Brainscape's Knowledge GenomeTM

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


See full index

A2 Business Specification Cards > 8 - Management > Flashcards

8 - Management Flashcards

1
Q

What type of approach does Taylors (1856 -1917) motivational theory adopt?

A

A scientific approach, meaning it can be replicated anywhere and by anyone.
Jobs are broken down into tasks and the best suited candidates are chosen to specialise.
The theory believes that linking reward to effort increases productivity.

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

How are workers paid in Taylors theory?

A

piece rate: paid per item made

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

What are the problems with Taylors theory?

A
  • outdated; these days people want more satisfaction from their work
  • not suitable for every job. i.e the tertiary sector
  • doesn’t take into account psychological factors…it’s very boring!
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What does Mayo’s motivational theory suggest?

Whats the most important thing about his theory?

A

Psychological factors; praise and reward etc
these are what make people feel and respond positively.
He felt as though communication effects productivity as well as the workplace environment and working in groups. Recognition of employees is important.

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

What are the limitations with Mayo’s theory?

A
  • outdated; nowadays these factors are expected and taken for granted
  • difficult to tell whats actually increasing productivity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is the difference between content and process theories?

A

content deals with ‘what motivates employees’ whereas process deals with the process of motivation and how it occurs.

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

Who embody the three content theories?

A

McClellend, Herzberg, Maslow

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What is McClellend’d (1917-1998) theory?

A

Three needs theory.
There are three needs; achievement, affiliation and power. One of these will be dominant and influence workers behaviour. If the dominant is identified then it can be motivated appropriately.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What is affiliation?

A

sense of belonging

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

characteristics of people who like to achieve..

A
  • likes to work on a task in which results are based on effort
  • likes to receive regular feedback
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

characteristics of people who like to feel affiliation..

A
  • people orientated over task orientated

- adheres to the culture of the workplace

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

characteristics of people who like to have the power..

A
  • likes to influence/dominate others

- likes to win

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

what are the limitations of McClellend’s theory?

A
  • meeting employees needs will not always be beneficial and is time consuming
  • personality is not necessarily what drives you at work
  • may demotivate other employees who aren’t receiving attention
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What is Herzberg’s (1923-2000) theory called?

A

Two factor theory.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What are the two factors in Herzbergs theory?

explain these..

A

‘hygiene and motivating factors’
Hygiene factors: pay and working conditions. the absence of these causes dissatisfaction but employees are not actually motivated by these.
Motivating factors: responsibility, recognition, praise, rewards etc

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Limitations of Herzberg?

A
  • for classification it depends on the nature of the job
  • some employees may value these factors more than others i.e some may get satisfaction from hygiene
  • job enlargement and enrichment for some may be viewed as ‘more work for the same pay’
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Maslows hierarchy of needs.. (bottom to top)

what do you have to do before you can get to the top?

A

physiological, safety, social, self esteem, self actualisation
must achieve the bottom needs before the top are achieved

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

Self actualisation?

A

fulfilling potential, promotions etc

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Self esteem?

A

feel good factor; praise, respect etc

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Social?

A

staff friendliness e.g. staff parties, dinners, days out etc

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

Safety?

A

equipment etc

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

Physiological?

A

basic needs of survival e.g. food, drink

in order to achieve this there must be a fair wage

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

limitations of Maslows theory (1908-1970)?

A
  • order of needs may be different for different people
  • challenging for the business to meet each need for every employee as well as expensive and time consuming
  • not everyone can reach every level
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Whose is an expectancy theory?

A

Vroom (1932-)

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

Vrooms expectancy theory?

A

Employees will first make a decision based upon what they expect to happen i.e. can i do it?
They will also take into account the valence (what value is placed on the reward they will receive) i.e. is this worthwhile?
therefore his theory suggests that workers must believe that they are able to gain a reward that they desire.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What is the managers role in Vrooms theory?

What must they do?

A

they calculate the likelihood of motivation by calculating expectancy by valance
Instrumentality: they must make sure the reward is followed through and ensure all resources are in place as well as making sure targets are achievable.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

what is the equation for Vrooms theory?

what does it result in?

A

motivation/’force’ = valence x expectancy
results in a number between 0 and 1
0-0.5 less motivated
0.6-1 more motivated

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

limitations of Vroom?

A
  • placing values on expectancy is subject to opinion
  • difficult to correlate performance against reward
  • people place different value on reward
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What is Peters theory based around?

A

Excellence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Peters motivational theory?

what were his suggestions?

