chapter 7: management approaches

Question 1

what is the classical approach to management

Answer 1

classical approach stresses how best to manage and organise workers to improve productivity (output)

Question 2

what are the two types of classical

Answer 2

classical-scientific –> org in factory
classical-bureaucratic –> structure

Question 3

what si scientific managemnt

Answer 3

approach that studies a job in great detail to discover best way to perform it

Question 4

what are the four principle of scientific management

Answer 4

• scientifically examine each process to determine most effective method for performing the task
• select reliable workers & train them to adopt the methods
• corporate with workers to ensure they use the methods
• divide work and responsibility ie managers organise & control and worker carry out work

Question 5

define time and motion stduies

Answer 5

process of examining each step in production process and time taken to perform them
- used to analyse performance of certain task with objective of reducing a task to an effective minimum standard
- tasks were divided into smaller specialised activities

Question 6

what was taylors belief abt employees

Answer 6

believed employees follow their own self-interest and siplay natural desire to avoid work
–>requiring tight control by managers to follow rigid rules and regulations based on hierarchy or authority

Question 7

what is the downside of classical scientific

Answer 7

modern managers realise that without motivated and committed employees, empowered to analyse their own work habits and take responsibility for what they do, productivity will not improve

Question 8

define bureaucracy

Answer 8

set of rules and regulations that control a bus

Question 9

what does a bus employing classical bureau require

Answer 9

• a strict hierarchical organisational structure
• clear lines of comms and responsibility
• specialisation
• clearly defined job roles
• rules and procedures
• impersonal evaluation of employee performance to avoid bias

Question 10

what are some classical-bureaucratic principles to assist managers

Answer 10

• discipline as a feature of leadership
• organisation’s goals take precedence over employee’s interests
• reward for effort should be fair
• security of employment is essential
  -teamwork should be encouraged

Question 11

what kind of structure is classcial managemnt

Answer 11

hierarchcial system of authority similar to layered & rigid organisational structure

Question 12

whata re the adv and disadv of classical bureau

Answer 12

adv:
- shorter time to make decisions
- could lead to improved efficiency
- increased productivity
- clear chain of command

disadv:
- specialisation & repetitive tasks could lead to employee boredom
- less job satisfaction –> turnover
- discourage creativity/innovation
- organisation inflexible to changing conditions

Question 13

define planning

Answer 13

is the preparation of a predetermined course of action for a bus
–>often referred to as the primary management function
–>provides vision, goals and strats to achieve goals and anticipate future directions for change

ability of manager to develop, implement & monitor plans will directly affect a bus’s success

Question 14

what are the levels of planning and outline

Answer 14

strategic, technical and operational

1.strategic (long-term) planning - following 3-5 yrs to determine:
- where in market bus wants to be
- what bus wants to achieve in relation to competitors
2. tactical (medium-term) planning - flexible, adaptable usually 1-2 yrs assists in:
- implementing strategic plan
- allows bus to respond quickly to change
- achieved thru allocation of resources
3.operational (short-term) planning - provides specific detail of day to day ops that achieve short term goals
- daily and weekly production schedules

Question 15

define organising and outline

Answer 15

organising: the structure or organisation to translate plans and goals into action
- process when management puts into practice the goals that were determined in planning stage
- what, who and how
- organising of financial, human and material resources to achieve goals of a bus

Question 16

what are the steps of the organisation process

Answer 16

organisation process: is the range of activities that translate the goals of a bus into reality

1.determining the work activities - achieve management obj and break down jobs into smaller tasks
2. classifying and grouping individuals - grouped to improve efficiency by enabling appropriate allocation of resources eg departments
3. assigning work and delegating authority - determine who does the work or has responsibility in ensuring work is done

Question 17

define controlling

Answer 17

controlling is the process of evaluating performance and taking corrective action to ensure that set obj are being achieved
–> compares what was intended to happen with what actually happened

Question 18

what si the control process

Answer 18

1. establish standards in relation to bus’s goals
   2.measure performance and determine comparisons against benchmarks/standards
2. take corrective action - changing activities, processes and personnel to ensure goals met

Question 19

what is an organisational chart

Answer 19

shows key roles/responsibilities and lines of comms

Question 20

define management hierarchy

Answer 20

the arrangement that provides increasing authority at hgiher lvls of the hierarchy
–> senior managers have greater responsibility, accountability and power

Question 21

what are characteristics of the pyramid shaped organisational structure

Answer 21

• rigid lines of comms
• numerous lvls of management
• clearly distinguishable organisational positions, roles and responsibilities
• hierarchical, linear flows of info and direction
• specialisation of labour resulting in tasks being divided into separate jobs
• chain of command that shows who is reposnsible to whom –> system that determines responsibility, supervision and accountability of members of the organisation
• centralised control with all strategic decisions made by senior management

Question 22

describe a autocratic/authoritarian manager vs a democratic/participative manager

Answer 22

an autocratic manager would one thatmakes the decisions and tellls employees what to do whereas a participative manager presents problems, asks for suggestions and works tgt to make a decision

