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APPLIED BUSINESS > UNIT 4 > Flashcards

UNIT 4 Flashcards

1
Q

WHAT IS A MATRIX STRUCTURE?

A

A BUSINESS WHERE TEAMS ARE PUT TOGETHER FROM DIFFERENT FUNCTIONAL AREAS TO WORK ON SPECIFIC PROJECTS.

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2
Q

NAME 3 ADVANTAGES OF A MATRIX STRUCTURE

A
  1. COMMUNICATION ACROSS FUNCTIONAL AREAS
  2. RANGE OF VIEWPOINTS CONSIDERED
  3. MOTIVATIONAL
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3
Q

NAME 3 DISADVANTAGES OF MATRIX STRUCTURES

A
  1. POTENTIAL LOSS OF CONTROL
  2. TEAMS MAY TAKE TIME TO WORK TOGETHER EFFECTIVELY
  3. CAN CAUSE CONFLICT
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4
Q

WHAT IS A HIERARCHICAL STRUCTURE?

A

A BUSINESS WHERE EMPLOYEES ARE ORGANISED INTO MULTIPLE LEVELS BASED ON SENIORITY. THOSE AT THE TOP ARE DIRECTLY RESPONSIBLE FOR THOSE IN THE NEXT LEVEL DOWN

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5
Q

NAME 3 ADVANTAGES OF A HIERARCHICAL STRUCTURE

A
  1. CLEAR CHANNELS OF COMMUNICATION
  2. CLEAR OPPORTUNITIES FOR PROGRESSION
  3. ALLOWS FOR CLOSE SUPERVISION OF ALL SUBORDINATES
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6
Q

NAME 3 DISADVANTAGES OF HIERARCHICAL STRUCTURES

A
  1. COMMUNICATION MAY BE SLOW
  2. MAY ENCOURAGE LIMITED DELEGATION
  3. LIMITED COLLABORATION SO MAY HINDER INNOVATION
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7
Q

WHAT IS CHAIN OF COMMAND?

A

THE WAY AUTHORITY AND POWER ARE PASSED DOWN THE LEVELS OF HIERARCHY. IT IS IMPORTANT THAT COMMUNICATION CAN MOVE BOTH FROM THE TOP OF THE STRUCTURE TO THE BOTTOM AND VICE VERCA

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8
Q

HOW CAN THE ORGANISATIONAL STRUCTURE EFFECT THE ORGANISATIONAL PERFORMANCE?

A

WHERE DECISIONS ARE MADE:
1. BASED ON SPECIALIST KNOWLEDGE OF A FUNCTIONAL AREA OR DRAWING ON EXPERTISE FROM ACROSS THE BUSINESS
2. SPEED WITH DECISIONS CAN BE MADE AND IMPLEMENTED
3. THOSE WITH SENIORITY CENTRAL TO THE ORGANISATION OR THOSE WITH PRACTICAL DAY-TO-DAY HANDS ON EXPERIENCE
COMMUNICATION WITH THE ORGANISATION:
1. ONE WAY OR TWO WAY
THE SPEED AT WHICH INFORMATION CAN BE SPREAD THROUGH THE ORGANISATION AND ACTED UPON

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9
Q

WHAT IS ‘CULTURE’ DESCRIBED AS? AND HOW DOES IF EFFECT AN ORGANISATION?

A

‘THE WAY WE DO THINGS AROUND HERE’

IT WILL INFLUENCE HOW WORKERS FEEL ABOUT A WORKPLACE AND THEREFORE THEIR MOTIVATION LEVELS

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10
Q

WHAT IS STRONG CULTURE?

A

EMPLOYEES RESPOND POSITIVELY TO ORGANISATIONAL VALUES, LEADING TO A SHARED SENSE OF RESPONSIBILITY TOWARDS THE VISON, MISSION AND OBJECTIVES

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11
Q

WHAT DOES STRONG CULTURE RESULT IN?

A

MOTIVATED AND LOYAL WORKFORCE, ACCEPT ROLES AND RESPONSIBILITY, ABIDE BY POLICIES
THIS CAN GIVE A BUSINESS COMPETITIVE ADVANTAGE

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12
Q

WHAT IS WEAK CULTURE?

A

THERE IS LITTLE ALIGNMENT WITH ORGANISATIONAL VALUES

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13
Q

HOW DO EMPLOYEES BEHAVE WHEN THERE IS WEAK CULTURE?

A

TREAT THE ORGANISATION AS A SOURCE OF INCOME ONLY
GREATER MANAGEMENT CONTROL AND SUPERVISION IS REQUIRED
EMPLOYEES HAVE TO BE FORCED TO PERFORM DUTIES

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14
Q

WHAT IS JOHNSON AND SCHOLES THEORY CALLED?

A

THE CULTURAL WEBB

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15
Q

WHAT DOES JOHNSON AND SCHOLES CULTURAL WEBB IDENTIFY?

A

6 ELEMENTS THAT ACT TOGETHER TO FORM AN ORGANISATIONS CULTURE

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16
Q

WHAT IS THE ‘PARADIGM’?

A

THE HARMONY AND INTERRELATIONSHIP BETWEEN ELEMENTS WHICH IMPACT THE BUSINESS’ ABILITY TO ACHIEVE ITS BUSINESS VISION

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17
Q

WHAT ARE THE 6 FACTORS WHICH MAKE UP THE ‘PARADIGM’?

A 
STORIES
CONTROLS
SYMBOLS
RITUALS AND ROUTINES
POWER STRUCTURE
ORGANISATION STRUCTURE
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18
Q

HOW DO STORIES AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?

