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MLBB HEROES & SKILLS > BROA 303 | REVIEWER > Flashcards

BROA 303 | REVIEWER Flashcards

1
Q

Is a system of rules and relationships that govern how an organization is run. It shows how decision-making is distributed, how work gets done and how information flows.

A

Organizational Structure

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2
Q

Organizational Structure is dependent on:

A

(1) The size of your business
(2) Goals you wish to accomplish
(3) The type of work your business perform

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3
Q

One leader at the top, a small executive
leadership team below, and tiers of managers leading down to the bottom team of employees

A

Pyramid Organizational Structure

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4
Q

The hub signifies a central or lead
organization that serves as the coordinating entity. The spokes on the other hand represent partner organizations that are directly linked to the hub. Each spoke interacts directly with the hub not necessarily with each other.

A

Hub-And-Spokes Structure

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5
Q

This is where employees report to
multiple bosses rather than one. It does
away with the 1 boss, vertical system

A

Matrix Structure

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6
Q
  • Is the process through which individuals work with and through other people to accomplish organizational objectives.
  • It is considered a process because of its ongoing state of operation
A

MANAGEMENT

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7
Q
  • Managers who coordinate the company’s activities
  • provide the overall direction for the accomplishment of its goals
A

TOP MANAGEMENT

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8
Q
  • Responsible for carrying out particular activities of the overall goals (ex. Heads of the sales, program, news, promotion and marketing, production, engineering, business departments)
  • Carry out the decisions made by top level management
A

MIDDLE MANAGEMENT

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9
Q
  • Closely supervise the routine work of employees under their charge ( ex . a radio station local sales manager reports to the general sales manager; tv control room supervisor who reports to the production manager)
A

LOWER MANAGEMENT

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10
Q

Maslow’s Hierarchy of Needs

A

(1) Self Actualization
(2) Esteem
(3) Belonging
(4) Safety Needs
(5) Physiological Needs)

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11
Q

Sources of Power of Leader

A

(1) Relationship
(2) Influence
(3) Expanding Network

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12
Q

Sources of Power of Manager

A

(1) Official Position
(2) Chain-of-command

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13
Q

(1) Cast a vision
(2) Align people around the vision

A

Vision vs. Administration (LEADER)

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14
Q

(1) Administrate toward the vision
(2) Organize around specific objectives

A

Vision vs. Administration (MANAGER)

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15
Q

Media managers need a technical understanding of their operations for technology and innovation constantly impact the communication industries. Employees usually have a greater respect for managers with technical expertise.

A

Technical Skills

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16
Q

Most managers identify this area as the single most important skill in the process of management. Successful managers in the media exhibit strong interpersonal skills and are particularly adept at leading and motivating employees as well as creating a spirit of cooperation and participation among all employees.

A

Human or People Skills

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17
Q

Managers must understand the complexities of the internal and external environment and make decisions based on sound judgment. Because change is constant in the electronic media, managers must be able to respond quickly to changes in the environment—whether they concern audience tastes and preferences, technology, or employee relations.

A

Problem-Solving Skills

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18
Q

Managers need strong financial skills to establish ad maintain budgets, meet revenue projections and deal with budgetary contingencies.

A

Financial Skills

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19
Q

With so many options for entertainment and information, managers must know how to position their product effectively and what vehicle to use to create awareness.

A

Marketing Skills

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20
Q

Management style depends on the ff.

A

(1) Nature of Organization
(2) Level of Management
(3) Region
(4) culture
(5) Person Himself)

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21
Q

Information often does not trickle all the way down. Communication breakdown makes the employees feel as though they are disconnected from the leaders at the top who rarely communicate directly with anyone but the people directly beneath them.

A

Disadvantages of Pyramid Organizational Structure

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22
Q

Provides a clear hierarchy of authority and responsibility. Everyone knows who they report to and what their role is. Encourages loyalty to the department.

A

Advantages of Pyramid Organizational Structure

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23
Q
  • Centralized coordination, minimizes duplication
  • Efficient communication
A

Advantages of Hubs-and-Spokes

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24
Q

There’s a need for a more collaborative decision-making process involving all partner organizations.

