Management Flashcards
1
Q
Explain what is meant by management.
A
the process of dealing with or controlling things or people.
2
Q
Explain the Function of Management
A
- Communicating - Controlling - Co-ordinating - Decision Making - Motivation
3
Q
Evaluate constraints on Management.
A
- Skills of the leaders ability to lead and motivate - Ability to make decision - Strength of leader and ability to delegate
4
Q
Evaluate the success of the management of a business. (Evaluate success of managers)
A
- Level of profit achieved - Level of labour turnover - Ability to meet targets
5
Q
Explain what is meant by leadership.
A
is the ability to motivating a group of people to act towards achieving a common goal.
6
Q
Leadership Theories - which theories are TRAIT Theories?
A
- Carlyle and Goultons - McGregor’s Theory X and Theory Y
7
Q
Leadership Theories - Which Theories are Behavioural Theories?
A
Blake and Moulton’s Managerial Grid
8
Q
Leadership Theories - which theories are CONTINGENCY Theories?
A
- Lewin’s - Tannenbaum and Schmidt’s behaviour continuum
9
Q
Leadership Theories - which theories are FUNCTIONAL theories?
A
Adair’s Three Circles
10
Q
What are the three styles of Leadership according to Lewin’s model?
A
- Autocratic - Democratic - Laissez-Faire
11
Q
Why is Paternalistic not a part of Lewin’s Leadership model but is a leadership model?
A
Because Lewin’s did not involve it in his model
12
Q
What are some characteristics of an Autocratic Leader?
A
- Sets the work and expects it to be performed precisely as directed - Believed employees are solely motivated by money - Employees are not involved in decision making decisions - Believes in close supervision
13
Q
What are some typical Characteristics of a Democratic Leader?
A
- Encourages employee input into decision making - Believes that the motivation of employees is not simply financial - Believes employees can be left to be independent
14
Q
What are the typical Characteristics of a Laissez-Faire Leader?
A
- Provides little direction for employees - Uses a ‘let them get on with it approach’ - Employees are required to set their own tasks and objectives
15
Q
What type of businesses are Autocratic leaders often found in?
A
Highly Centralised businesses - High amounts of control exercised by senior executives over decisions making, employees have little independence.
16
Q
Explain what is meant by a Centralised business structure?
A
Is the amount of control exercised by senior executives over decisions making, employees have little independence.
17
Q
What kind of business structures are Democratic leaders likely to be found in?
A
Decentralised businesses - where those at the top encourage creativity and autonomy (employees are able to independent) at all levels
18
Q
In terms of Managing style (Autocratic, Democratic etc) what makes a good manager?
A
Varys the style according to circumstance and does not remain in one particular mode.
19
Q
Advantages of a Democratic Leader.
A
- It’s inclusive - Leads to better decisions being made
20
Q
Disadvantages of a Democratic Leader.
A
- Process takes longer time - Sometimes short cuts are taken because it takes longer to reach an agreement
21
Q
When does Laissez-Faire work well?
A
This style can work well if employees are well-motivated and enjoy responsibility
22
Q
What two sets of assumptions does McGregors Theory include about employees?
A
Theory X Theory Y
23
Q
McGregors Leadership Trait Theory - Theory X Views employees as…
A
- Lazy, disliking work and responsibility - Lacking the will and ability to work unsupervised - Lacking initiative - Motivated by money
24
Q
McGregors Leadership Trait Theory - Theory Y views employees as…
A
- Enjoying their work if the right conditions are created - Willing to accept responsibilities and challenges - Creative and willing to contribute - Not just motivated by money
25
What kind of Leadership style would a Theory X manager have?
Autocratic
26
What will Communication be like for a Theory X leader?
Limited communication
27
What will Employee input be like for a Theory X leader?
Very little employee input
28
What are the disadvantages of Theory X leaders?
Little job satisfaction, because it is assumed that an employees driving force is money
29
How will a Theory Y leader view employees?
A Theory Y leader will view employees as valuable assets, rather than a cost to be minimised
30
What kind of Leadership style does a Theory Y leader show?
Democratic leadership
31
Are employees of Theory Y leaders motivated?