A

STORIES ABOUT PEOPLE AND EVENTS ARE SHARED. THESE BUILD MEMORIES AND EMOTIONS LEADING TO IDEAS ABOUT WHAT IS IMPORTANT TO THE BUSINESS

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19
Q

HOW DO SYMBOLS AFFECT A BUSINESSES’ ABILITY TO ACHIEVE THE VISION?

A

THESE CAN BE VISUAL REPRESENTATIONS OF THE BUSINESS SUCH AS LOGOS AND DESIGNS. THESE ALSO TELL YOU THINGS ABOUT THE CULTURE OF A BUSINESS WHETER EXECUTIVES HAVE RESERVED PARKING SPACES OR DINING AREA.

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20
Q

HOW DO RITUALS AND ROUTINES AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?

A

ASPECTS OF THE BUSINESS THAT BECOME RITUAL, WEEKLY BRIEFINGS AND MANAGEMENT MEETINGS. THESE CAN BE INFORMAL SUCH AS DOUGHNUTS ON PAYDAY.

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21
Q

HOW CAN POWER STRUCTURES AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?

A

THE NUMBER AND POSITION OF DECISION MAKERS, INCLUDING WHETHER THE BUSINESS IS CENTRALISED AND DECENTRALISED.

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22
Q

HOW CAN ORGANISATIONAL STRUCTURE AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?

A

WHETHER THE STRUCTURE IS TALL OR FLAT, MATRIX OR HIERARCHICAL. THIS EFFECTS COMMUNICATION AND WORK FLOWS

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23
Q

HOW CAN CONTROLS AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?

A

THE POLICIES AND PROCEDURES IN PLACE TO GUIDE AND MONITOR THE BUSINESS’ ACTIVITIES

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24
Q

WHAT IS CONTENT BASED THEORY OF MOTIVATION?

A

IDENTIFY THE SPECIFIC NEEDS WHICH MOTIVATE EMPLOYEES AND WHY THESE CHANGE OVER TIME

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25
Q

WHAT THEORIES FOCUS ON CONTENT BASED EMPLOYEE MOTIVATION?

A

MASLOW HIERARCHY OF NEEDS

HERZBERGS DUAL FACTOR THEORY

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26
Q

WHAT IS PROCESS BASED THEORY OF MOTIVATION?

A

DESCRIBES AND ANALYSES HOW AN EMPLOYEES BEHAVIOUR AFFECTS MOTIVATION BASED ON EXPECTATIONS, GOALS AND PERCEPTION OF EQUITY

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27
Q

WHAT THEORIES FOCUS ON CONTENT BASED EMPLOYEE MOTIVATION?

A

LOCKE’S GOAL SETTING THEORY

VROOMS EXPECTANCY THEORY

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28
Q

WHAT IS HERZBERG’S DUAL FACTOR THEORY?

A

STATES THAT SOME FACTORS, MOTIVATING FACTORS, WILL CREATE JOB SATISFACTION WHILST OTHERS REDUCE DISSATISFACTION, HYGIENE FACTORS.

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29
Q

WHAT ARE MOTIVATING FACTORS AND NAME 4 EXAMPLES

A

THE PRESENCE OF THESE FACTORS HELPS MOTIVATE WORKERS

  1. ACHIEVEMENT
  2. RECOGNITION
  3. RESPONSINILITY
  4. PROMOTION
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30
Q

WHAT ARE HYGIENE FACTORS AND NAME 4 EXAMPLES

A

IF THESE ARE ABSENT THEY CAN CAUSE DISSATISFACTION. HOWEVER THEIR PRESENCE DOES NOT CREATE SATISFACTION.

  1. PAY AND BENEFITS
  2. RELATIONSHIPS
  3. STATUS
  4. JOB SECURITY
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31
Q

WHAT IS MASLOWS HIERARCHY OF NEEDS?

A

AS ONE HUMAN NEED IS FULFILLED GREATER MOTIVATION IS ACHIEVED BY MOVING TO THE NEXT LEVEL

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32
Q

NAME THE 5 HIERARCHIES AND EXPLAIN HOW THEY CAN BE ACHIEVED (FROM TOP DOWN)

A
  1. SELF-ACTUALISATION: CHALLENGE, FULFILMENT.
    JOB ROLE, RESPONSIBILITY, DECISION MAKING
  2. ESTEEM NEEDS: ACH3IEVEMENT, CONFIDENCE, RESPECT.
    JOB ROLES E.G. MANAGEMENT OR JOB TITLE, RESPONSIBILITY, EMPOWERMENT
  3. PHYSIOLOGICAL NEEDS: LOVE FRIENDSHIP, BELONGING
    TEAM WORK, WORKING CONDITIONS E.G. SOCIAL ENVIRONMENT
  4. SAFETY NEEDS: FAMILY, HOUSE, HEALTH, JOB
    FINANCIAL REWARDS, CONTRACT OF EMPLOYMENT
  5. PHYSICAL NEEDS: FOOD, SHELTER, SLEEP
    FINANCIAL REWARDS E.G. WAGE OR SALARY
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33
Q

WHAT IS LOCKE’S GOAL SETTING THEORY?

A

GOAL SETTING IS DIRECTLY LINKED TO MOTIVATION AND TASK PERFORMANCE
THE WILLINGNESS TO WORK TOWARDS A GOAL IS A KEY FACTOR INFLUENCING PERFORMANCE

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34
Q

WHAT IS THE EFFECTIVENESS OF GOALS DEPENDENT UPON?