A

Disadvantages of Hubs-and-Spokes

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25
Q
  • Combination of skills and competencies
    – when people from diverse departments work together, it helps solve problems in a more efficient way.
  • Employees are exposed to different functions apart from their job, pick up more skills
  • Fosters innovation
A

Advantages of Matrix Structure

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26
Q
  • Dual reporting may lead to confusion and conflicts
  • Slower decision making process
A

Disadvantages of Matrix Structure

27
Q

This is one of the most popular management styles. It involves a manager who initiates a project, defines guidelines and the quality to meet upon completion. This manager defines tasks, sets deadlines and any other rules and boundaries.

A

Directive Style

28
Q
  • Helps in upholding safety and security as it is based on rules and regulations
  • It provides clarity for workers on their roles and responsibilities
  • It helps create a structure where there are no structures
  • Easy to learn as you don’t need any specialized training
A

Pros of Directive

29
Q

This management style depends on the skills and experience of the leader. It will most likely fail in case the employees are highly skilled or competent. It also reduces collaboration, which makes the leaders work harder. In some cases, the workers can feel micromanaged, leading to resentment of the leader.

A

Cons of Directive

30
Q

Is where management provides direction to the subordinates and employees. Managers rely on their experience, expertise, skills and company goals to guide the team. The manager has to be knowledgeable and should be able to motivate the workers to accomplish tasks. Such managers should also have a high level of self-control, foresight, consciousness and conflict solving abilities.

A

Authoritarian Style

31
Q
  • Managers do not seek others’ opinions which make decision making faster
  • It allows employees freedom.
  • They can work in whichever way they please as long as it is in line with the company’s visions and goals
  • Easy tracking of employee performance and progress as the leader provides instant feedback
A

Pros of Authoritarian

32
Q

It can allow some employees to become complacent because they might seek unapproved ways to reach the set goals. It is also not the best management style for undeveloped or underdeveloped employees who need guidance on everything they do.

A

Cons of Authoritarian

33
Q

If you are looking to create a workplace atmosphere for like-minded people, then it is the best style to follow. It seeks to promote harmony and great professional and personal relationships among employees.

A

Affiliative Style

34
Q
  • Keeps employees happy and helps build strong relations that help in collaboration
  • It is flexible such that you can use it with other management styles
  • It is best for keeping harmony among workers, as it emphasizes conflict management
A

Pros of Affiliative Style

35
Q

This management style does not focus primarily on performance, which will most likely lead to standard output. It also allows employees space for complacency & may lead to poor results. Also, it requires investment in terms of time as people interact more with each other & bond.

A

Cons of Affiliative Style

36
Q

Is where all employees get to contribute to workplace decisions and policies. This style requires input from everyone, and the manager has to consider all the opinions before solving business challenges or decisions. This style aims to promote harmony and co-operation among employees.

For a successful participatory management style, the manager needs to encourage open communication and collaborative decision-making. They must also be willing to listen to everyone and motivate them by recognizing team effort.

A

Participative Style

37
Q
  • This style encourages co-operation among workers as they get to work together in formulating policies and making decisions
  • It keeps employees motivated as their opinions are valued and appreciated
    It helps to build and keep trust among the employees
A

Pros of Participative Style

38
Q

Considering everyone’s opinion in the decision-making process takes up a lot of time, leading to slow progress. It is also painful for the managers who have to consider all views and ensure everyone stays happy.

A

Cons of Participative Style

39
Q

Is best when managers are after ‘leading by example’. These managers set and achieve high standards for those they lead. As a pacesetter, they should identify those who cannot keep up and ask them to pull up or replace them. Pacesetting is where getting things done with expedition, even if that means some of your teammates are left behind.

A

Pacesetting

40
Q
  • Allows the employees more freedom to exercise their top skills for business success
  • It demands employees to work with intensity, energy, and engagement that lead to meeting business targets
A

Pros of Pacesetting

41
Q

When it runs for an extended period, some workers might find the intensity and speed too demanding and give up. They might start feeling exhausted, pressurized or as if they are working for slave drivers.

