Chapter 2- Internal Enviroment Of Large Scale Organisations

Question 0

Define management hierarchy

Answer 0

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

Question 1

Define management structure

Answer 1

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

Question 2

What is the chain of command

Answer 2

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

Question 3

unity of command

Answer 3

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

Question 4

Span of control

Answer 4

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

Question 5

Bureaucratic structure

Answer 5

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.

Question 6

Flat organisation structure

Answer 6

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.

Question 7

Functional structure

Answer 7

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

Question 8

Divisional structure

Answer 8

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

Question 9

Matrix structure

Answer 9

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

Question 10

Centralised control

Answer 10

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

Question 11

Decentralised control

Answer 11

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

Question 12

Corporate culture

Answer 12

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

Question 13

Ritual

Answer 13

These are routine behavioural patterns in an organisations everyday life.

Question 14

Planning

Answer 14

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

Question 15

Strategic planning

Answer 15

Long-term planning, 2-5 years

Question 16

Tactical planning

Answer 16

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

Question 17

Operational planning

Answer 17

How the organisation will operate in the short term

Question 18

SWOT analysis

Answer 18

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

Question 19

Organising

Answer 19

The process of arranging recourses and tasks to achieve objectives

Question 20

Leading

Answer 20

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

Question 21

Interpersonal qualities

Answer 21

Social skills

Question 22

Informational qualities

Answer 22

Ability to gather data and info

Question 23

Decision making

Answer 23

The ability of developing options then choosing the right one.

Question 24

Policy

Answer 24

Broad guidelines for an organisation

Question 25

Procedure

Answer 25

A series of actions that allow policy to be put into practice.

Question 26

Management style

Answer 26

Refers to the behaviour and attitude of the manager

Question 27

Autocratic management style

Answer 27

Where the manager makes all the decisions and tells the employees exactly what needs to be done and how to do it

Question 28

Persuasive management style

Answer 28

Where manager makes all the decisions but explains why they need to be done and how they need to be done.

Question 29

Consultive management style

Answer 29

This is where the manager consults employees before making decisions.

Question 30

Participative management style

Answer 30

This is where management and staff make decisions together.

Question 31

Laissez-faire management style

Answer 31

This is where the manager does nothing and the employees make all decisions.

Question 32

Contingency management theory

Answer 32

Stresses the need for the flexibility and the adaptation of management styles to suit the situation.

Question 33

Communication skills

Answer 33

Involves the ability to transfer information from a sender to a receiver, and to listen to feedback.

Question 34

Delegation skills

Answer 34

The ability to transfer authority and responsibility from a manager to an employee to carry out specific activities.

Question 35

Negotiation skills

Answer 35

The ability to resolve disputes or to produce a satisfactory agreement on a course of action.

Question 36

Empower

Answer 36

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.

Question 37

Team/group dynamics

Answer 37

Are the interaction of individuals within teams/groups.

Question 38

Problem solving skills

Answer 38

A broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation.

Question 39

Technical skills

Answer 39

Involve the ability to perform tasks in a specialised field.

Question 40

Time management skills

Answer 40

Involves the ability to prioritise tasks, set deadlines, review progress and deliagate.

Question 41

Stress management skills

Answer 41

Involves the ability to manage the levels of stress that develop in emplyees.

Question 42

Emotional intelligence skills

Answer 42

The skill of identifying, assessing and managing the emotions of self and others.