internal environments of large scale organsations

Question 1

management structure

Answer 1

is a term used to describe the ways in which parts of an organisation are formally arranged to achieve objectives.

Question 2

management hierarchy

Answer 2

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

Question 3

chain of command or line authority

Answer 3

is a system that determines responsibility, supervision and accountability of members of the organisation.

Question 4

unity of command

Answer 4

states that each employee within an organisation should report to only one supervisor.

Question 5

span of control

Answer 5

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

Question 6

functional structure (Management Structure)

Answer 6

involves grouping employees together according to the task they will perform (task structure)

Human Resources, Finance, Operations, Marketing, Product

Question 7

divisional structure (Management Structure)

Answer 7

groups employees together according to divisions that may be geographical or customer, product or processed focused

Question 8

matrix structure (Management Structure)

Answer 8

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

Question 9

planning

Answer 9

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

Question 10

strategic planning

Answer 10

is long-term planning, usually over three to five years

Question 11

tactical planning

Answer 11

is flexible adapting, medium term planning, usually over one or two years, which assist in implementing the strategic plan.

Question 12

operating planning

Answer 12

provides specific details about the way in which the organisation will operate in the short term.

Question 13

SWOT analysis

Answer 13

involves the identification and analysis of the internal strengths and weaknesses of the organisation, and the opportunities in and threats from are external.

Question 14

organising

Answer 14

is the process of arranging resources and tasks to achieve objectives.

Question 15

leading

Answer 15

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

Question 16

controlling

Answer 16

is the process of evaluating performance and taking corrective action to ensure that the set objectives are being achieved.

Question 17

policy

Answer 17

is a set guideline to be followed by all employees when dealing with important areas of decision making.

Question 18

procedure

Answer 18

enables a policy to be put into practice .

Question 19

management style

Answer 19

refers to the behavioural and attitudes of the manager .

Question 20

autocratic management style

Answer 20

is one where the manager tells staff what decisions have been made.

Question 21

persuasive management

Answer 21

is one where the manager attempts to sell decisions made.

Question 22

consultative management style

Answer 22

is one where the manager consults employees before making decisions

Question 23

participative management style

Answer 23

is one where the manager unites with staff to make decisions together

Question 24

laisse-faire management style

Answer 24

is one where the employees assume total responsibility for, and control of, workplace operations.

Question 25

contingency management theory

Answer 25

stresses the need for flexibility and the adaption of management styles to suit the situation

Question 26

communication

Answer 26

involves the ability to transfer information from a sender to a receiver and to listen to feedback

Question 27

delegation

Answer 27

is the transfer of authority and responsibility from a manager to an employee to carry out specific activities.

Question 28

negotiation

Answer 28

skills involve the ability to resolve a dispute or to produce a satisfactory agreement on a course of action.

Question 29

empower

Answer 29

employees is to include them fully in the decision- making process. provide them with autonomy, and give them the necessary trust, training and development, reward to enable them to work as a team.

Question 30

team/group dynamics

Answer 30

are the interaction of individuals within teams/groups.

Question 31

problem solving

Answer 31

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

Question 32

decision making

Answer 32

is the process of identifying the options available and then choose a specific course of action.

Question 33

time management

Answer 33

involves the ability to prioritise tasks, set deadlines, review progress and delegate.

Question 34

stress management

Answer 34

involves the ability to manage the levels of stress that develop in employees

Question 35

emotional intelligence

Answer 35

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

Question 36

management ethics

Answer 36

are the application of moral standards to management behaviour

Question 37

audit

Answer 37

is an indépendant check of the accuracy of financial records and accounting procedures.

Question 38

corporate code of conduct

Answer 38

is a set of ethical standards for managers and employees to uphold.

Question 39

social responsibility

Answer 39

is the obligations a business has over and above its legal responsibilities to the wellbeing of employees and customers , shareholders and the community as well as the environment.

Question 40

social report

Answer 40

outlines what an organisation has done, and is doing, with regard to social issues.