Chapter 2 Flashcards
Referent power
Based on force of personality
Reward power
Based on access to or control over valued resources
Legitimate power
Associated with a particular position in an organisation - ie authorise expenses, issue instructions
Expert power
Based on experience, qualifications or expertise
Line authority
The relationship that exists between a manager and direct staff - clear lines of authority from the top to the bottom.
Manager has line authority over a subordinate down the chain of command
Types of manager
Line manager
Functional manager
Staff manager
Project manager
Staff manager
Authority in giving specialist advice - no accountability in the execution of advice
Functional manager
Has functional authority whereby authority is present to control performance in another department
ie IT manager setting out rules for internet use
Project manager
Has authority over project team members
Managerial roles
Informational role
Interpersonal role
Decision role
Informational role
Checking data received and passing it on to the relevant people; acting as the spokesperson for their team
Distributing info to staff: fact or as info involving some interpretation and integration
Interpersonal role
Acting as leader for the team and linking with managers of other teams
ie listening to employees or giving feedback
Decisional role
‘Managing’ - allocate resources, handle disturbances, negotiate, solve problems, act as entrepreneur
Project team stages
Forming - define purpose of group + objectives
Storming - conflict stage; compete for roles
Norming - establishes the norms
Performing - operating at full potential
Outward looking - flexible
Open systems culture - external environment provides opportunity but it is ever-changing and unpredictable
New business unit
Outward-looking - controlling
Rational goal culture - goal-orientated towards external environments
Large established businesses
Inward-looking - controlling
Internal process culture - looks inwards, stable/controlled internal environment
Public sector
Inward-looking - flexible
Human relations culture - inward-looking, maintains the welbeing of staff
Support service unit
Delegating work to a subordinate
Responsibility
Authority
accountability CANNOT be delegated
Type of manager: An IT manager setting out rules for internet and email use
Functional manager
Human resources manager suggesting aptitude tests for managers to use when recruiting
Staff manager A
Product manager asking IT and marketing staff to help with a big product launch
Project manager D
Manager setting targets for the workforce
Line manager C
Charlize is a Manager at Tordos Ltd. She complains to a friend that all she does is attend meetings
along with other managers in the company, and represent her team at conferences. In terms of Henry
Mintzberg’s managerial roles, Charlize is describing her:
A decisional role
B interpersonal role
C disseminator role
D informational role
B - representing her team in a capacity as their leader as well as interacting with managers of other teams within the company
stages of group
forming - seeking to define the purpose of the group
storming - conflict first arises + choosing roles
norm
perform
organisational iceberg: overt
formal: surface competencies + skills, organisational design
organisational iceberg: covert
informal, communication skills, underlying competencies + skills, attitudes
Marketing mix
the set of controllable marketing variables that a firm blends to produce the response it wants in the target market
4Ps: product, place, price, promotion
services: people, processes, physical evidence
Marketing segmentation
the division of the market into homogenous groups of potential customers who may be treated similarly for marketing purposes - broken down into several sections
segmentation bases: age, gender, socioeconomic group
4Ps
marketing mix: product, place, promotion, price
In terms of authority, which of the following is the best description of a staff function?
A A situation where a person is entitled to command another
B A function that is carried out only at head office
C A situation where a person can give advice and guidance to another
D A function that is carried out locally only
C - authority arises in giving specialist advice to another manager or department over which you have no line authority and therefore no authority to make or influence decisions in that other department
PULL
persuading the consumers to buy ie tv advertising
PUSH
ensuring products/services are available to consumers - via promotions and personal selling efforts
marketing mix
product, place, promotion, price
pricing
cost, competitors, customers, corporate objectives
Operations - what do we need to know re marketing mix
volume, variety, variation, visibility
Procurement mix
Quality, quantity, price, time lag
R+D : pure
no obvious commercial incentive
R+D : applied
there is an obvious commercial incentive
