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business managment > AOS1 business foundations (SAC) 2 > Flashcards

AOS1 business foundations (SAC) 2 Flashcards

1
Q

Management styles

  • what
  • the types of styles (5)
  • what determines type of style
A

the way in which a manager makes decisions and communicates with employees. The way a manger will do this will differ;

  • autocratic
  • persuasive
  • consultive
  • participative
  • laissez- faire

The style can be influences by

  • the personality of manager
  • skills and experiences of employees
  • nature of the situation in which decisions is made
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2
Q

AUTOCRATIC

  • 3 characteristics
  • 3 times to use
A

dictates polices and procedures

  • Manager makes all decisions and TELLS staff the decisons
  • (centralised)
  • one way communication (top-down)

good when;

  • time lacking
  • employees lack experience in tasks and knowledge
  • simple tasks
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3
Q

centralised

A

manager has all control, employees have no input

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4
Q

AUTOCRATIC STRENGTHS AND WEAKNESSES

A
  • fast decision making
  • clear directions given to employees, they are clear of their role in business and tasks requires of them
  • ideas not encourages= low morale
  • smaller pool of ideas
  • poor relationship between managers and employees
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5
Q

PERSUASIVE

  • 3 characteristics
  • 3 times to use
A
  • manager makes the decisions and SELLS the decision to staff
  • Centralised
  • one way communication, gives reasoning as to why decisions are made

good to use when;

  • time is important
  • employee lack knowledge or experience
  • simple tasks
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6
Q

PERSUASIVE STRENGTHS AND WEAKNESSES

A
  • fast decisions
  • employees feel valued
  • managagers gain support on decisions because provided more information
  • no employee input
  • employees become frustrated as their ideas are not heard
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7
Q

CONSULATIVE

  • 3 characteristics
  • 3 good times to you
A
  • manager seeks feed back from employees before making decision
  • (less centralised, still centralised)
  • two way communication, feedback = informed decison

good to use when;

  • time available to gather feedback
  • employees have experience and knowledge that manager can use In informed decision
  • problems need to be solved or something changing
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8
Q

CONSULATIVE STRENGTH AND WEAKNESS

A
  • variety of ideas, improve quality of decision
  • employee confidence
  • employee more interested as more involved
  • time consuming
  • ideas may be over looked = conflict/ resentment
  • employees have no knowledge they cant contribute
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9
Q

PARTICIPATIVE

  • 3 characteristics
  • 3 good times to use
A
  • manager joins in with staff to make decision
  • decentralised ( need to all agree)
  • two way communication, employees have a high level of employee empowerment
  • sufficient time available
  • good when employee are experienced and have skills
  • problem solving required or more complex tasks (needing more ideas)
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10
Q

decentralised

A

both employee and manager able to make a decision

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11
Q

PARTICIPATIVE STRENGTHS AND WEAKNESSES

A
  • high level of trust
  • large pool ideas
  • strong relationships
  • employees more receptive to change
  • time consuming
  • conflict- disagreement on final decision
  • more time making decisions then working
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12
Q

LAISSEZ FAIRE

  • 3 characteristics
  • 3 good times to use
A
  • manager gives full control and responsibility to employees for the operation of a task
  • decentralised- employee run day to day operations
  • two way communication and horizontal
  • pressured for time (delegate tasks)
  • time not issue (go at own pase)
  • highly skilled employees that can be trusted
  • creative
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13
Q

LAISSEZ FAIRE STRENGTHS AND WEAKNESSES

A
  • sense of ownership
  • encourage team work and creativity
  • communication completely open
  • loss control by management
  • possible misuse of materials
  • objective can be loss
  • conflict with workers
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14
Q 
Managment skills (6) 
- what is
A
  • communication
  • delegation
  • planning
  • leading
  • interpersonal
  • decision making
  • management skills are abilities that the manager use to help them achieve their set objective. without the skills the business has no set of direction
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15
Q

Communication (management skill)

  • what
  • why beneficial
A
  • transfer of information from sender to receive, and listen to feedback. This can be verbal or non-verbal. Two way communication and one way communication are used in different situations.
  • clear = task requirements are not misunderstood

(sharing info and understand)
(system used to share and inform employees of the business)
(manager communicate with external stakeholders)

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16
Q

Planning

  • what
  • why beneficial
  • 3 types what are and examples
A

decisions that are future orientated. Involving achieving goals or objectives within a specific time frame.
three main levels of planning
- strategic - long term up to 5 yrs senior managers involved
example, management directors planning open new branch
- tactical - short term 6month, 2 yrs, middle management
operational manager, buying seasonal stock for retail store
- operational- very short term (weekly or daily) lower managers
frontline managers making weekly rosters

17
Q

delegation skills

  • what
  • why beneficial
A

passing authority or specific tasks to employees while still maintaining responsibility. It can be effective to build up employees skill and confidence. As well as giving out tasks to everyone during busy times for the business so deadlines can be met

18
Q

leadership skills

  • what
  • why benficial
A

process of manager influencing and motivating employees towards the achievement of business objectives. Leaders usually have inspiring qualities allowing them to share their visions, creating loyalty, positive culture and raise in morale

19
Q

decision making

  • what
  • why beneficial
A

ability to select the best course of action from a range of options.
managers can not be effective if they don’t make decisions. these decisons need to be well informed, consistent and supportive of the mission and strategic plan of the business. Also an exception that decisons with compliment the business corporate social responsibility polices.

20
Q

corporate culture

A

is the shares values beliefs and behaviours of the people within a business. two types offical and real

21
Q

official corporate culture- what is it

A
  • official corporate culture is an outline of preferedvalues, beliefs and behaviours of the people within the business, this is stated in offical documents (mission statement or polices)
22
Q

real corporate culture - what is it

A

reflects how things actually operate. may be the same as offical or may be completely different if there are issues in business.

  • how staff communicate
  • way they dress
23
Q

importance of positive corporate culture

A
  • positive environemnt
  • better staff retention rates
  • attractivness to potential employees, allowing them to pick from the best in their feilds
  • greater productivity= greater success
24
Q

elements that make up corporate culture

A

values; values that the business has
physical layout; open spaces= collaboration
rituals; social gatherings

25
Q

business can develop corporate culture through

A

-managment proving and example of culture in action
example collaborating they should be too
-training in line with the desired culture (great customer service, employee needs to be trained)
-communicating desired values
-recognising and rewarding staff that demonstrate values= positive reinforcement
- developing on the elements to create the corporate culture (layout of buisness)
- eat lunch together = communication

business managment (5 decks)

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