A
  1. CLARITY- to avoid any misunderstanding the goal should be easy to understand and specific
  2. CHALLENGE- more difficult tasks motivate people to try harder and hence deliver high quality outcome
  3. COMMITMENT- gaining commitment so that employees will all strive together to achieve the goal
  4. FEEDBACK- providing ongoing feedback to help keep everyone on track
  5. TASK COMPLEXITY- time and energy committed to the outcome will create job satisfaction
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35
Q

WHAT IS VROOM’S EXPECTANCY THEORY?

A

EXPECTANCY THEORY BELIEVES THAT EMPLOYEES WILL BE MORE MOTIVATED TO BEHAVE IN A SET MANNER BASED UPON WHAT THEY BELIEVE THE OUTCOME WILL BE

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36
Q

WHATS DOES VROOM’S EXPECTANCY THEORY BELIEVE ABOUT INDIVIDUALS AND ACHIEVING GOALS?

A

ALL INDIVIDUALS HAVE DIFFERENT DESIRE BUT ULTIMATELY THEIR PERFORMANCE WILL BE AFFECTED BY THE ABILITY TO ACHIEVE THE DESIRED REWARDS

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37
Q

WHAT ARE THE CORE ELEMENTS IN VROOMS EXPECTANCY THEORY?

A
  1. VALENCE- the reward and degree of desire for that reward
  2. EXPECTANCY- the belief in the relationship between cause and effect
  3. INSTRUMENTALITY- the belief that the desired outcome is obtainable and will be rewarded
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38
Q

WHAT ARE FINANCIAL FACTORS?

A

THE VARIETY OF METHODS THAT HAVE A MONEY VALUE AMD ARE USED TO REWARD THE WORKFORCE AND INFLUENCE THEIR BEHAVIOUR AT WORK

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39
Q

NAME 5 METHODS OF FINANCIAL MOTIVATION

A
  1. PIECE RATE- is when payment is based off the number of items produced by an employee
  2. COMMISSION- is when payment is based on the number of units sold
  3. BONUS- is an additional, lump sum, one off payment to an employee for meeting targets
  4. SALARY SCHEMES- are when employees are paid a set annual sum paid in equal instalments, even mis working hours vary on a monthly basis
  5. PERFORMANCE RELATED PAY- is when employees receive a bonus based on the performance of the employee measured against a pre agreed range of criteria
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40
Q

WHAT ARE NON-FINANCIAL FACTORS?

A

THE METHODS OF MOTIVATING EMPLOYEES THROUGH ELEMENTS OF THE JOB DESIGN, INCLUDING ORGANISATIONAL CULTURE

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41
Q

NAME 6 NON-FINANCIAL METHODS OF MOTIVATION

A
  1. CONSULTATION- is the process of seeking the thoughts and opinions of employees prior to making decisions that may affect them
  2. TEAM WORKING- is where employees are organised into groups and work together in order to meet set objectives
  3. FLEXIBLE WORKING- gives employees greater control over their own work routines e.g. start and finish time
  4. JOB ENLARGEMENT- is an increase in the number, as opposed to level, of responsibilities that an employee has in order to increase motivation
  5. JOB ROTATION- is varying the tasks that an employee does to reduce boredom and increase the range of skills that the worker has
  6. JOB ENRICHMENT- is an increase in the level of responsibility that an employee has in order to increase motivation
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42
Q

NAME 4 WAYS IN WHICH THE CULTURE OF AN ORGANISATION CAN AFFECT THE WAY A BUSINESS OPERATES

A
  1. DECISION MAKING
  2. ORGANISATIONAL STRUCTURE
  3. COMMUNICATION
  4. LEADERSHIP STYLES
  5. ATTITUDES TOWARDS WORK
  6. WORKFORCE PERFORMANCE
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43
Q

WHAT IS A TEAM?

A

2 OR MORE INDIVIDUALS ACTING INTERDEPENDENTLY IN ORDER TO ACHIEVE AN OBJECTIVE

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44
Q

WHAT IS THE ‘COMPOSITION OF TEAMS’?

A

THE MIX OF DIFFERENT TYPES OF PEOPLE THAT THE TEAMS MADE UP OF

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45
Q

WHAT ARE THE DIFFERENT FORMS OF TEAM COMPOSITION?

A
  1. FUNCTIONAL
  2. CROSS-FUNCTIONAL
  3. SELF-DIRECTED
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46
Q

WHAT ARE FUNCTIONAL TEAMS MADE UP OF?

A

MEMBERS OF THE SAME DEPARTMENT BUT AT DIFFERENT LEVELS OF HIERARCHY.
EACH TEAM MEMBER WILL INPUT IDEAS INTO THE DISCUSSIONS.
COLLABORATION LEADS TO SYNERGY.

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47
Q

WHAT ARE CROSS FUNCTIONAL TEAMS MADE UP OF?

A

MEMBERS FROM DIFFERENT DEPARTMENTS.

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48
Q

WHAT ARE THE BENEFITS OF CROSS FUNCTIONAL TEAMS?

A

ALLOWS THE TEAM TO HAVE AN INSITE FROM A RANGE OF PERSPECTIVES WITH A RANGE OF EXPERTISE.
TEAM MEMBERS WORK TOGETHER TO HELP ACHIEVE CORPORATIVE OBJECTIVES.
SPECIALISTS FROM EACH AREA WILL HAVE SOME DEGREE OF AUTHORITY TO ENSURE THE FUNCTIONAL AREA CSAN CONTRIBUTE EFFECTIVELY.