Question 23

how do the two leadership styles control, increase staff participation and motivate staff

Answer 23

autrocratic: centralised, expects employees to follow order and motivates thru reawrds and sanctions

democratic: consults w/ employees and then decides, high lvl of employee empowerment, sense of fulfilment and satisfaction

Question 24

tendencies of an autocratic leader

Answer 24

tends to make all decisions, dictates work methods, limits workers knowledge on the next step and frequently checks employee performance

• clear directive without listening to or permitting employee input
• controls ppl in bus closely & motivates thru threats and disciplinary actions
• expect compliance and obedience
• give more negative, perosnalised feedback

Question 25

what are the advocates of the behavioural approach

Answer 25

stress that employees should be the main focus of the way bus is organised
- believe successful management dependent on ability to understand & work with ppl who have variety of diff backgrounds. hopes, desires aand expectations
- being made to feel part fo a team increase job staisfaction and output

Question 26

how does a bus advocate interpersonal connections in the workplace (behvioural approach)

Answer 26

providign extra faicilities for workers such as child-care and flexible working conditions
- managers require skills in comms, social motivation and democratic leadership

Question 27

what are the adv and disadv of behav approach

Answer 27

adv:
- increased empowerment
- worker recognition & appreciation –> increased motivation
- improved relo b/w leaders and staff

disadv:
- lack of control
- powerful ppl can disrupt process
- comms cna be confusing
- difficult to accurately preduct employee behaviour

Question 28

define leading and what managers exhibiting behav approach should do

Answer 28

leading occurs when managers endeavour to influence or motivate ppl in bus to work to acheive bus objectives. managers should:
- display empathy
- possess good listening skills
- high expectations or employees abilities to initiate ad implement ideas
- build high performance teams that attain objectives

Question 29

qualitites of a manager vs leader

Answer 29

• managers maintain status quo leaders challenge
• manager has subordinates, leader have followers
• manager makes decisions, leader sets visions
• manager build systems and processes, leader builds relationships

Question 30

what are the qualities of a successful leader

Answer 30

• keeps an open mind –> seeks new ideas and freely shares info
• show confidence in ppl
• builds and communcates a clear vision
• delegates tasks to suitable employees
• sets eg to earn respect
• understands technical aspects of industry/business

Question 31

define motivation and how management can increase it

Answer 31

motivation is the individual, internal process that emerges, directs and sustains an individual’s behaviour
- positive reinforcement
- empowerment
- enhancing self-esteem
- employee participation
- reawrding team performance
- employee encouragement

Question 32

explaint he importance of communication

Answer 32

without effective comms, the most carefully setailed plans and brilliant strategies will probably fail. Many studies show that the performance of both individuals and businesses improves when managerial comms are effective

Question 33

why is teamwork important in a bus

Answer 33

vital for managers to understand group dynamics or teamwork and essential to foster a sense of cohesions. Hoever, teams with ppl workign separately lack a sense of belonging developing conflict b/w team members
–> required to adopt team approach, negotiating consensus decisions rather than imposing demand

Question 34

detail flatter organisational structures

Answer 34

flatter prganisational structures have evolved due to a “de-layering” of management structures resulting in the elimination of one or more management levels
–> giving greater repsonsibility to individuals in the bus
–> role of manager changes from controller to facilitator

Question 35

managers have to achieve their aims by balancing needs of teams with those of business by:

Answer 35

• attempting to understand views of others
• handling disagreements honestly and directly
• persuading others to adopt new ideas
• building sense of trust
• develop common goal
• move away from an autocratic leadership style to one that is more participative/democratic

Question 36

what is a participative/democratic leadership style

Answer 36

a participative or democratic leadership style is one which the manager consults with employees to ask their suggestions and then seriously consider those suggestions when making decisions.
- thru regular meetings
- most effective in a bus enviro undergoing rapid change
- more responsive to change

Question 37

what are the main adv and disadv of participative leadership style

Answer 37

adv:
- comms two ways
- employee/employer relations positive & reduced likelihood of industrial disputes
- motivation & job satisfaction are optimal –> achieve role in allocating roles
- acquire more skills
- development of work teams
- high lvl of trust

disadv:
- time consuming –> differing views
- quality of decisions suffer cos compromises given
- weakened control –> undermined
- internal conflict –> conflicting opinions
- not all employees want to contribute

Question 38

define contingency approach

Answer 38

contingency approach stresses need for flexibility and adaptation of management practices and ideas to suit changing circumstances

Question 39

what do contingency theorists suggest managers do to adapt to changing circumstances

Answer 39

advocates that managers extract the most useful ideas and practices from a wide range to best suit their bus’s present requirements

Question 40

what are the adv and disadv of contingency

Answer 40

adv:
- acknowledges impacts of change & more flexbile to react
- recognises multiple approaches to management
- recognises diff situations demand diff approaches

disadv:
- adapting to constant chamge can be challenging for management
- process of selecting alternative courses of action can be costly and time consuming