A

Cons of Pacesetting

42
Q

Involves mentoring and providing direction to the employees with a long term objective of professional development. Managers identify the strengths and weaknesses of the employees and advise them on how to manage them.

A

Coaching

43
Q
  • Helps build relations of cooperation, respect, and strong bonds between managers and the employees
  • It provides a learning premise for both the parties involved
A

Pros of Coaching

44
Q

Not everyone can be a coach leading to the straining of the available experts and qualified managers. It can also create unhealthy competition among employees as they seek professional development opportunities.

A

Cons of Coaching

45
Q

Is the most common type of management. It involves the leader controlling every aspect and manages the employees’ hands-on. In some cases, it includes criticism without compliments.

A

Commanding

46
Q

This style helps in gaining quick results

A

Pros of Commanding

47
Q

Demotivates and reduces the employees’ psych for work. It can also dampen flexibility and isolate people leading to poor outcomes.

A

Cons of Commanding

48
Q

Also called as “Allow to do” is where you set out the company goals, provide the tools, and let the employees fulfill the vision in their own way. Managers offer little guidance as they allow the group to solve their own challenges.

A

Laissez-Faire

49
Q
  • Allows the expert, skillful, and motivated employees to achieve top results
  • It promotes creativity and independence in delivery
A

Pros of Laissez-Faire

50
Q

The lack of close supervision can lead to poor performance and outcomes. Letting the employees work on their own can make managers appear uninvolved, which could be de-motivating to the team.

A

Cons of Laissez-Faire

51
Q

Is where the company looks to achieve maximum results using already set guidelines. The style works on the premise of employees understanding the expectations they need to meet. They are allowed to set the expectations and determine how effectively they will achieve them. Managers set the goals and avail resources while the employees provide knowledge, time, and expertise.

A

Results-Based

52
Q
  • Helps in better resource management as they are only used for the intended purpose
  • It helps in promoting employee morale and engagement
A

Pros of Results-Based

53
Q

This style does not consider external factors that can affect the ability to reach goals. For example – Some goals that are not measurable; cannot work with a result-based management style.

A

Cons of Results-Based

54
Q

7 HUMAN RESOURCE BASICS

A
  • HR Data and analytics
  • Recruitment & selection
  • Performance management
  • Learning and development
  • Succession planning
  • Compensation and benefits
  • HR Information Systems
55
Q

The HR department creates a comprehensive talent strategy that helps the organization recruit, develop, and retain the right people.

A

Attracting and Retaining talent

56
Q

Managers play a crucial role in employee retention and success. HR is there to equip managers with all the tools, resources, and support they need to help their teams flourish.

A

Enabling Managers

57
Q

HR works with senior leaders to keep the HR strategy in line with the organization’s objectives. This enables the HR team to identify talent gaps and create workforce plans to then proactively find the right talent for the right position.

A

Driving strategic planning

58
Q

HRM plays a vital role in shaping and cultivating the company’s culture by establishing the values, norms, and behaviors that correspond with the organization’s mission and vision.

A

Fostering organizational culture

59
Q

A positive work environment is good for employee productivity, which, in turn, is critical to the success of the business. Various HRM practices, therefore, aim to implement effective performance management systems, set clear job expectations, and provide regular feedback, among other things.

A

Creating a productive work environment

60
Q

9 Types of Management Styles?

A
  1. Directive
  2. Authoritarian
  3. Participative
  4. Affiliative
  5. Results-based
  6. Pacesetting
  7. Coaching
  8. Commanding
  9. Laissez-faire
61
Q

3 Management Levels?

A
  1. Top Management
  2. Middle Management
  3. Lower Management
62
Q

5 Management Skills

A
  1. Technical Skills
  2. Human or People Skills
  3. Problem-solving Skills
  4. Marketing Skills
  5. Financial Skills
63
Q

Human Resource Management is integral to any organization’s success and plays a role in the following:

A
  1. Attracting and retaining talent
  2. Enabling managers
  3. Driving strategic planning
  4. Fostering organizational culture
  5. Creating a productive work environment

MLBB HEROES & SKILLS (7 decks)

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