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49
Q

WHAT ARE SELF-DIRECTED WORK TEAMS MADE UP OF?

A

GROUPS OF EMPLOYEES THAT WORK TOWARDS A SPECIFIC GOAL BUT WHERE THE TEAM HAS LIMITED MANAGERIAL SUPERVISION

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50
Q

WHAT CONTROL DO SENIOR MANAGEMENT HAVE OVER SELF-DIRECTED TEAMS?

A

THEY WILL HAVE TO EMPOWER THE TEAM IN ORDER FOR IT TO UNDERTAKE EFFECTIVE DECISIONS. THEY WILL SET GOALS BASED ON THE MISSION STATEMENT AND CORPORATIVE OBJECTIVES.

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51
Q

WHAT IS A BUSINESS VISION?

A

A VISUALISATION OF FUTURE SUCCESS. PROVIDES MOTIVATION FOR ALL MEMBERS OF THE TEAM. DOES NOT FOCUS ON DAY-TO-DAY ISSUES BUT THE OVERALL GOAL FOR THE BUSINESS.

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52
Q

WHAT IS ORGANISATIONAL STRUCTURE?

A

THE CULTURE OF THE BUSINESS SETS THE VALUES BY WHICH TEAM MEMBERS OPERATE. ENTREPRENEURIAL CULTURE WILL MEAN THAT THE TEAM IS MORE LIKELY TO TAKE RISKS.

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53
Q

WHAT SKILLS LEAD TO A TEAM WORKING WELL?

A
  1. SPECIFIC FUNCTIONAL EXPERTISE- ensuring correct decisions are made.
  2. CROSS-FUNCTIONAL UNDERSTANDING- individuals in the team must see the bigger picture.
  3. DIVERSITY- allows members to contribute new ideas that will add to the overall understanding of the group.
  4. INTERPERSONAL SKILLS- help collaboration and self-management skills that provide discipline to the individual meaning that tasks are completed on time and to the required standard.
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54
Q

NAME SOME OF THE PERSONALITY TYPES LIKELY TO BE INCLUDED IN A TEAM

A

SOCIAL- emphasis is on the building relationships
INQUISITIVE- always asking questions and seeking answers from other group members
ORGANISE- emphasis is on structure e.g. meetings
HARMONISE- solve issues and tensions within the group
FACILITATE- ensure all members partake in discussion and decision making

55
Q

HOW DO THE GOALS OF INDIVIDUALS EFFECT A TEAM?

A

SELF-INTEREST, PARTICULARLY FROM POWERFUL MEMBERS WITHIN THE GROUP, MIGHT SEE THE TEAMS GOAL’S NOT THEIR MAIN PRIORITY. OTHERS MIGHT BE HIGHLY MOTIVATED TO SUCCEED AS THEY HAVE BOUGHT INTO THE MISSION AND WANT THE ORGANISATION TO ACHIEVE ITS CORPORATE OBJECTIVES.

56
Q

WHAT CAN HAPPEN TO THE TEAM IF RESOURCES ARE NOT AVAILABLE?

A

A TEAM CAN BECOME DEMOTIVATED.

57
Q

WHAT IS THE TANNENBAUM SCHMIDT LEADERSHIP CONTINUUM?

A
  1. A LEADERSHIP MODEL BASED ON A SPECTRUM THAT SHOWS 7 LEVELS OF DELEGATION RANGING BETWEEN THE TWO EXTREMES OF MANAGER CENTRED AND SUBORDINATE-CENTRES APPROACHES
  2. RECOGNISES THAT IN REALITY LEADERS ARE UNLIKELY TO BE AT EITHER EXTREME BUT SOMEWHERE ALONG THE SPECTRUM
58
Q

THE APPROACH A MANAGER TAKES WILL VARY AND DEPEND UPON WHAT?

A
  1. THE FORCES IN THE MANAGER- e.g. personality and characteristics, experience and manager’s attitude towards and trust in subordinated
  2. THE FORCES IN THE SUBORDINATES- e.g. personality and characteristics, experience and subordinates attitude towards and trust in leader
  3. THE FORCES IN THE SITUATION- e.g. the nature of the problem/situation, resource constraints including time and the culture of the organisation
59
Q

LOOK AT DIAGRAM

A
60
Q

WHAT ARE THE 7 LEVELS OF DELEGATION?

A
  1. Manager takes and announces decisions
  2. Manager sells decisions
  3. Manager presents decision with the ideas and invited questions
  4. Manager suggests provisional decision and invites discussion
  5. Manager presents the situation, gets feedback and then decides
  6. Manager explains, defines parameters and asks team to decide
  7. Manager allows team to develop options and decide on action based within managers limits
61
Q

WHAT IS MOTIVATION?

A

THE DESIRE OF THE EMPLOYEES TO ACHIEVE GOALS IN THE WORKPLACE. IT IIS AN IMPORTANT FACTOR IN IMPROVING WORKFORCE PERFORMANCE.

62
Q

NAME 4 REASONS WHY EMPLOYEES HAVE DIFFERENT MOTIVATIONAL NEEDS

A
  1. CHARACTERISTICS
  2. CIRCUMSTANCES
  3. JOB ROLES
    .4. EMPLOYMENT CONTRACTS
63
Q

WHAT DO CONTENT BASED THEORIES OF MOTIVATION SUGGEST?

A

THAT EMPLOYEES HAVE REQUIREMENTS THAT THEY SEEK TO MEET IN THE WORKPLACE E.G. SOCIAL
HERZBERG AND MASLOW

64
Q

WHAT DO PROCESS BASED THEORIES OF MOTIVATION SUGGEST?

