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2.5 > Flashcards

1
Q

Purposes of policies

A

Establish a consistent interpretation of the intentions of senior management
Offer guiding principles for actions within the organisation – policies allow and restrict actions
Reflect the mission and vision objectives of the organisation
Assist with compliance and acceptance of desired behaviors within the organisation

policy is a written statement that outlines the organisation’s stance on and approach to particular issues, that contains a procedure that defines how it will be implemented. Policies are designed to clearly define what needs to be done in regards to issues that arise in the day to day activities of an LSO such as Occupational Health and Safety or sexual harassment.

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2
Q

Effective policies must be:

A

Clearly expressed so that everyone can understand them
Cleary communicated so everyone is aware of their existence, and potential and actual changes to them
Policies cover things like bullying, sexual harassment, equal opportunity, privacy, smoking, use of internet and email

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3
Q

Define procedures

A

Enables a policy to be put into practice

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4
Q

Policy development needs to be:

A

A The need to change a policy may originate with any of the stakeholders of the LSO

The need of a new policy will arise because there is an issue or problem that needs to be resolved

The policy should be presented to senior management after feed-back alterations and then sent to stakeholders

After the policy has been introduced it will need to be monitored to make sure it is easily understood and that it is being followed.

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5
Q

What are the policy development steps

A
  1. Issue identification – “This is wrong, we need to fix it!”
  2. Research and Analysis business environments – “What exactly needs to be changed and what are the possibilities for the exact form of the change”
  3. Consult stakeholder – “What do those affected by a new policy think?”
  4. Develop new policy – “Preparation of a proposed policy”
  5. Draft policy for review by stakeholders – “This is what is being proposed”
  6. Revise the policy
  7. Approve and distribute new policy – “This is what the policy is going to be.”
  8. Monitor the policy
  9. Evaluation – “Did the new policy help achieve Organisational objectives
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6
Q

Pressures on ‘macro’ policy development

A

Legislative compliance
Ethics and social responsibility
International e.g. terrorism, global financial crisis
Changes in technology

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7
Q

‘Operating’ pressures on policy development

A

Competitiveness
Lobby groups e.g. RACV
Unions E.g. Australian Nursing Federation

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8
Q

‘Internal pressures on policy development

A

Owner/Shareholders

Management, employees

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9
Q

Define management style

A

Refers to the behavior and attitude of the manager

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10
Q

Usually managers are those who:

A

Posses a range of specific management skills

Can use their skills in a number of managerial roles

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11
Q

Define communication

A

Involves the ability to transfer information from a sender to a receiver and to listen to feedback

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12
Q

What is interpersonal communication

A

Interpersonal communication – sharing information between 2 people
Organisational

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13
Q

What is organisational communication

A

sharing information with large numbers of people

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14
Q

Describe forms and methods of communication

A

Forms of communication: reading (written data like emails), verbal written (expressing thoughts and ideas through emails, word documents), verbal oral (talking to people to spread information and gain feedback)

The method of communication will depend on the audience that is whether management is communicating with employees, suppliers or shareholders

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15
Q

Define policy

A

Is a set of board guidelines to be followed by all employees when dealing with important areas of decision making

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16
Q

Define delegation

A

Is the transfer of authority and responsibility from a manager to an employee to carry out specific activities

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17
Q

Importance of delegation

A

The manager delegating the task remains accountable for the outcome of the delegated work – but allows the employee or employees to make their own decisions

Delegation is an important skill to use to manage time effectively and to enable staff to learn new skills potentially leading to new ideas and employee motivation

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18
Q

Define negotiation

A

skills involve the ability to resolve a dispute or to produce a satisfactory agreement on a course of action

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19
Q

When does negotiation occur

A

Occurs when 2 parties enter into discussions that are intended to resolve a dispute or to produce an agreement on a course of action (outcome should satisfy both sides)

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20
Q

When negotiating mangers should try to

A

Try to put themselves in the shoes of the other party
Encourage the discussion on each sides perceptions
Allow the party to contribute in the process so they feel involved
Listen and acknowledge what is being said
Speak clearly and purposefully
Build relationship with other party

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21
Q

Define group / team dynamics

A

Are the interaction of individuals within teams / groups
Managers

Managers are now days required to adopt a ‘team approach’ negotiating decisions rather than imposing demands - the role of manager is changing form controller to facilitator.

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22
Q

Define empowerment

A

Is to include them (employees) fully in decision-making, provide them with autonomy, and give them the necessary trust training and development and reward to enable them to work as a team.

