Chapter 2- Internal Enviroment Of Large Scale Organisations Flashcards

0
Q

Define management hierarchy

A

Is the arrangement that provides increasing authority at higher levels of the hierarchy.

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1
Q

Define management structure

A

Is a term used to describe the ways in which the management, employees and resources of an organisation are formally arranged to achieve objectives.

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2
Q

What is the chain of command

A

The chain of command or line authority is a system that determines responsibility, supervision and accountability of members of the organisation.

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3
Q

unity of command

A

Unity of command States that each employee within an organisation should report to only one supervisor.

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4
Q

Span of control

A

Refers to the number of people for whom a manager is directly responsible.

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5
Q

Bureaucratic structure

A

An administrative system that relies on a set of rules and procedures, separation of of functions and a hierarchal structure in implementing controls over an organisation.

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6
Q

Flat organisation structure

A

A flatter management structure is decentralised, with managers having more control over what happens in an organisation which gives then a greater sense of responsibility and ownership, which will make them more committed to their jobs.

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7
Q

Functional structure

A

Involves grouping employees together according to the tasks or jobs they will perform (task structure).

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8
Q

Divisional structure

A

Groups employees together according to divisions that may be geographical, or customer, product or process focused.

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9
Q

Matrix structure

A

Involves bringing together specialists from different parts of the organisation to solve specific problems or to undertake specific projects in teams.

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10
Q

Centralised control

A

When the decisions are made by the higher management and lower just followers orders

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11
Q

Decentralised control

A

Where the decisions are made by the lower levels of management and less power is up the top

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12
Q

Corporate culture

A

Refers to the values, ideas, expectations and beliefs shared by members of the organisation.

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13
Q

Ritual

A

These are routine behavioural patterns in an organisations everyday life.

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14
Q

Planning

A

The process of setting objectives and deciding on the methods to achieve them.

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15
Q

Strategic planning

A

Long-term planning, 2-5 years

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16
Q

Tactical planning

A

Flexible, adaptable planning over 1-2 years, which assists in implementing strategic

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17
Q

Operational planning

A

How the organisation will operate in the short term

18
Q

SWOT analysis

A

Involves the identification and analysis of the internal strengths/weaknesses of a organisation as well as the external benefits or threats

19
Q

Organising

A

The process of arranging recourses and tasks to achieve objectives

20
Q

Leading

A

The process of motivating or influencing people to work towards the organisations objectives.

21
Q

Interpersonal qualities

A

Social skills

22
Q

Informational qualities

A

Ability to gather data and info

23
Q

Decision making

A

The ability of developing options then choosing the right one.

24
Policy
Broad guidelines for an organisation
25
Procedure
A series of actions that allow policy to be put into practice.
26
Management style
Refers to the behaviour and attitude of the manager
27
Autocratic management style
Where the manager makes all the decisions and tells the employees exactly what needs to be done and how to do it
28
Persuasive management style
Where manager makes all the decisions but explains why they need to be done and how they need to be done.
29
Consultive management style
This is where the manager consults employees before making decisions.
30
Participative management style
This is where management and staff make decisions together.
31
Laissez-faire management style
This is where the manager does nothing and the employees make all decisions.
32
Contingency management theory
Stresses the need for the flexibility and the adaptation of management styles to suit the situation.
33
Communication skills
Involves the ability to transfer information from a sender to a receiver, and to listen to feedback.
34
Delegation skills
The ability to transfer authority and responsibility from a manager to an employee to carry out specific activities.
35
Negotiation skills
The ability to resolve disputes or to produce a satisfactory agreement on a course of action.
36
Empower
To empower the employees you have to include them fully in the decision-making process, provide them with autonomy, and give them necessary trust, training and development, and reward to enable them to work as a team.
37
Team/group dynamics
Are the interaction of individuals within teams/groups.
38
Problem solving skills
A broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation.
39
Technical skills
Involve the ability to perform tasks in a specialised field.
40
Time management skills
Involves the ability to prioritise tasks, set deadlines, review progress and deliagate.
41
Stress management skills
Involves the ability to manage the levels of stress that develop in emplyees.
42
Emotional intelligence skills
The skill of identifying, assessing and managing the emotions of self and others.