A

THAT INDIVIDUALS SET RATIONAL TARGETS THAT THEY WISH TO ACHIEVE AND EXPEND TIME AND EFFORT IN TRYING TO MEET THESE
LOCKE AND VROOM

65
Q

WHAT ARE THE DIFFERENT TYPES OF EMPLOYEE MOTIVATIONAL NEEDS?

A
  1. CHARACTERISTICS

2. MOTIVATIONAL NEEDS

66
Q

EXPLAIN CHARACTERISTICS

A

EACH PERSON HAS DIFFERENT PERSONALITY TRAITS. SOME EMPLOYEES ARE MOTIVATED BY REWARDS SUCH AS BONUSES AND RECOGNITION.
OTHERE EMPLOYEES RESPOND TO PUNISHMENT SO COERCION AND THREATS MAKE THEM ACHIEVE

67
Q

EXPLAIN CIRCUMSTANCES

A
68
Q

WHAT ARE JOB ROLES?

A

THE LEVEL OF RESPONISBILITY INVOLVED IN DIFFERENT JOBS WILL HAVE A BEARING ON MOTIVATION.
IN HIGHLY SKILLED JOBS IT IS LIKELY THAT THE EMPLOYEE IS SELF-MOTIVATED AND ABLE TO SET THEIR OWN TARGETS THAT THEY WILL STRIVE TO ACHIEVE.
LOW SKILLED JOBS WILL REQUIRE LESS MOTIAVTION AS WORKERS ARE MORE LIKELY TO MEET THEIR LOWER LEVEL NEEDS ONLY.

69
Q

WHAT ARE EMPLOYEE CONTRACTS?

A

FEELING RECOGNISED DUE TO GOOD TERMS AND CONDITIONS OF WORK IS LIKELY TO BE HIGHLY MOTIVATIONAL. EMPLOYEES ARE MORE LIKELY TO BE LOYAL TO THE ORGANISATION AND SEEK TO REPAY THEIR GRATITUDE BY BEING MOTIVATED TO PERFORM WELL.

70
Q

WHAT DOES MASLOW’S HIERARCHY OF NEED’S SUGGEST ABOUT EMPLOYEE MOTIVATION?

A

EMPLOYEES CAN BE MOTIVATED BY MEETING HIGHER LEVEL NEEDS.
IF A LEADER CAN ESTABLISH WHERE THE EMPLOYEE IS LOCATED ON THE HIERACHY OF NEEDS THEY CAN DETERMINE WHAT MOTIVATOR TO USE.

71
Q

GIVE 3 EXAMPLES OF HIGHER ORDER NEEDS

A
  1. SELF-ACTUALISATION
  2. SELF-ESTEEM
  3. PHYSCOLOGICAL NEEDS
72
Q

WHAT ARE 3 EXAMPLES OF LOWER ORDER NEEDS?

A
  1. SAFTEY NEEDS

2. PHYSICAL NEEDS

73
Q

WHAT DOES HERZBERG’S DUAL FACTOR THEORY SUGGEST ABOUT MOTIVATORS?

A

THEY PLAY A SIGNIFICANT PART IN MOTIVATING EMPLOYEES.
THESE INCLUDE SIMILAR CHARACTERISTICS TO MASLOW SUCH AS ACHIEVEMENT, GREATER RESPONSIBILITY. PROMOTION PROSPECTS AND RECOGNITION.

74
Q

HOW CAN THE MOTIVATION OF EMPLOYEES BE ACHIEVED ACCORDING TO HERZBERG?

A

ENRICHING THE JOB OF THE EMPLOYEE.

LEADERSHIP SHOULD RECOGNISE THE INDIVIDUAL NEEDS OF EACH EMPLOYEE AND PROVIDE OPPORTUNITIES FOR THEM TO GROW

75
Q

EXPLAIN MOTIVATING FACTORS AND GIVE 3 EXAMPLES

A

THE PRESENCE OF THESE FACTORS HELP TO MOTIVATE WORKERS.

  1. ACHIEVEMENT
  2. RECOGNITION
  3. WORK
  4. RESPONSIBILITY
  5. PROMOTION
  6. GROWTH
76
Q

EXPLAIN HYGIENE FACTORS AND GIVE 3 EXAMPLES

A

IF THESE ARE EBSENT THEY CAN CAUSE DISSATISFACTION. HOWEVER, THEIR PRESENCE DOES NOT CREATE SATISFACTION.

  1. PAY AND BENEFITS
  2. COMPANY POICY
  3. RELATIONSHIPS
  4. WORK CONDITIONS
  5. STATUS
  6. JOB SECURITY
77
Q

WHAT DOES LOCKE’S GOAL-SETTING THEORY OF MOTIVATION SUGGEST?

A

EMPLOYEES RESPOND WELL TO BEING SET REALISTIC TARGETS. THESE ARE SEEN AS A CHALLENGE AND MOTIVATE THE EMPLOYEE AS THEY CAN WORK TOWARDS IT.
THIS MEANS THAT LEADERS MUST SET SPECIFIC AND SET CLEAR GOALS.

78
Q

WHAT CAN POORLY RESEARCHED GOAL SETTING LEAD TO?

A

CAN HAVE DENOMINATIONAL EFFECT AND LEAD TO THE EMPLOYEE FEELING UNDERMINED.

79
Q

EXPLAIN THE ORDER OF LOCKE’S GOAL SETTING THEORY?