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23
Q

Define problem solving

A

Is the broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation

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24
Q

6 typical steps to problem solving

A 
Identify the problem and cause
Gather relevant information
Develop alternative solutions
Analyse the alternatives 
Chose one alternative and implement it
Evaluate situation

Management will then develop alternative solutions – after analyzing each one of the alternatives for their advantages / disadvantages management chooses what they deem to be the best solution
If the solution does not work management will have to start the problem-solving process again

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25
Q

Define decision making

A

Is the process of identifying the options available and then choose a specific course of actions

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26
Q

Effective decision making involves

A

making decisions in particular time frames & adequately asses the level of risk involved if the decision is implemented
Time

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27
Q

Define time management

A

Involves the ability to priorities tasks, set deadlines, review progress and delegate

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28
Q

Define stress management

A

Involves the ability to manage the levels of stress that develop in employees

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29
Q

Explain stress management

A

There are many causes of stress – referred to as ‘stressors’ e.g. working long hours, dealing with new technology, fear of losing job, poor organizational systems and process
Stressors can also be external to an organisation e.g. family or gambling problems
High levels of stress will likely cause health problems and lead to poor performance

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30
Q

Define emotional intelligence

A

Is the skill of identifying, assessing and managing the emotions of self and others

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31
Q

Explain management styles and skills

A

The type of management style that a manager selects will determine the range and degree of skills they use

E.g if a manager uses a participative style – then clear communication, delegation and teamwork skills will be important
An autocratic manager would use communication and decision making skills but in very different ways

32
Q

Define management ethics

A

Are the application of moral standards to management behavior

How managers respond to ethical and social situations will have a long-lasting consequence for the image and reputation of the company as well as it’s cooperate culture, policies, objectives and strategies

33
Q

Within a business world the following ethical issues regularly occur:

A

Fairness / honesty
Respect for people
Conflict of interest
Financial management

34
Q

Explain fairness and honesty in relation to business ethics

A

Obviously obey laws and regulations. Society expects managers to tell the truth and avoid using misleading or deceptive information

35
Q

Explain respect for people in relation to bus ethics

A

If managers treat their staff with respect then you would also expect employees to act ethically. Occasionally a business may become aware of an unethical practice of an employee – can place the business in a difficult decision

36
Q

Explain conflict of interest in relation to bus ethics

A

Occurs when a person takes advantage of a situation or piece of information for his or her gain rather than the employer’s interest.

Once a pattern of corruption takes hold and is seen to be acceptable behavior it quickly becomes entrenched within the organisation

e.g. bribes and corruption

37
Q

Explain financial management in relation to bus ethics

A

It is generally accepted that financial management decisions reflect the objectives of an organisation and the interests of shareholders.
The common practice of overestimating expenditures and revenues to allow for unexpected and uncertain events is an ethical issue
All financial records internally and externally should be ‘audited’ regularly “

38
Q

Define an audit

A

an independent check of the accuracy of financial records and accounting procedures

39
Q

Define cooperate code of conduct

A

Is a set of ethical standards for managers and employees to uphold.

40
Q

Define social responsibility

A

Is the obligations a business has over and above it’s legal responsibilities to the wellbeing of employees, customers, shareholders and the community as well as the environment

41
Q

Explain the goals of social responsibility

A

A socially responsible business will attempt to achieve two goals simultaneously – expanding the business while providing for the greater good of society.
Socially responsible behaviors cost more in the short term but in the long run it turns out to be in the company’s best interest

42
Q

Explain the evolution of social responsibilities in Aus’t

A

Today society’s are more informed and better educated resulting in higher expectations in business practices and greater awareness of the social responsibilities of businesses
Employees – demand improved working conditions
Consumers- reliable, safe and environmentally friendly products
Gov’t legislation has also increased directly influencing business behaviors

43
Q

Define a social report

A

Outlines what an organisation has done and is doing with regard to social issues

44
Q

Define delegation

A

Is the transfer of authority and responsibility from a manager to an employee to carry out specific activities

45
Q

Importance of delegation

A

The manager delegating the task remains accountable for the outcome of the delegated work – but allows the employee or employees to make their own decisions

Delegation is an important skill to use to manage time effectively and to enable staff to learn new skills potentially leading to new ideas and employee motivation

46
Q

Define negotiation

A

skills involve the ability to resolve a dispute or to produce a satisfactory agreement on a course of action

47
Q

When does negotiation occur

A

Occurs when 2 parties enter into discussions that are intended to resolve a dispute or to produce an agreement on a course of action (outcome should satisfy both sides)

48
Q

When negotiating mangers should try to

A

Try to put themselves in the shoes of the other party
Encourage the discussion on each sides perceptions
Allow the party to contribute in the process so they feel involved
Listen and acknowledge what is being said
Speak clearly and purposefully
Build relationship with other party

49
Q

Define group / team dynamics

A

Are the interaction of individuals within teams / groups
Managers

Managers are now days required to adopt a ‘team approach’ negotiating decisions rather than imposing demands - the role of manager is changing form controller to facilitator.

50
Q

Define empowerment

A

Is to include them (employees) fully in decision-making, provide them with autonomy, and give them the necessary trust training and development and reward to enable them to work as a team.

