UNIT 3 AOS 2

Question 1

Management Structures

Answer 1

A term used to describe the ways in which the management, employees and resources of an organisation are formally arranged to achieve objectives

Question 2

Management Hierarchy

Answer 2

The arrangement the provides increasing authority at higher levels of the hierarchy.

Question 3

Functional Structure

Answer 3

Involves grouping employees together according to the tasks or jobs they will perform (task structure). 
ADVANTAGES:
defined career path
opportunities for skill and knowledge development
efficient use of resources
DISADVANTAGES:
lack of flexibility 
narrow departmental focus 
empire building behaviours

Question 4

Divisional Structure

Answer 4

Groups employees together according to divisions that may be geographical or customer or product or process focused. 
ADVANTAGES:
direction of expertise
encouragement of cooperation 
greater flexibility to change
DISADVANTAGES:
work could be duplicated
promotes rivalry

Question 5

Matrix Structure

Answer 5

Involves bringing together specialists from different parts of the organisation to solve specific problems or to undertake specific projects in teams. 
ADVANTAGES:
enhanced flexibility 
enhanced communication 
enhanced decision making 
pooled expertise 
DISADVANTAGE:
undermine line authority

Question 6

Corporate Culture

Answer 6

The Values, Ideas, Expectations and Beliefs shared by members of the organisation
ELEMENTS:
1. Values and Practices
Methods used by the organisation to complete tasks
2. Symbols
Events or objects that are made to represent something of importance in the organisations
3. Rituals, rites and celebrations
routine behavioural patterns in an organisations everyday life
4. Heroes
successful employees who reflect its values and set examples for others

Question 7

Management Roles

Answer 7

Planning
Organising
Leading
Controlling

Question 8

Planning

Answer 8

The process of setting objectives and deciding on the methods to achieve them
STRATEGIC: Long term planning
TACTICAL: flexible, adaptable which assists in implementing the strategic plan
OPERATIONAL: specific details about the way the organisation will operate in the short term

Question 9

SWOT Analysis

Answer 9

The identification and analysis of the internal strengths and weaknesses of the organisation, and the opportunities in, and threats from the external environment

Question 10

Organising

Answer 10

The process of arranging resources and tasks to achieving objectives
PROCESS
1. Determining the tasks
2. Classifying and grouping tasks
3. Assigning work and delegating authority

Question 11

Leading

Answer 11

The process of influencing or motivating people to work towards the achievement of the organisations objectives.
QUALITIES
-Interpersonal: managements capacity to deal or liaise with people and build positive relationships with staff.
-Informational: gathering and communicating or sharing data and knowledge
-Decision making: identifying available options and then choosing one course of action from the alternatives

Question 12

Controlling

Answer 12

The process of evaluating performance and taking corrective action to ensure that the set objectives are being achieved
PROCESS
-establishing financial and non-financial standards
-measuring the performance of the LSO
-making changes where necessary

Question 13

Policy

Answer 13

A set of broad guidelines to be followed by all employees when dealing with important areas of decision making

Question 14

Procedure

Answer 14

A series of actions enabling a policy to be put into practice. It can also be used to resolve a dispute brought about by a breach of a policy

Question 15

Policy Development

Answer 15

1. Identify an issue or problem
2. Research and Analyse business environments
3. Consult stakeholders
4. Develop a draft policy
5. Revise the policy
6. Approve and distribute the new policy
7. Monitor and evaluate the policy

Question 16

Management Styles

Answer 16

Refers to the behaviour and attitude of the manager

Question 17

Autocratic

Answer 17

The manager tells staff what decisions have been made. One way communication

Question 18

Persuasive

Answer 18

The manager attempts to sell the decisions made

Question 19

Consultative

Answer 19

The manager consults employees before making decisions

Question 20

Participative

Answer 20

The manager unites with the staff to make decisions together.

Question 21

Laissez Faire

Answer 21

The employees assume total responsibility for and control of workplace operations.

Question 22

Management Skills

Answer 22

• Communication
• Problem Solving
• Delegation
• Time Management
• Decision making
• Negotiation
• Technical Skills

Question 23

Communication

Answer 23

The ability to transfer information from a sender to a receiver, and to listen to feedback

Question 24

Delegation

Answer 24

The transfer of authority and responsibility from a manager to an employee to carry out specific activities

Question 25

Negotiation

Answer 25

Involves the ability to resolve a dispute or to produce a satisfactory agreement on a course of action

Question 26

Problem Solving

Answer 26

A broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation

Question 27

Technical Skills

Answer 27

The ability to perform tasks in a specialised field

Question 28

Time Management

Answer 28

The ability to prioritise tasks, set deadlines, review progress and delegate.