A
  1. INVOLVEMENT IN SETTING GOALS
  2. LINK GOALS TO WORK UNITS
  3. SMART goals
  4. INVOLVE SUPERVISORS IN GOAL SETTING
  5. PERFORMANCE REVIEWS
  6. ONGOING FEEDBACK
  7. FOCUS ON MEANINGFUL GOALS
  8. ALIGN REWARDS AND RESULTS
80
Q

WHAT DOES VROOM’S EXPECTANCY THEORY SUGGEST?

A

THAT INDIVIDUALS ARE MOTIVATED TO BEHAVE IN A CERTAIN WAY THAT WILL YIELD BETTER RESULTS THAN ALL OTHER BEHAVIORS.

81
Q

WHAT DOES EFFORT LEAD TO?

WHAT DOES PERFORMANCE LEAD TO?

A

THE ATTAINMENT OF THE DESIRED PERFORMANCE.

WILL LEAD TO THE DESIRED OUTCOME E.G. A BONUS.

82
Q

WHAT IS VALENCE?

A

THE VALUE PLACED ON THE OUTCOME BY THE INDIVIDUAL, THE GREATER THE VALENCE THE GREATER THE MOTIVATION.

83
Q

FOR ALL THESE PROCESSES TO TAKE PLACE, WHAT DOES VROOM SAY MUST HAPPEN?

A

THE LEADER MUST HAVE STRONG UNDERSTANDING OF THE VALUES THAT ARE IMPORTANT TO THE EMPLOYEE. THEY MUST ENSURE THEY HAVE THE RESOURCES, SUCH AS TRAINING, ARE MADE AVAILABLE SO THAT EMPLOYEES CAN REALISTICALLY ACHIEVE THEIR GOALS.

84
Q

EXPLAIN THE LEADERSHIP CYCLE?

A

EXPECTANCY- effort will lead to performance
INSTRUMENTALITY- performance will lead to reward
VALENCE- reward is desired by the employee
MOTIVATION- the greater the valence the greater the motivation

85
Q

WHAT IS THE DEFINITION OF POWER?

A

THE ABILITY TO MAKE OR STOP SOMETHING FROM HAPPENING.

86
Q

DEFINE POSITION POWER

A

THE ABILITY TO INFLUENCE OTHERS IS BASED ON THE MANAGER’S OFFICIAL ROLE IN THE ORGANISATION’S HIERARCHY E.G. THEIR POSITION

87
Q

WHAT IS LEGITIMATE POWER?

A

INFLUENCE STEMMING FROM THE FACT THAT THE MANAGER HAS BEEN GIVEN AUTHORITY, NORMALLY REFLECTED IN THEIR POSITION IN THE HIERARCHY

88
Q

HOW DOES LEGITIMATE POWER IMPACT EMPLOYEES?

A

THEY HAVE A FORMAL RIGHT TO MAKE DECISIONS.
SUBORDINATES HAVE TOP ADHERE TO REASONABLE INSTRUCTIONS AS SPECIFIED IN THEIR CONTRACT OF EMPLOYMENT.
MANAGERS HAVE THE RIGHT TO REWARD EMPLOYEES AND PUNISH THEM AS THEY SEE FIT.

89
Q

LEGITIMATE POWER CAN BE DIVIDED INTO COERCIVE POWER AND REWARD POWER.
WHAT IS COERCIVE POWER?

A

INFLUENCE STEMMING FROM THE FACT THE MANAGER HAS THE ABILITY TO FORCE SOME SUBORDINATES TO DO SOMETHING AGAINST THEIR WILL.

90
Q

WHY WOULD A MANAGER USE COERCIVE POWER?

A

SO THAT INDIVIDUALS COMPLY WITH THE WISHES OF THE MANAGER.
MANAGERS CAN PUT PRESSURE ON WORKERS, MAKING WORK UNCOMFORTABLE AND INCREASING STRESS LEVLES.
THE MANAGER CAN WITHDRAW REWARDS OR PUNISH THE EMPLOYEE.
THIS CAN LEAD TO DISCRIMINATION AND ABUSE.

91
Q

WHAT IS REWARD POWER?

A

INFLUENCE OTHERS STEMMING FROM THE MANAGERS ABILITY TO DELEGATE RESPONSIBILITY.

92
Q

EXPLAIN REWARD POWER

A

ALLOWS THE MANAGER TO DEVELOP A DEGREE OF LOYALTY AS SUBORDINATES TRY TO PERFORM TASKS TO A HIGH STANDARD TO BE REWARDED.
REWARDS CAN BE FINANCIAL OR NON-FINANCIAL.
ALTHOUGH THIS CAN LEAD TO DEMOTIVATION IF THE EMPLOYEE BELIEVES THEY DESERVE A REWARD AND DO NOT GET ONE.
IT CAN LEAD TO ALLEGATIONS AND FAVOURITISM.

93
Q

WHAT IS PERSONAL POWER?

A

INFLUENCE STEMMING FROM THE ABILITY OF A MANAGER TO INFLUENCE SUBORDINATES BECAUSE OF THEIR INDIVIDUAL QUALITIES.

94
Q

EXPALIN PERSONAL POWER

A

MIGHT BE BECAUSE OF THEIR EXPERTISE IN THE FIELD THAT THEY WORK OR BECAUSE OF PERSONAL QUALITIES SUCH AS CHARISMA, PERSONALITY AND INTEGRITY.
THIS LEADS TO THE MANAGER HOLDING INFLUENCE OVER THE SUBORDINATE DUE TO THEIR STRENGTH OF PERSONALITY.