A

trying to achieve the highest standards
must focus on people not the control of people

  • acknowledging employees achievements
  • involving employees in decision making
  • giving them responsibility
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

brief limitation of Peters theory?

A

-relies on good leadership skills to work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

What is Locke’s (1938-) theory?

What were his 5 principles?

A

goal setting theory.
based on the premise that employees like to have goals and enjoy working towards them
he researched five principles to include; clarity, challenge, feedback, commitment and task complexity.
his 5 principles is just the process of goal setting

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

limitations of Locke’s theory?

A
  • may work towards the goal at the expense of other parts of the job
  • targets don’t necessarily work
  • requires constant monitoring and feedback which is very time consuming
  • demotivating if goals aren’t achieved
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

What is Druckers motivation theory?

what does MBO stand for?

A

He believed that good management is crucial..
people are an asset, not a cost to be minimised (they help a business to be successful)
He is known by his concept of ‘Management by Objectives’

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

What are some of Druckers key suggestions?

A
  • take an interest in employees
  • offer ongoing training
  • ensure rewards are shared fairly
  • communicate objectives
36
Q

what does the term knowledge worker mean? (links to Druckers theory)

A

A persons whose job involves handling or using info/technology
their knowledge is an asset and this means they are very hard to replace

37
Q

problems with Drucker?

A
  • relies on good leadership skills; this is difficult to be taught
  • some employees won’t be as motivated by ‘non monetary’ methods
38
Q

some types of non-monetary methods of motivation?

A

praise, recognition reward, job security, job enlargement, job rotation and job enrichment

39
Q

some monetary methods of motivation (described)?

A

fringe benefits: anything extra you get on top of your usual pay
profit sharing: take an amount of the profits and share among staff
bonus: something extra received for doing well
commission: getting paid a percentage of what you sell
share option: giving employees opportunities to buy shares at a discount to sell on
overtime: extra work for extra pay

40
Q

what is meant by motivation?

A

a strong desire to act/perform in a certain way

41
Q

what is meant by morale?

A

the confidence/enthusiasm/’spirit’ of an individual or a group

42
Q

3 reasons why motivation is important?

A
  • increases work ethic and productivity
  • less prone to absenteeism
  • makes change easier to implement
43
Q

what are the characteristics of a manager

A
  • tough
  • strict
  • work by the textbook
  • autocratic
  • safe, doesn’t take risks
  • sets examples
44
Q

what are the characteristics of a leader

A
  • charismatic
  • positive outlook
  • clear on objectives
  • genuine and honest
  • offers team support
  • consistent
45
Q

who identified the 3 styles of leadership?

A

Lewin (in 1939)

46
Q

autocratic leadership?

A
  • expects precision in work
  • very strict
  • close supervision
  • doesn’t involve employees in decision making
  • thinks motivation is only through monetary methods
47
Q

democratic leadership?

A
  • encourages employees to help make decisions
  • encourages two way communication
  • allows employees to use initiative
  • believes that motivation is not simply through monetary methods
48
Q

laissez-faire leadership?

A
  • provides little direction
  • very laid back
  • often requires employees to set their own task and objectives
49
Q

paternalistic leadership?

A
  • wants the workforce to feel involved in decision making
  • cares for employees
  • adopts a parental approach
  • wants employees to accept their view regardless of their own
50
Q

where are autocratic managers often found?

A

in centralised structures as all decisions are made at the top of the hierarchy

51
Q

where are democratic managers likely to be found?

A

in decentralised structures as those at the top encourage creativity and decision making from all levels

52
Q

McGregors Theory X and Theory Y is a theory of how managers view employees..
How do theory X employees view work?
How do theory Y employees view work?

A

X: dislikes work and responsibility, very lazy
lacks the ability to work unsupervised
lacks initiative
motivated by money

Y: enjoys their work under the right conditions
willing to accept responsibility and challenges
able to self discipline

53
Q

how are managers adopting a theory X approach likely to act?

A

autocratic manner
limited communication
little job satisfaction implemented
driving force is money

54
Q

how are managers adopting a theory Y approach likely to act?

A

democratic manner
sees employees as valuable assets
employees encouraged to set own goals etc

55
Q

the trade off between people needs and task needs: Blake and moutons leadership grid

what are the parts to it?

A 
country club 
team leader
authoritarian 
impoverished 
(middle of the road)
56
Q

people needs?

A

the needs of employees - a manager who concentrates on people needs will try to make employees content and in high spirits - sometimes at the expense of getting work done

57
Q

task needs?

