Management Flashcards
Fayol 5 roles of a manager
Planning – involves setting clear objectives, devising strategies, policies, programs and procedures
Organising – involves getting correct recourses and creating an organisational structure to divide up tasks. Managers must train and recruit people for the job to secure an efficient and effective workforce
Commanding – involves directing and giving instructions to carry out tasks
Co-ordinating – involves finding and training staff for the task and ensuring they are motivated to perform
Controlling – involves ensuring the objectives are being met. Involves maintaining performance by monitoring and evaluating
Fayol’s 14 principles of management
divisions of labour - employees trained in one area to get expertise = efficient
Authority - managers much give instructions and show authority to ensure tasks are carried out
Discipline - employees must comply with rules and consequences for those who do not
unity of command - each employee should have one direct supervisor
unity of direction - minimises confusion and conflict as teams should work fro the same manager and same goal
subordination - interest of one employee should not take over the direction of the team
remuneration - rewards employees for their work
centralisation - involving employees in core decision making
scalar chain - line of authority shows communication should follow
order - arrangement of resources must be clean and tidy
equity - managers must be fair and objective at all times
stability of personnel - retaining a core, trained and effective workforce
Initiative - permitting workers freedom to complete tasks
esprit de corps - promotion of team spirit and unity to reduce conflict and increase productivity
Mintzbergs roles of a manager (10)
- figurehead represents the organisation as the highest figure of authority which instils confidence in shareholders at AGMs
- leader inspires/motivates employees o may reduce staff turnover
- liaison builds and maintains working relationships with internal and external stakeholders can lead to lucrative business deals
- monitor checks progress to ensure aims are met and takes corrective action if targets are not being met reducing waste
- disseminator distributes information within the organisation improves communication channels
- spokesperson publicly represents the organisation at press conferences to improves PR
- entrepreneur sets the vision for the organisation o generates ideas to improve competitiveness
- disturbance handler responds to disputes to prevents/reduces the impact of issues which may result in loss of earnings/image
- resource allocator decides how resources are used inside the organisation, ensuring efficinecy
- negotiator represents firm at union talks to maintain good relationships with stakeholders to reduce strike action
benefits of the classical / scientific / bureaucratic approach (8)
- money willi always have some positive effect on workers motivation e.g. underpaid workers won’t work as hard
- piecemeal incentive rewards workers who produce quickly and accurately
- hierarchal structures provide many promotion opportunities for employees
- high level of supervision reduced changes of slacking within the firm
- decision making tends to be quicker as leadership style is autocratic in nature
- clear organisational structures can improve communication flow
- clearly defined roles reduces conflict
- division of labour produces a high output and specialisation can increase
drawbacks of the classical /scientific / administrative management approach (8)
- demotivation for workers as it treats them like machines who never see an end product
- division of labour can be boring and repetitive
- workers become inflexible as they have no opportunity to multitask as job rotation is discouraged
- workers feel alienated and undervalued as they are seen as labour and not part of a team
- assumes workers are only motivated by money = not true
- management style can be intimidating and stressful for workers
- upward communication, initiative and worker input is discouraged so valuable ideas and opportunities may be missed
- lack of flexibility may result in high turn over in a modern day work environment
use of classical school in modern businesses (5)
- manufacturing industries have routine processes and require standardised output
- efficiency is still core of production lines and manufacturing companies
- appropriate for low skilled jobs which can be standardised and measured
- money is still an incentive and motivator
- appropriate when tasks can be divided up: low cost method of increasing
output
human relations theory impact on business (6)
- workers motivation increased from social interaction and when mangers took and interest in them
- Hawthorne experiment found workers adapt their behaviour in response to change in working conditions set by management
- importance team working as workers may be more influence by informal advice
- employee have more freedom to make decisions and be creative
- emphasised non financial motivators e.g. good working conditions
- emphasised the importance of good communication between management and employees in promoting high levels of output
limitations of the human relations Hawthorne experiment (2)
- all workers were female which may have made them more willing to participate in the experiment and try to make it work
- factory based experiments are limited to their transferability to other work sectors
human relations school to modern organisations (4)
- useful in industries where initiative is important and valued e.g. deign firms
- promotes team work so useful for collaborative jobs
- links with fast changing elements were workers
must adapt - led to development of HR departments to support workers
neo-human relations impact on businesses
pyramid of 5 needs
- self actualisations needs e.g. fullest potential
- esteem needs e.g. achievement
- social/love needs e.g. relationships
- safety needs e.g. shelter
- physiological needs e.g. food, water
limitations of the neo-human relations approach (3)
- assumed happy workers produced more when not always the case. the task may be neglected in favour of social benefits
- theories neglect impact of external factors e.g. recession
- some workers do not follow the hierarchy of needs and some levels may be absent for some
contingency theory impact on business (5)
- no organisation structure that will suit all organisation at any point in time
- focuses on the interrelationships of external environment, structure and task
- the best approach depend on the variables
- management must be flexible as environments can change
- most used approach for modern business
Variables in the contingency approach (9)
- size
- type
- technology available
- staff available
- finance available
- skills of staff
- management experience
- market environment
- information available
Relevance of contingency in modern organisations (5)
- leadership style: match managers to relevant areas
- organisational structure: combination of structures used
- staff skills: new workers may need a directed approach
- nature of the work: manufacturing will be better suited to classical
- external environment: e.g. economic conditions such as recession
what theorists studied classical school
- administrative = Fayol
- bureaucratic = webber
- scientific = Taylor
- classical = Mayo