95
Q

PERSONAL POWER CAN BE DIVIDED INTO EXPERT AND REFERENCE POWER.
WHAT IS EXPERT POWER?

A

INFLUENCE STEMMING FOM THE SKILLS AND EXPERTISE.

96
Q

EXPLAIN EXPERT POWER

A

CAN BE USED TO ATTAIN POWER AS THE MANAGER IS SEEN TO HAVE THE ABILITY TO DO THE JOB, THIS LEADS TO RESPECT AMONGST THE WORKFORCE.
THESE MANAGERS CAN USE THEIR DECISION-MAKING AND PROBLEM-SOLVING ABILITIES TO SOLVE ISSUES AND PERSUADE SUBORDINATES.
THIS IS MADE EASIER AS THEY HAVE THE RESPECT OF THE WORKFORCE.
THIS CREATES A SENSE OF GRATITUDE, MAKING IT EASIER FOR MANAGERS TO ENSURE LOYALTY FROM THE SUBORDINATE

97
Q

WHAT IS REFERENT POWER?

A

INFLUENCE STEMMING FROM THE ABILITY OF A LEADER TO MANGE A SUBORDINATE DUE TO THE HIGH ESTEEM IN WHICH THEY ARE HELD.

98
Q

EXPLAIN REFERENT POWER

A

MANAGER WILL HAVE GOOD INTERPERSONAL SKILLS AND IS OFTEN SEEN AS A ROLE MODEL FOR THE SUBORDINATE.
OFTEN THEY WILL BE CHARISMATIC WITH THE ABILITY TO PERSUADE SUBORDINATES DUE TO THEIR CHARMING MANNER AND PERSONALITY.
WELL LIKED
THEY WILL BE INFLUENTIAL AND LOOKED UP TO BY SUBORDINATES

99
Q

DEFINE EMPOWERMENT

A

THE DELEGATION OF RESPONSIBILITY TO EMPLOYEES, ALLOWING THEM TO USE THEIR ABILITIES AND HAVE A GREATER SAY IN THE DECISION MAKING PROCESS.

100
Q

WHAT DOES EMPOWERMENT INVOLVE SHARING?

A

INFORMATION, REWARDS AND POWER

101
Q

WHO QUOTED THAT “SHARING KNOWLEDGE IS POWER`’?

A

SIR FRANCIS BACON

102
Q

WHAT DOES SHARING POWER SUGGEST?

A

EMPLOYEES HAVE GAINED THE TRUST OF THEIR SUPERIORS. GREATER POWER= GREATER AUTHORITY AND RESPONSIBILITY, LEADING TO A HIGHER LEVEL OF RESPECT.

103
Q

WHAT DOES HERZBERG SUGGEST ABOUT EMPOWERMENT?

A

INDIVIDUALS ARE MOTIVATED BY CHALLENGING AND MEANINGFUL WORK RECOGNITION, RESPONSIBILITY AND ACHIEVEMENT.

104
Q

WHAT DOES HE SAY EMPOWERMENT WILL INCREASE?

A
  1. COMMITMENT
  2. CREATIVITY
  3. SATISFACTION
105
Q

EXPLAIN HOW EMPOWERMENT WILL INCREASE COMMITMENT

A

EMPLOYEES WANT TO ACHIEVE AND THEREFORE WORK HARDER. LEADING TO IMPROVED PERFORMANCE AND PRODUCTIVITY.

106
Q

EXPLAIN HOW EMPOWERMENT WILL INCREASE CREATIVITY

A

EMPLOYEES BECOME MORE INNOVATIVE AS THEY IMMERSE THEMSELVES IN THE TASK.
THEY WILL TAKE SATISFACTION FROM COMING UP WITH NEW IDEAS.
THEY WIKL ALSO BECOME MORE PRODUCTIVE

107
Q

HOW DOES EMPOWERMENT INCREASE SATISFACTION?

A

IF AN EMPLOYEE IS GIVEN RESPONSIBILITY THEY ARE LIKELY TO FEEL WANTED AND RECOGNISED MAKING THEM MORE PRODUCTIVE AS THEY FEEL A SENSE OF EMPOWERMENT

108
Q

HOW IS MANAGEMENT CONTROL A PROBLEM WITH EMPOWERMENT?

A

ABILITY OF MANAGERS IS REDUCED AS SUBORDINATES HAVE MORE CONTROL OVER OUTCOMES.

109
Q

HOW DOES DEVOLUTION OF POWER EFFECT EMPOWERMENT?

A

AUTHORITY HAD BEEN DELEGATED DOWN THE HIERARCHY.

MANGERS MAY FEAR LOSS OF POWER

110
Q

HOW DOES WILLINGNESS OF EMPLOYEES TO ACCEPT RESPONSIBILITY EFFECT EMPOWERMENT?

A

EMPLOYEES MAY THINK THAT THE REWARD THAT GOES WITH ADDITIONAL RESPONSIBILITY IS NOT WORTH THE TIME AND EFFORT.
FORCING THE EMPLOYEE TO ACCEPT RESPONSIBILITY MAY LEAD TO DEMOTIVATION

111
Q

NAME 2 CIRCUMSTANCES IN WHICH EMPOWERMENT SHOULD BE USED?

A

A DEMOCRATIC OR LAISSEZ FAIRE LEADERSHIP STYLE IS REQUIRED.

SKILLED WORKERS HAVE THR ABILITY TO UNDERTAKE MORE RESPONSIBLE JOBS.