A

a manager who has an overriding desire to ‘get the job done’ and is orientated towards the task

58
Q

country club leadership?

A

concerned about the well beings of employees rather than completing the required tasks. morale high, however, some employees could take advantage

HIGH PEOPLE NEEDS, LOW TASK NEEDS

59
Q

authoritarian leadership?

A

concerned with the task rather than employees. the needs of the employee must always take second place over task

HIGH TASK NEEDS, LOW PEOPLE NEEDS

60
Q

impoverished leadership?

A

lack of concern for both people and the task. unable to do both of these, very ineffective. morale and productivity both low

LOW TASK NEEDS, LOW PEOPLE NEEDS

61
Q

team leadership?

A

strong and equal regard for both employees and the task ahead. this is what a manager should aim for
high levels of motivation alongside high levels of productivity

HIGH TASK NEEDS, HIGH PEOPLE NEEDS

62
Q

middle of the road leadership?

A

compromises between the two sets of needs. neither is truly met and less outcomes are achieved. these leaders are often indecisive

63
Q

Blake and Moutons managerial grid (def)

A

a method of identifying the actions, priorities and therefore leadership style of a manger.. this is done by looking at task needs and people needs

64
Q

Adair three circle theory?

A
  1. achievement of tasks
  2. team involved in tasks
  3. individuals involved in tasks
65
Q

what does Adair’s theory suggest?

A

that leaders have to try and balance the needs of all three elements in the circles; a failure to consider all three leads to failure

66
Q

whats a problem with Adair’s circle theory?

A

the three elements can conflict with each other… e.g. ensuring the task is in full focus may be at expense of the individuals who are involved with the task.. or too much time may be spent on the groups/individuals on the task and not the task itself.

67
Q

Carlyle and Galton’s trait theory..

A

concentrates on the traits shown by successful leaders (the characteristics required of these)

68
Q

Carlyle and Galton’s characteristics of an effective leader?

A
  • motivational
  • integrity (ethical approach)
  • self confidence
  • creative (new ideas)
  • intelligent
69
Q

Tannenbaum and Schmidts leadership theory focuses on what?

A

the trade off between the amount of control a leader has and the interaction between the leader and their employees

70
Q

what is Tannenbaum and Schmidt’s theory sometimes known as?

A

the ‘contingency’ approach

71
Q

4 styles of Tannenbaum and Schmidt’s theory? Explained..

A

Tell: the leader simply informs the employee on their decision (autocratic approach) and employees are expected to comply
Sell: leader makes the decision but attempts to ‘sell’ it to the employee - two way communication adopted
Consult: step further than sell as the leader presents their ideas and invites discussion, offering a collaborative approach - two way communication is the norm
Participate: focus on the employees and not the leader as they ask employees to make the decision, this does however have limits and boundaries

72
Q

specialist department managers include..

A

marketing
production
personnel
finance

73
Q

marketing managers need to ..

A
  • market research
  • pricing strategies
  • product marketing
  • distribution of the product
74
Q

production managers need to ..

A
  • stock control
  • quality control
  • purchasing
  • maintenance
75
Q

finance managers need to ..

A
  • cashflow
  • cost analysis
  • setting and monitoring budgets
  • house keeping
76
Q

personell managers need to ..

A
  • motivation
  • employee records
  • appraisal
  • training
77
Q

what is a trade union?

A

an organisation of employees that seeks to protect and improve the interests of its members. it negotiates on working conditions and pay

78
Q

what are ‘no strike deals’?

A

when a union gives up the right to strike

79
Q

work to rule?

A

employees do exactly what is stated in their contract and no more

80
Q

employee participation?

A

employees have the ability to participate in the decision making process at work

81
Q

benefits to a business of employee participation?

A
  • increased motivation
  • better communication
  • improved quality of decision making (new and improved ideas)
82
Q

quality circles?

A

regular short meetings during work hours - the objective is to discuss and resolve work related problems.

83
Q

work councils?

A

a formal meeting of managers and employee representatives to discuss pay and working conditions. this is a legal requirement in the EU.

84
Q

Industrial action?

A

the measures that a union can take to put pressure on management in a dispute, in order to make them change their mind about a decision

85
Q

what is ACAS?

A

Advisory conciliation and arbitration services (government funded action) - it is the main way for a business to avoid conflict between management and employees - trade unions and managers follow ACAS guidelines

A2 Business Specification Cards (10 decks)

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