51
Q

Define problem solving

A

Is the broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation

52
Q

6 typical steps to problem solving

A 
Identify the problem and cause
Gather relevant information
Develop alternative solutions
Analyse the alternatives 
Chose one alternative and implement it
Evaluate situation

Management will then develop alternative solutions – after analyzing each one of the alternatives for their advantages / disadvantages management chooses what they deem to be the best solution
If the solution does not work management will have to start the problem-solving process again

53
Q

Define decision making

A

Is the process of identifying the options available and then choose a specific course of actions

54
Q

Effective decision making involves

A

making decisions in particular time frames & adequately asses the level of risk involved if the decision is implemented
Time

55
Q

Define time management

A

Involves the ability to priorities tasks, set deadlines, review progress and delegate

56
Q

Define stress management

A

Involves the ability to manage the levels of stress that develop in employees

57
Q

Explain stress management

A

There are many causes of stress – referred to as ‘stressors’ e.g. working long hours, dealing with new technology, fear of losing job, poor organizational systems and process
Stressors can also be external to an organisation e.g. family or gambling problems
High levels of stress will likely cause health problems and lead to poor performance

58
Q

Define emotional intelligence

A

Is the skill of identifying, assessing and managing the emotions of self and others

59
Q

Explain management styles and skills

A

The type of management style that a manager selects will determine the range and degree of skills they use

E.g if a manager uses a participative style – then clear communication, delegation and teamwork skills will be important
An autocratic manager would use communication and decision making skills but in very different ways

60
Q

Define management ethics

A

Are the application of moral standards to management behavior

How managers respond to ethical and social situations will have a long-lasting consequence for the image and reputation of the company as well as it’s cooperate culture, policies, objectives and strategies

61
Q

Within a business world the following ethical issues regularly occur:

A

Fairness / honesty
Respect for people
Conflict of interest
Financial management

62
Q

Explain fairness and honesty in relation to business ethics

A

Obviously obey laws and regulations. Society expects managers to tell the truth and avoid using misleading or deceptive information

63
Q

Explain respect for people in relation to bus ethics

A

If managers treat their staff with respect then you would also expect employees to act ethically. Occasionally a business may become aware of an unethical practice of an employee – can place the business in a difficult decision

64
Q

Explain conflict of interest in relation to bus ethics

A

Occurs when a person takes advantage of a situation or piece of information for his or her gain rather than the employer’s interest.

Once a pattern of corruption takes hold and is seen to be acceptable behavior it quickly becomes entrenched within the organisation

e.g. bribes and corruption

65
Q

Explain financial management in relation to bus ethics

A

It is generally accepted that financial management decisions reflect the objectives of an organisation and the interests of shareholders.
The common practice of overestimating expenditures and revenues to allow for unexpected and uncertain events is an ethical issue
All financial records internally and externally should be ‘audited’ regularly “

66
Q

Define an audit

A

an independent check of the accuracy of financial records and accounting procedures

67
Q

Define cooperate code of conduct

A

Is a set of ethical standards for managers and employees to uphold.

68
Q

Define social responsibility

A

Is the obligations a business has over and above it’s legal responsibilities to the wellbeing of employees, customers, shareholders and the community as well as the environment

69
Q

Explain the goals of social responsibility

A

A socially responsible business will attempt to achieve two goals simultaneously – expanding the business while providing for the greater good of society.
Socially responsible behaviors cost more in the short term but in the long run it turns out to be in the company’s best interest

70
Q

Explain the evolution of social responsibilities in Aus’t

A

Today society’s are more informed and better educated resulting in higher expectations in business practices and greater awareness of the social responsibilities of businesses
Employees – demand improved working conditions
Consumers- reliable, safe and environmentally friendly products
Gov’t legislation has also increased directly influencing business behaviors

71
Q

Define a social report

A

Outlines what an organisation has done and is doing with regard to social issues

72
Q

Management skills

A 
Negioation
Decision making
Time management 
Delegation 
Communication 
Problem solving 
Stress management
73
Q

Key management roles

A

Planning
Organising
Leading
Controlling.

74
Q

Advantages and disadvantages of operating in a ethical and environmental manner

A

Enhanced reputation - can lead to higher sales and bigger customer base

Development of a positive cooperate culture - values and beliefs reflect ethical and social responsibility

Retaining high quality staff job morale increase productivity increases

Less conflict within organisation fewer ethical and social issues with external and internal environment

Employees enjoy working contributing to the community

Expensive to implement (some can’t afford)

Time and resources are spent on managing social responsibilities initiates that ist legally required

Less time and resources - redirecting capital and staff away from the business core purpose

75
Q

How can senior management implement ethical and social responsibilities

A

Develop a code of conduct visible in company website all employees expected to sign it

Run training programs for all employees to develop their knowledge and in dealing with ethical issues that might arise in their day to day work

Include references to ethical and social responsibilities in all policies
Ensure employees have guidance on what is the appropriate ethical response

Complete a social audit / social report - how the org is dealing with social issue that affects its stakeholders

76
Q

Leadership qualities

A

Interpersonal qualities - the ability to understand and relate to others having empathy

Informational skills - having understood the business this will have the manager identify problems and develop solutions
Understanding of IT is also important

Decision making skills - identifying problems and opportunities and choosing a soultion
Also includes evaluating risk and time management

Bus-man (10 decks)

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