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BTF > Business objectives and functions > Flashcards

Business objectives and functions Flashcards

1
Q

definition of an organisation?

A

a social arrangement for the controlled performance of collective goals which has a boundary separating it from its environment

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2
Q

primary objective in profit making vs not for profit

A

maximise shareholder wealth vs provision of goods and services

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3
Q

who are the primary stakeholders?

A

shareholders or partners

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4
Q

what are secondary objectives?

A

objectives that support the primary objectives

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5
Q

what other objectives might management pursue?

A

profit satisficing and revenue maximisation

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6
Q

peter drucker- what should management be focused on? (8)

A
  • market standing
  • innovation
  • productivity
  • physical and financial resources
  • profitability
  • manager performance and development
  • worker performance and development
  • social responsibility
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7
Q

the main direction of a business is set by what?

A

mission

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8
Q

what are the elements of a mission (4)?

A
  • why does the organisation exist- i.e for whose benefit? =PURPOSE
  • what do we do and how do we do it? =STRATEGIES
  • what do our people do and how do they do it?- POLICIES AND STANDARDS OF BEHAVIOUR
  • what do we believe to be important- what are our core principles= VALUES
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9
Q

Vision?

A

settting out their vision of the future state of the industry or business when determining whats its mission should be

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10
Q

goals?

A
  • mintzberg=the intentions behind decisions or actions

- a desired end result

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11
Q

qualitative goals?

A

aims

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12
Q

quantitative goals?

A

objectives

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13
Q

objectives should be SMART

A
  • specific
  • measurable
  • achievable
  • relevant
  • time bound
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14
Q

what are plans?

A

state what should be done to achieve the operations objectives

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15
Q

standards and targets?

A

specify a desired level of performance

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16
Q

types of standards?

A

physical standard e.g. number of units produced, cost standard, quality standard

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17
Q

how did french and raven (followed by charles handy) classify power?

A

-coercive= power of physical force or punishment
-reward= based on access to or control over value resources (can also be called resource power).
-legitimate (or position)
-expert power= based on experience and qualifications ]-referent/personal= based on force of personality or charisma
negative power= the power to disrupt operations

18
Q

Line manager?

A

has authority over a subordinate

19
Q

Staff manager?

A

has authority in giving specialist advice to another manager or department over which they have no line authority

20
Q

Functional manager?

A

has functional authority= a hybrid of line and staff authority e.g a brand manager will be able to demand that all departments write/design in a certain way

21
Q

Project manager

A

has authority over project team members in respect of the project in progress

22
Q

mintzbergs 3 key management roles

A
  • the informational role
  • the interpersonal role
  • the decisional role
23
Q

the effectiveness of any given manager will be influenced by their

A

authority, autonomy, leadership

24
Q

what are likerts 4 basic leadership styles?

A
  • exploitative
  • benevolent -authoritative
  • consultative
  • participative
25
Q

likerts 4 characteristics of effective managers?

A

employee centered
high standards but flexible in terms of methods
natural delegators with high levels of trust
encourage participative management

26
Q

ray quinns types of business cultures?

A

human relations- flexible and inward looking
internal process culture- inward looking and control
rational goal culture- control and outward looking
open systems culture- flecibility and outward looking

27
Q

taylor’s 3 assumptions about human behaviour at work?

A

-people are rational economic animals concerned with maximising their economic gain
people respond as individuals, not groups
people can be treated in a standardised fashion, like machines

28
Q

five ‘principles’ of scientific management -taylor

A
  • determine the best way to do a task
  • select the best person to do it
  • train the worker to follow set procedure closely
  • give financial incentives to ensure the work is done in a prescribed way
  • give all responsibility to plan and organise work to the manager, not to the worker
29
Q

mcgregors theory x

A

individuals dislike work and avoid it where possible
coercion, control and punishment are therefore needed
individuals desire security

30
Q

mcgregors theory y

A

physical and mental effort in work is as natural as rest or play
commitment to objectives is driven by rewards
people learn to like responsibility

31
Q

herzbergs content theory?

A

-hygeine and motivating factors
hygeine factors are like health and safety and being paid= are expected, if not present will demotivate
motivating factors are concerned with the content of peoples jobs and need to be addressed to ensure motivation

32
Q

tuckman- 4 stages of group development

A

forming
storming
norming
performing

33
Q

belbins theory said how many roles are in a team?

A

8

34
Q

the leader

A

co-ordinating and operating through others

35
Q

the shaper

A

committed to the task- may be aggressive and challenging but will also always promote activity

36
Q

the plant

A

thoughtful and thought provoking

37
Q

the evaluator

A

analytcially criticises others’ ideas;brings teams down to earth

38
Q

the resource investigator

A

social type of person, tends to pick up others ideas and add to them

39
Q

the company worker

A

may tend to do administrative side, turns general ideas into specifics, practical and efficient

40
Q

the team worker

A

concerned with the relationships within the team; supportive and defuses potential conflict situations

41
Q

the finisher

A

the progress chaser ensuring that timetables are met

42
Q

what is the additional role that belbin suggested adding?

A

the speciailist= brought in from outside the team

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