2.1/2.2/2.3 Management Flashcards
What are the 4 functions of management?
Planning
Directing
Organising
Controlling
What does the planning function mean?
- Setting objectives
- Conducting analysis to gather forecasts
- Drawing up plans for functional areas
- Estimating likely resource needs
What does the organising function mean?
- Management will determine the internal organisational structure
- Establish and maintain relationships
- Allocate necessary resources
What does the directing function mean?
- Motivation and communication of staff
What does the controlling function mean?
Setting standards using the company’s objectives
- Financial reports
- Employee performance
- Social performance
Using Mintzberg’s roles of management name 3 types of interpersonal management?
Figurehead
Liaison
Leader
Using Mintzberg’s roles of management name 3 types of informational management?
Monitor
Disseminator
Spokesperson
Using Mintzberg’s roles of management name 4 types of decisional management?
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
What are the 4 leadership styles?
Autocratic
Paternalistic
Democratic
Laissez-Faire
What is the autocratic style?
Leader makes decisions without reference to anyone else
High degree of dependency on the leader
Can create de-motivation and alienation
of staff
May be valuable in some types of business where decisions need to be made quickly and decisively
What is the democratic style?
Consultative: process of consultation before decisions are taken
Persuasive: Leader takes decision and seeks to persuade others that the decision is correct
May help motivation and involvement
Workers feel ownership of the firm and its ideas
Improves the sharing of ideas and experiences within the business
Can delay decision making
What is the paternalistic style?
Leader acts as a ‘father figure’
Paternalistic leader makes decision but may consult
Believes in the need to support staff
What is the Laissez-Faire style?
‘Let it be’ – the leadership responsibilities are shared by all
Can be very useful in businesses where creative ideas are important
Can be highly motivational, as people have control over their working life
Can make coordination and decision making time-consuming and lacking in overall direction
Relies on good teamwork
Relies on good interpersonal relations
What determines what leadership style should be used?
- Type of labour force
- Nature of task and time
- Personality of leader
What is the blake mouton grid?
Y axis concern for people (Low to High)
X axis concern for task (Low to high)
What are the types of leadership in the blake mouton grid and their positions?
Country Club - Create safe comfortable working conditions, minimal conflict. (Top Left)
Impoverished - Laissez-Faire minimal effort for management, avoid blame. (Bottom Left)
Team - Staff closely involved in decision-making, like McGregor Theory Y(Top Right)
Task - Autocratic, McGregor theory X (Bottom Right)
Middle of the Road - Less effective (compromises)
What is the Tannenbaum Schmidt continuum?
Shows where the managers approach lies
What are the 5 categories of the Tannenbaum Schmidt continuum?
Tells Sells Consults Shares Delegates
Tannenbaum Schmidt continuum 1?
- The Manager Decides and Announces the Decision
Autocratic leadership style
The manager reviews options in light of aims, issues, priorities, timescales
Decides the action and informs the team of the decision.
The team plays no active part in making the decision.
The team may well perceive that the manager has not considered the team’s welfare at all.
Tannenbaum Schmidt continuum 2?
- The Manager Sells the Idea
The manager makes the decision as in number 1
Will explain the reasons to the team, particularly the positive benefits the team will enjoy from the decision
The manager is seen by the team to recognise their importance and to have some concern for them
Tannenbaum Schmidt continuum 3?
- The Manager Presents Ideas and Asks Questions
Softer in their approach and want the team to feel like they have a valued input in the process
The team is invited to ask questions and discuss with the manager the rationale behind the decision
More involving and participative approach than the first two
Enables team to appreciate the ideas and the reasons for the decision and the implications
Tannenbaum Schmidt continuum 4?
- The Manager Suggests a Tentative Decision and Invites Discussion
The manager discusses and reviews the provisional decision with the team
Acknowledges that the team has something to contribute to the decision-making process, which is more involving and therefore motivating than the previous level
The manager will only be at this level when they are sure that their team are experienced enough to put trust in their thinking and decision making
Gives the team power over how the process is going to be dealt with
Tannenbaum Schmidt continuum 5?
- The Manager Presents the Situation or Problem, gets Suggestions and then Decides
Team is encouraged and expected to offer ideas and additional options, and discuss implications of each possible course of action. The manager then decides which option to take.
High and specific involvement for the team, and is appropriate particularly when the team has more detailed knowledge or experience of the issues than the manager.
Tannenbaum Schmidt continuum 6?
- The Manager Asks Team to Make Decisions Within the Limits that are Set
Delegated responsibility for the decision within the limits that the manager has set
Manager may or may not be part of the team who makes the decision
Gives huge levels of responsibility to the team but the manager can still control the risk and outcomes to an extent