112
Q

WHEN DOES CHANGE OCCUR WITHIN A BUSINESS?

A

WHEN A BUSINESS ALTERS IT STRUCTURE, SIZE OR STRATEGY TO RESPOND TO INTERNAL OR EXTERNAL INFLUENCE.

113
Q

WHY SHOULDN’T CHANGE BE SEEN AS BAD?

A

MUST BE MANAGED CAREFULLY TO ENSUTE A BUSINESS MAINTAINS OR INCREASES IT COMPETITIVENESS AS A RESUKT OF CHANGE

114
Q

WHAT CAN ORGANISATIONAL CHANGE BE?

A

CULTURAL
STRATEGIC
STRUCTURAL
PROCEDURAL

115
Q

DEFINE ORGANISATIONAL CULTURE

A

values and standards shared by people within a business

116
Q

DEFINE CULTURAL ORGANISATIONAL CHANGE

A

Involves a transformation of thinking within a business. It requires a change in values and standards shared by employees.

117
Q

DEFINE LEADERSHIP

A

Will have to create a vision that can be followed by all employees and is likely to be set out in the mission statement

118
Q

DEFINE MANAGEMENT

A

will have to put a plan into place that allows for job roles to be designated and the use of monitoring and reviewing to see whether change has been successful

119
Q

DEFINE POSITIVE REWARDS

A

E.G. financial incentives and promotion l opportunities and negative punishments E.G. coercion and disincentives might be used to persuade employees to change

120
Q

WHAT IS STRATEGY?

A

THE MEDIUM TO LONG TERM PLANS MADE BY A BUSINESS SO AS TO MEET ITS CORPORATE OBJECTIVES

121
Q

WHY IS STRATEGIC CHANGE NECESSARY?

A

AS MARKETS AND COMPETITORS ARE DYNAMIC

122
Q

GIVE 3 EXAMPLES IF STRATEGIC CHANGE

A
  1. NEW MARKET DEVELOPMENT
  2. NEW PRODUCT DEVELOPMENT
  3. RESTRUCTURING
  4. RELOCATION
123
Q

WHAT DOES STRATEGIC ORGANISATIONAL CHANCE REQUIRE THE BUSINESS TO ASK?

A
  1. WHERE ARE WE NOW?
  2. WHERE DO WE WANT TO BE?
  3. HOW DO WE GET THERE?
124
Q

WHAT DID HENRY MINTZBERG SUGGEST?

A

THE STRATEGY MIGHT BE PLANNED, WITH A SEQUENCE OF STEPS TAKEN TO CHANGE THE BEHAVIOUR OF THE ORGANISATION AND ITS EMPLOYEES OR EMERGENT, WITH STRATEGY DEVELOPING OVER TIME IN THE ABSENCE OF SPECIFIC GOALS

125
Q

WHAT DOES MINTZBERG’S EMERGING STRATEGY SUGGEST?

A

THAT STRATEGIC ORGANISATIONAL CHANGE COMES ABOUT DUE TO PLANNED INTENTIONS COLLIDING WITH CHANGES IN THE REAL WORLD. FOR EXAMPLE, TECHNOLOGY DEVELOPMENT

126
Q

WHAT WOULD A PURELY PLANNED STRATEGY MEAN?

A

THE BUSINESS WOULD BE UNABLE TO ADAPT FULLY TO, AND LEARN FROM, CHANGES IN THE EXTERNAL ENVIRONMENT

127
Q

WHAT HAPPENS IF A BUSINESS USES A FULLY EMERGENT STRATEGY?

A

WOULD MEAN THAT THE BUSINESS IS ALMOST LEFT WITH NO DIRECTION, WITH NO SET OBJECTIVES, LEADING TO LOSS OF CONTROL BY SENIOR MANAGEMENT

128
Q

DEFINE STRUCTURAL ORGANISATIONAL CHANGE

A

involves redesigning systems within the business. This might occur due to both internal and external factors

129
Q

WHAT WILL STRUCTURAL ORGANISATIONAL CHANGE IMPACT?

A
  1. LEVELS OF HIERARCHY
  2. CHAINS. OF COMMAND
  3. ADMINISTRATION SYSTEMS
  4. MANAGEMENT SYSTEMS
130
Q

MAJOR STRUCTURAL CHANGE WILL OCCUR DUE TO SIGNIFICANT CHANGE IN THE SITUATION OF THE BUSINESS
GIVE 6 WAYS IN WHICH A BUSINESSES SITUATION COULD CHANGE

A
  1. MERGERS AND TAKEOVERS
  2. THE ENTRANT OF A LARGE NEW COMPETITOR INTO THE MARKET
  3. CHANGES IN THE BUSINESS CYCLE
  4. CHANGES IN LEADERSHIP
  5. POLICY CHANGES AS THE BUSINESS TAKES A NEW STRATEGIC DIRECTION
131
Q

WHAT ARE BARRIERS TO CHANGE?

A

THE OBSTACLES THAT OBSTRUCT THE SMOOTH IMPLEMENTATION OF CHANGE

132
Q

WHAT COULD THE REASONS FOR RESISTANCE TO CHANGE BE?

A

SELF-INTEREST
MISUNDERSTANDING AND LACK OF TRUST
LOW TOLERANCE FOR CHANGE
DIFFERENT ASSESSMENT OF THE NEED FOR CHANGE

133
Q

EXPLAIN HOW SELF INTEREST CAN RESIST CHANGE

A

stakeholders fear they will be worse off from change and therefore want to protect themselves

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