Chapter 12 - Management Flashcards
Define the term “manager”
The person responsible for setting objectives, organising resources and motivating workers so that the objectives of the business are met.
State the traditional functions of management (5)
- Planning - giving business direction
- Organising - people and resources needed
- Directing/Commanding - leading and motivating
- Coordinating
- Controlling - ensuring original plan being followed
Explain Fayol’s five functions of management
- Planning
All managers need to think ahead. Planning needed to put objectives into effect. - Organising resources to meet objectives
Employees recruited carefully and encouraged via delegation. - Coordinating Activities
As business grows, greater need to ensure consistency and coordination between different part of business. Goals must be welded together to achieve common sense of purpose. - Commanding, Directing and motivating employees
Guiding, leading, overseeing employees to ensure objectives being met. - Controlling and measuring performance against targets
Establishing clear objectives for business, and each section. Appraise performance against targets and take action if underperformance occurs. Positive feedback.
Explain Mintzberg’s Management Roles
3 groups:
- Interpersonal roles: (dealing with, motivating employees at all levels of organisation)
-> figurehead
-> leader
-> Liaison
- Informational Roles: (acting as source, receiver, transmitter of information)
-> Monitor (receiver)
-> Disseminator (sender)
-> Spokesperson (communicating to external)
- Decisional Roles (taking decisions and allocating resources to meet organisations objectives)
-> Entrepreneur
-> Disturbance handler
-> Resource Allocator
-> Negotiator
Explain the indicators that show that managers have positive on business performance (6)
- the business regularly meets objectives
- high levels of customer satisfaction
- High employee motivation and low labour turnover
- a respected brand image
- High regard for external stakeholders such as environmental and social pressure groups
- Excellent communication both within the business and external stakeholders
Define/Explain the term “Autocratic” management
- Manager takes all decisions on own, no discussion/input from workers
- Workers dependent on managers for guidance
- motivation levels likely low
- one-way communication used
-issue instructions, do not encourage feedback - supervise workers closely, given limited information
Explain the limitations of autocratic management
Demotivates workers who want to contribute and accept responsibility. Decisions do not benefit from employee input. Motivation level low.
Define/Explain “democratic” management
-Encourages active participation and discussion with workers before taking decisions
- two-way communication, allows feedback
- Good communication skills
- Workers given information about business to allow involvement
- Full participation in decision making process encouraged
-may lead to better decisions, workers contribute valuable work experience. Given responsibility for some objectives. Employees feel more committed to ensuring that decisions they influenced are put into effect successfully.
Explain the limitations of democratic management (2)
- consultation can be time consuming, on occasions quick decision making required
- Some business issues might be too sensitive to allow worker involvement (e.g. job losses) or too secret (e.g. new product development)
Define/Explain the term “paternalistic” management
- means “father-like”
- Listen, explain issues and consult with workers, do not allow them to take decisions
- decide what is best for business, delegation of decision making unlikely
- no true participation in decision making
Based on view that manager is in a better position than the workers to know what is best for an organisation.
Define/Explain the term “laissez faire” management
- leaves much of business decision making to the workforce
- allows workers to carry out tasks and take decisions themselves
- very broad limits
- very little input from management
- delegate virtually all decision making, broad criteria
Explain the limitations of “laissez faire” management
- lack of confidence
- poor decisions / motivations, never sure if what they doing is right
- workers may not appreciate lack of structure and direction in work - loss of security
- lack of feedback may be demotivating
Explain McGregor’s Theory X and Theory Y
identified two distinct management approaches to workforce. Theory X and Theory Y.
General view that workers will behave in was as result of attitude managers have towards them.
Theory X managers view workers as lazy, disliking work, unprepared to accept responsibility, need to be controlled and made to work and not creative. Theory Y managers believe workers enjoy work, can derive as much joy from work as from rest and play, will accept responsibility, be creative and contribute solutions.
E.g. if manager believes workers behave in Theory X way, will be controlling, close supervision, no delegation. Workers will not enjoy work, try to avoid it, fail to contribute in meaningful way. Therefore, become like Theory X because of way treated.
Explain the factors that affect the management style used by a manager (4)
- Training and experience of workforce, degree of responsibility willing to accept
- Amount of time available for consultation and participation
- Attitude of managers, management culture of business. Personality and background of managers.
- Importance of issues under consultation. Different styles, different situations
