Unit 3 AOS 2B Flashcards
(20 cards)
Planning
The process of defining objectives and determining methods or strategies that will be used to achieve those objectives.
Strategic planning- conducted by senior management, looking at the big picture, planning 3-5 years ahead
Tactical planning- performed by middle level management, 6 months- 2 years, annual budgets and performing projects
Operational planning- short term planning, day-to-day running, daily to monthly, front line or lower level management
Organising
The process of coordinating resources such as employees, money, knowledge, skills, raw materials and equipment to ensure plans and objectives can be achieved.
This involves determining the work, activities or task to maximise efficiency and best use the resources of the organisation. Manages will need to ensure tasks are clearly assigned and delegate authority through the chain of command to make sure plans are put into action.
Leading
Occurs when managers seek to influence or motivate people in the organisation to work at their best to achieve the organisations objective.
Planning process
- Define the objectives
- Analyse the environment- SWOT analysis
- develop alternative strategies
- Implement on alternative
- Monitor and seek feedback in the implemented strategy
Interpersonal qualities
- being about to see the big picture
- ability to inspire and motivate employees
- have a can do attitude
- can build trust
Informational qualities
- Gather relevant information, analyse and understand the implications
- communicate relevant information
Decision making qualities
Can make fast decisions as well as long term hard decisions
Controlling
The process of implementing processes to monitor and evaluate performance to ensure that objectives are being achieved. Controlling compares what was intended to happen with what has actually occurred. If there is a discrepancy between performance and objectives, changes and improvement can be made.
SWOT analysis
Involves the identification and analysis of the internal strengths and weaknesses of the organisation, and the opportunities in, and threat from, the external environment.
Strengths, weaknesses, opportunities and threats
Autocratic
- manager makes all decisions and tells staff
- centralised authority
- no staff input in decisions
- 1 way communication from manager to employee
- can have clear fast decisions/ directions
- employees can lack motivation
Persuasive
- Managers on top, have full control
- convince employees their right
- staff are happy with decision, feel they have a say
- centralised authority
- on way communication from managers to employees
- managers gain trust and support
- employees don’t actually get a say
Consultative
- employees have some say in decision making
- less centralised, final decision rest with the manager
- motivation and commitment among employees, efficient
- two way communication, manager decides and employees have a say
- lots of ideas from both managers and employees
- consults employees
- slows down decision making process
- can start conflicts
Participative
- managers and employees make decisions
- control is decentralised
- high level of employee empowerment and voice
- two way communication
- high level of trust
- management may be weakened
- time consuming
Laissez-faire
- decision making among all employees
- all employees have control
- communication across all employees, flat structure
- employees feel ownership
- loss of control
- misuse of resources
Communication
- ability to transfer information within an organisation, and to listen to feedback
- can occur both internal and external
- non-verbal- body language, presentations, visuals
- verbal- letters, emails, reports, meetings, conversations
Delegation
- transfer of authority from a manager to an employee
- employees given a task or project by their manager
- manager remains accountable
- allows employees to make decision
- can lead to fresh ideas and an improvement in employee motivation
- to manage time and learn new skills
Negotiation
- the ability to resolve a dispute or to produce an agreement on a course of action
- both sides need to be happy with the outcome
- mangers should allow the other party to speak and put themselves in their shoes
- encourage discussion of both sides, listen
Problem solving
- finding and implementing a course of action to correct an unworkable situation
- ability to decide which problem needs the full attention
Technical skills
- the ability to perform tasks in a specialised field
- finance, information technology, marketing, research, and development
Time management
-the ability to prioritise tasks, set dead-lines, review process and delegate
