internal and external contacts to network and gather information
What is involved in informational management?
-monitor-searching for internal/ external relevant info, looking for changes in the business environment, looking after your teams welfare and performance
-disseminator -a communication role- padding valuable information to others in the business
-spokesperson-representing and speaking for the organisation to people outside of it
What is involved in decision management?
-entrepreneur- planning and initiating change
-disturbance handler- dealing with unexpected events, attempting to control and resolve disputes
-resource allocator- deciding on the best use of the organisation resources
-negotiator- engaging in important negotiations inside and outside of the business
What are reasons we follow leaders?
-legitimate power- they are in a position of authority over employee
-reward power- more likely to receive rewards
-coercing power- fear if punishment
-referent power-because you respect them as a person
-expertise power-they are experienced and an expert in what they do
-all leaders have the first 3, best leaders have the last 2
What are behavioural theories?
-behavioural theories focus on how an individual behaves in a management or leadership role
What is a consideration style?
-focuses on the well being of subordinates. They are encouraging, good listeners, approachable and reward good performance. May not complete tasks effectively
-soft HRM
What is an initiating structure?
-an initiating structure focuses on defining and planning work. They allocate tasks, inform subordinates and monitor progress. Work gets don’t but workers may not feel valued etc.
-Hard HRM
What is the Tannenbaum and Schmidt continuum?
-continuum represents a range of actions related to the use of authority by manager and freedom of subordinates
What is a tell?
-managers identify problems makes decisions and then announces them to subordinates- expects implementation
What are sells?
-managers make the decision, but attempts to overcome resistance through discussion and persuasion
What are consults?
Manager identifies problem and presents it to the group. Listens to advice and suggestions before making the decision
What are joins?
Manager defined the problem and passes on the solving and decision making to the group( which manager is part of
What are the characteristics of an autocratic leader?
-decisions made by top management
-subordinates must comply
- subordinates do not have authority to make decisions
-centralised
-downwards communication
-rewards and penalties
-command and control
What are the characteristics of a paternalistic leader?
-leader is seen as a father figure- parent/ child relationship
-still little delegation
-softer form of autocratic leadership
-leader explains the specific reason as to why they have taken certain decisions- sells
What are the characteristics of a democratic leader?
-decisions are made by lower subordinates
-subordinates have more authority
-decentralised
-delegation and consultation
-most effective when used skilled, free thinking , experienced subordinates
