2.1, 2.2, 2.3 Flashcards
1
Q
what are the 4 functions of management
A
- planning
- organising
- directing
- controlling
2
Q
what is planning
A
- looking into the future after evaluating the companies current position
- planning could vary due to external factors
- planning helps managers reduce the chance fir failure in the future, a plan can highlight problems and encourage managers to find a solution
3
Q
what is organising
A
- mangers must assemble the resources that they need to carry out the plan
- management will need to determine the internal organisation structure and establish and maintain relationship, as well as allocating necessary resources
4
Q
what is directing
A
- management is able to influence and oversee the behaviour of staff in achieving the companies goals as well as assisting them by providing necessary resources
- motivation- managers tend to motivate employees to assist in achieving objectives more efficiently, making directing easier
- communication- effective communication can mean that directing may be easier
5
Q
what is controlling
A
- setting standards using company objectives, and reviewing and reporting performance
- compare the objectives and the performance to determine any necessary corrective or preventive action
6
Q
what are the 5 areas of the Blake mouton grid
A
- impoverished- 1 people, 1 task
- country club- 9 people, 1 task
- produce or perish- 1 people, 9 task
- middle-of-the-road- 5 people, 5 task
- team style- 9 people, 9 task
7
Q
what is autocratic leadership
A
- primarily one-way communication (downwards)
- minimal delegation
- close supervision of employees
- one person or a few people in control, making all the decisions themselves
8
Q
when is autocratic leadership appropriate
A
- in emergencies where quick decision making is necessary
- when the same message needs to be given out to everyone
- when managers are responsible for a large number of employees (usually unskilled)
9
Q
when is autocratic leadership inappropriate
A
- when taking highly complex decisions requiring diverse knowledge and skill
- when leading highly skilled employees
- where junior managers are expected to develop a full range of managerial skills
10
Q
what is democratic leadership
A
- leader delegates a lot to employees, encourages decentralisation
- leader and subordinates discuss decisions and issues themselves
- the leader takes inti consideration advice from employees
- subordinates are empowered and have greater control of their working lives
- may not be very effective in an emergency
- may however motivate workers through delegation
11
Q
what is laissez-faire leadership
A
- leader has minimal input
- usually for highly skilled employees, eg scientists
- employees are empowered to take majority of decisions themselves
- organisation could lack a sense of direction however with no leader
12
Q
what is a programmed decision
A
deal with problems that are familiar and where the information required to make them is easy to obtain
13
Q
what is a non-programmed decision
A
deal with situations that are unstructured and require a unique solution, may be risky
14
Q
benefits of decision trees
A
- allows managers to evaluate all options and consider the possible consequence of all of them
- may result in a more logical, less rushed process based off of evidence instead of gut feeling
- enforces managers to refer to the quantifiable data and consider the forecast costs, benefits and probabilities
- provide logical comparisons
15
Q
drawbacks of decision trees
A
- only include financial and quantifiable data, the business could be in a state that doesn’t allow a decision to be as successful as predicted
- estimations of probability
- difficult to use successfully
