Unit 2

Question 1

What do managers do

Answer 1

Set objectives
Analyse data
Lead staff

Question 2

What’s the difference between managers and leaders

Answer 2

Managers are risk averse whereas leaders risk seek

Question 3

Autocratic leadership

Answer 3

Decision making is only made at the top of the organisation and communication tends to be top-down.
Have formal systems and strict controls
Makes fast decisions but may have little confidence in their ability of staff

Question 4

Paternalistic leadership

Answer 4

Employees are consulted in decision making but remains firmly at the top
Thr leaders decide what is best for their employees
Delegation is unlikely to be encouraged
The leadership is like parent and child
Close supervision but want to respect staff so allow them in decision making

Question 5

Democratic leadership

Answer 5

Involves two way communication and considerable Delegation
All participants Involves in decision making
Improve morale
But might be slower as it is more time consuming

Question 6

Laissez faire

Answer 6

Managers and leaders have little input in decision making and leave the business running to staff
Delegation may lack focus and coordination
May result in weak leadership
And not provide framework for a successful democratic approach
Employees are highly skilled experienced and educated take pride in their work

Question 7

Tannaenbaum and schmidts continuum of leadership

Answer 7

Model fo leadership that shows the relation between level of freedom in relation to decision making that a manager chooses to give to a team of workers and level of authority retained by the manager

Question 8

Level 1 of tannenbaums leadership

Answer 8

Manager makes the decision and then tells the team

Question 9

Level 2 of tannebaum

Answer 9

The manager makes the decision and then explains or sells the decision to the team

Question 10

Level 3 of tannebaum

Answer 10

Manager makes the decision then presents the decision to the team
Providing background idead that led to the decision and invites questions it consults the team

Question 11

Level 4 of tannebaum

Answer 11

Manager suggests a provisional decision, invites discussion about it by consulting team and then makes the decision

Question 12

Level 5 of tannebaum

Answer 12

The manager presents the rpomblem consults the team by getting them to make suggestions then makes the decision

Question 13

Level 6 of tannenbaum

Answer 13

The manager explains the situation, identifies any limitations on the decision to be made and asks the team to come up with the decisions the manager shares the problem with the team

Question 14

Level 7 of tannebaum

Answer 14

Th manager allows the team to identify the problem, develop the options and make the decision within any limits set, the manager shares the problem with the team

Question 15

What does Blake mouton grid depend on

Answer 15

Concern for people
The degree to which a manager or leader considers the needs and interests of team member when deciding best way to accomplish a task
and production
Manager or leader emphasises organisational efficiency and high productivity when deciding how best to accomplish a task

Question 16

Impoverished leadership style

Answer 16

Low concern for production and people
Type of leader is ineffective and has little regard for creating systems for getting the job done

Question 17

Country club leadership style

Answer 17

High concern for people and low concern for production
Most concerened about the needs and feelings of members in their team

Question 18

Produce or perish leadership style

Answer 18

High concern for production and low concern for people
Likely to have strict rules

Question 19

Middle of the road leadership

Answer 19

Medium concern for people and production
Although might be a compromise neither objectives from both sides are met

Question 20

Team style

Answer 20

Hugh cincern for production and people
According to Blake model this is the best leaderships tylr

Question 21

What effects management and leaderships tyle

Answer 21

Group size
Time frame
Particular situation
Nature of tasks involves
Company structure
Organisations culture and tradition

Question 22

Scientific decision making model

Answer 22

Set objectives
Gather data
Analyse data
Select a strategy/make a decision
Implement and review the situation

Question 23

Benefits of using scientific decision making

Answer 23

Provides a clear sense of direction
Decisions based on logic
Likely more than one person will be involved in the process
Flexible

Question 24

Intuition

Answer 24

Ability to understand something without the need for conscious reasoning

Question 25

Decision making based on intuitik

Answer 25

Making decisions based by a feeling or instinct Approach more likely to br used by small businesses or individuals

Question 26

Problems of making decisions based on intuition

Answer 26

Scientific approach requires a large approach of data and regular gathering of information to control and review decisions

Question 27

Problems with decisions based on intuition

Answer 27

Requires lots of data Very time consuimg

Question 28

Factors that affect decision making based on intuition

Answer 28

Speed of decision Information available Size of business

Question 29

Benefits of using decision trees

Answer 29

Provides effective structure which sets our clear options available Takes into account uncertainty and risk

Question 30

Limitations if decision trees

Answer 30

Least useful when options do not involve clear cut options Ignore constantly changing nature of the business Difficult to get accurate and realistic data

Question 31

Influences on decision making

Answer 31

Mission Objectives Ethics Power of stakehders Culture

Question 32

Primary stakeholders

Answer 32

Directly involved and affected positively or negatively by an organisations actions

Question 33

Secondary stakeholders

Answer 33

Persons organisations who are indirectly affected by an organisations actions

Question 34

Internal stakeholders

Answer 34

Shareholders Employees Managers Trade unions

Question 35

External stakeholders

Answer 35

Customers Suppliers Banks and investors Local community

Question 36

Trade union needs from the business

Answer 36

To be consulted and to take an active part in the decision making process in order to ensure policies and strategies benefit their members

Question 37

Quadrant a of stakeholder mapping

Answer 37

Minimal effort Unskilled employees on temporary contracts Genrral public Customers who make small and infrequent purchases

Question 38

Quadrant b of stakeholder mapping

Answer 38

Local suppliers who provide small scale orders Local council

Question 39

Quadrant c of stakeholder mapping

Answer 39

Keep satisfied Central government Banks Customers who make large and regular purchases

Question 40

Quadrant d of stakeholder mapping

Answer 40

Key players Skilled unionised employees Key managers

Question 41

Influences of relationship with stakeholders

Answer 41

Have atatus and power within or oursiden organisation Control resources Involved in decision making Have needs and objectives

Question 42

Benefits of effective communication and consulting when managing relationships with different stakeholders

Answer 42

Viewpoints of stakeholders Gaining support from stakeholders Communicating with stakeholders early and often

Question 43

Communication and consultation channels

Answer 43

Formal consultation with external and internal stakeholders Formal meeting swith powerful stakeholders