Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

A-level Business > 2 - Managers, leadership and decision making 🥇 > Flashcards

2 - Managers, leadership and decision making 🥇 Flashcards

1
Q

Define leadership

A

deciding on a direction for a company in relation to its objectives and inspiring staff to achieve those objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Define management

A

getting things done by organising other people to do it

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are the 4 types of leadership?

A

Autocratic, Democratic, Laissez-faire, Paternalistic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the pros of autocratic leadership?

A
  • valuable in businesses where decisions must be made quickly
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are the cons of autocratic leadership?

A
  • high dependency on leader
  • can create de-motivation and alienation in staff
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is autocratic leadership?

A

makes decisions without referance to anyone else

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What are the pros of democratic leadership?

A
  • motivating
  • staff feel ownership of ideas
  • improves sharing of ideas = innovation
  • consultative
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What are the cons of democratic leadership?

A
  • delays decision making
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What is democratic leadership?

A

different perspectives and discussions with leaders and staff

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What are the pros of laissez-faire leadership?

A
  • useful in creative/innovative businesses
  • motivational as staff have control
  • relies on good teamwork
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What are the cons of laissez-faire leadership?

A
  • makes co-ordination and decision making time consuming
  • lacking in direction and goals
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What is laissez-faire leadership?

A
  • “let it be” = responsibilties are shared
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What are the pros of paternalistic leadership?

A
  • leader = father figure
  • staff recognise manager is trying to support them
  • close supervision but attempts are made to gain respect of staff
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What are the cons of paternalistic leadership?

A
  • staff may trust their “father figure” too much so won’t voice queries
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What is paternalistic leadership?

A
  • employees are consulted but leader makes all decisions
  • type of authoritarian management but the manager attempts to look after the needs of subordinates
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What factors affect leadership styles?

A
  • the task / particular situation
  • company structure
  • time available to complete task
  • group / leader’s personality
  • group size
  • type of labour - skilled / unskilled
  • culture of the organisation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Who is senior management?

A

eg. Board of Directors
- sets corporate objectives
- responsible for shareholders
- led by CEO

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Who is middle management?

A
  • accountable to senior
  • run business functions and departments
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Who is junior management?

A
  • supervisory role
  • accountable to middle
  • monitor and control day-to-day tasks
  • manage team of staff
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

What is the Tannenbaum and Schmidt Continuum of Leadership?

A

illustrates a range of potential leadership and management styles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

What does the Continuum of Leadership recognise?

A

that a chosen leadership style depends on a variety of factors, including leader’s personality, qualities of staff, situational factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

What is the Blake Mouton Managerial Grid?

A

identifies different leadership styles based on a grid:

y-axis = concern for people
x-axis = concern for completing task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What should all leaders strive for in the Blake Mouton Grid?

A

team management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What are the 5 different managements in the Blake Mouton Grid?

A

Country club / team / impoverished / authority-obedience / middle of the road

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Pros and cons of scientific decision making

A

Pros = supported by quantifiable data / logical
Cons = time-consuming / expensive data

26
Q

What are the pros and cons to intuitive decision making?

A

Pros = allows for quick decision making / encourages innovation and creativity
Cons = difficult to justify / reliant on expertise and experience

27
Q

Define opportunity costs

A

the cost of a decision is measured by the benefits forgone of the next best alternative

28
Q

What are the steps to scientific decision making?

A

1 . set objectives
2. gather data
3. analyse data
4. make decision
5. implement decision
6. review decision

29
Q

Define a decision tree

A

maps out the different options available, the possible outcomes and the points where decisions need to be made - calculations can be made from the tree

30
Q

Advantages of decision trees

A
  • set out the problem clearly
  • encourages logical thought
  • quantitative approach
  • take risk into account
  • useful when similar scenarios have already occurred
  • tactical decisions
31
Q

Disadvantages of decision trees

A
  • ignore constant changing nature of business
  • difficult to gather data / probabilities
  • less useful for new ideas
  • management bias to influence the estimates of probability and financial returns to manipulate data
  • doesn’t include expertise
  • ignore qualitative issues
32
Q

Blake Mouton

What is country club management?

A

High concern for people
Low concern for task

33
Q

Blake Mouton

What is Team Management?

A

High concern for people
High concern for task

34
Q

Blake Mouton

What is authority-obedience management?

A

High concern for task
Low concern for people

35
Q

Blake Mouton

What is impoverished management?

A

Low concern for people
Low concern for task

36
Q

Blake Mouton

What is middle of the road management?

A

This style is used when the team is left by themselves while you work on higher priorities

37
Q

Tannenbaum Schmidt Continuum

What is tells?

A

Manager makes decision and tells team

38
Q

Tannenbaum Schmidt Continuum

What is sells?

A

Manager makes decisions and sells it to the team

39
Q

Tannenbaum Schmidt Continuum

What is suggests?

A

Manager presents suggestions but invites questions from the team

40
Q

Tannenbaum Schmidt Continuum

What is consults?

A

Manager makes decision, consulting team before making final

41
Q

Tannenbaum Schmidt Continuum

What is joins?

A

Manager presents problem, gets team ideas, then makes decision

42
Q

Tannenbaum Schmidt Continuum

What is delegates?

A

Manager defines limits then asks team for decisions

43
Q

Tannenbaum Schmidt Continuum

What is abdicates?

A

Manager allows full freedom to explore options and make decisions

44
Q

Tannenbaum Schmidt Continuum

In what order does leadership styles sit in this?

A

Autocratic, paternalistic, democratic, laissez-faire

45
Q

Stakeholder Mapping

When do you keep stakeholders satisfied?

A

When they have high power but low interest

46
Q

Stakeholder Mapping

When do you manage stakeholders closely?

A

High level of interest and high level of power

47
Q

Stakeholder Mapping

When do you monitor stakeholders?

A

low power and low level of interest

48
Q

When do you keep stakeholders informed?

A

Low power but high level of interest

49
Q

List 5 roles of managers

A
  • setting objectives
  • analysing
  • leading
  • making decisions
  • reviewing
50
Q

What are the 5 main influences on decision making?

A
  • mission
  • objectives
  • ethics
  • external environment (competition/economy)
  • resource constraints
51
Q

Stakeholders

What may shareholders/owner want?

A
  • ROI
  • success
  • growth
52
Q

Stakeholders

What may managers / employees want?

A
  • rewards & job satisfaction
  • job security / promotions
  • good working conditions
53
Q

Stakeholders

What may customers want?

A
  • value for money
  • product quality
  • customer servhce
54
Q

Stakeholders

What may suppliers want?

A
  • continued trade
  • financial stability
55
Q

Stakeholders

What may banks/financial providers want?

A
  • growth in profits
  • good cash flows
56
Q

Stakeholders

What may the govt want?

A
  • payment of taxes
  • business growth = employment
  • compliance with legislation
57
Q

Stakeholders

What may society want?

A
  • success
  • compliance with local laws (noise/pollution)
58
Q

Stakeholders - Conflict

Who will support and who will oppose the business decision to cut jobs to reduce costs?

A

Support - shareholders and bank
Oppose - employees and local community

59
Q

Stakeholders - Conflict

Who will support and who will oppose the business decision to introduce new machinery?

A

Support - customers and shareholders
Oppose - employees (lose their jobs)

60
Q

Stakeholders - Conflict

Who will support and who will oppose the business decision to add extra shifts to increase factory capacity?

A

Support - managers/customers/suppliers
Oppose - local community

A-level Business (10 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions