Exam Revision Flashcards
Classical approach to management
There is one best way to perform and manage tasks
Classical scientific: Improving efficiency by determining the quickest and most effective way to finish a task, dividing the labour into specialised tasks
Classical bureaucratic: A bureaucracy is the most efficient form of organisation and should include:
1. Strict hierarchical organisational structure
2. Clear communication + responsibility
3. Breaking down jobs - specialisation
4. Clear job roles
5. Rules and procedures
6. Impersonal evaluation of employee performance to avoid bias
Behavioural approach to management
Employees should be the main focus of the way the business is organised
The manager has to understand and work with diverse people
Hawthorne effect: meeting people’s social needs has a significant effect on productivity
Contingency approach to management
No two situations are identical, therefore every situation requires its own solution based on context.
Managers should borrow from a wide range of different approaches and practices, and be adaptable and flexible in their approach to solving problems.
Conflicting interests between stakeholders
These can occur when stakeholders put personal gain above the business
There may be conflict about salaries, dividends, suppliers
Contractors
Contractors run their own business and sell their services to others
PESTLE examples
Political: war
Economic: currency, inflation
Social: demographic, perceived value, trends
Technological: copyright, advancements
Legal: legislation, workers rights
Environmental: global warming, climate, conservation
Hierarchical vs flat organisational structure
Hierarchical: a chain of command, top down
Flat organisational: few levels on management between workforce and authority
PLMRB examples
Funding, location, culture, staffing, technology
Kotter’s 8 step change model
Create, build support, form a strategy, communicate vision, remove obstacles, create wins, build on the change, anchor changes
Leadership styles
Transformational, delegative, authoritative, transactional, participative
Lewin’s force field analysis
Driving force vs restraining force, with the status quo being pushed by both
Lewin’s unfreeze, change, refreeze
Unfreeze: determine what needs to change, ensure support from management, create a need for change
Change: communicate, dispel rumours, empower action, involve people
Refreeze: anchor the changes, sustain the changes, provide support and training
Location factors
Socio-economic environment, accessibility, availability
Definition of management
Directing and controlling a group of people or an organization to reach a goal
Role of management consultants
Management consultants help businesses improve their performance by investigating current problems and developing plans for improvement
Management skills
People skills
Sense of humour
Strategic thinking
Vision
Flexibility & adaptability
Team-work
Complex problem solving
High ethical standards
Financial management
Neat & tidy
Measurements of human resources
Turnover, cost per hire, participation rate
Motivation tools for staff
Meaningful work, clear targets, employee input, validation, benefits
Outsourcing
Hiring an outside party to perform goods or services
Proactive vs reactive management
Proactive managers anticipate and adjust to changing circumstances, whereas reactive managers are passive to change
Resistance to change
Employee resistance to change may be caused by fear, mistrust/position, or feeling threatened
Employer resistance typically occurs due to financial reasons such as purchasing new equipment and redundancy payments, as well as retraining, reorganisation, and inertia
Staff involvement in change
Keep staff updated, reward acceptance, create incentive
Stakeholders in business
A party that has an interest in a company
Stakeholders in human resource management
Employees, IT, accounting, SMEs, board