YES! Because of factors such as variety, challenge and self-development. Training needs will be identified and employees encouraged to develop their skills
32
When may a Theory X leader, be more appropriate than a Theory Y leader?
Low skilled jobs with little opportunity for self-development and where labour turnover is high.
33
Show Blake & Mouton's Grid.
34
Blake & Mounton's Leadership Grid - What is meant by Concern for People?
- The needs for people
A manager who concentrates on people needs will try to make employees content and keep them in high spirits, may be at the expense of getting work done.
35
Blake & Mounton's Leadership Grid - What is meant by Concern for the Task?
A manager who has an overriding desire to get the job done will be orientated towards the task rather than employees' needs.
36
Blake & Mounton's Leadership Grid - Country Club Leadership.
- Manager is concerned about the well-being of the team, rather than completing the task.
- Morale will be HIGH, some employees may take advantage, and deadlines may be missed.
37
Blake & Mounton'sLeadership Grid - Authoritarian Leadership
- Leader is concerned witht the task rather than employees
- LOW motivation, employees may lack commitment and other HR problems.
38
Blake & Mounton's Leadership Grid - Impoverished Leadership.
- Manager has a lack of concern for employees and the task.
- Very ineffective leader and morale and productivity is low!
39
Blake & Mounton'sLeadership Grid - Team Leadership
- Manager will have a strong and equal regard for both employee and task needs
- Managers should aim for this
- High Motivation and High Productivity
40
Blake & Mounton'sLeadership Grid - Middle-of-the-Road Leadership
- Implies that neither set of needs is met
- Leaders are indecisive and timid
41
What is Carlyle and Galton's theory?
Concentrates on the characteristics required of a leader.
- Suggested that the characteristics of a good leader could not be learned.
42
What are the Characteristics of an effective leader according to Carlyle and Galtons Theory?
- Motivational
- Integrity
- Self-confidence
- Creative
- Intelligent
MISCI
43
What is Tannenbaum and Schmidt's Leadership Grid?
Highlights the trade-off between control exerted by the leader and how this affects the interaction between leader and employees.
44
Show Tannenbaum and Schmidt's Style of Leadership Diagram.
45
Tannenbaum and Schmidt - What are the 4 continuum styles?
- Tell
- Sell
- Consult
- Paticipate
46
Tannenbaum and Schmidt - TELL
- Leader just informs employees of their decision and can be seen as an autocratic approach.
- Employees are expected to comply, employees are not invovled during the decision making process.
47
Tannenbaum and Schmidt - SELL
- Leader makes a decision but attempts to 'sell' the decision to the employees.
- Some consideration of employees, opportunity for feedback
48
Tannenbaum and Schmidt - CONSULT
- Leader presents ideas to employees and invite discussion and offers a more collaborative approach
49
Tannenbaum and Schmidt - PARTICIPATE
- Focus is on the employees not the leader, leader ask employees to make the decision
50
What is Adairs 'action-centred' leadership?
Highlights the three elements for all leadership situations, which are...
- Achievement of the task
- Team or group involved in the task
- Individual members of the team or group involved in the task
51
What are the three elements of Adair's action-centred leadership?
- Achievement of the task
- Team or group involved in the task
- Individual members of the team or group involved in the task
52
What does Adair suggest is the best point of a leader?
In the middle, balancing all elements.
53
How should you evaluate all of the Leadership Theories?
- When was the theory written
- How much evidence is offered in support of the theory
- How practical the theory is for modern business
54
Draw Adairs Theory.
55
When was Lewins Theory made?
1939
56
When was McGregors Theory made?
1960
57
When was Blake and Moutons Theory made?
1964
58
When was Carlyle and Goultons Theory made?
1800s
59
When was Tannenbaum and Schmidt made?
1960
60
When was Adairs Theory made?
1960's
61
Explain what is meant by Motivation?
A strong desire to act in a particular way and to achieve a certain result.
62
What are all the Motivational Theories?
- McClelland
- Herzberg
- Maslow
- Vroom
- Locke
- Drucker
- Peters
63
What is the Taylor Motivation Theory?
- Believed that money could be used to motivate employees whatever tasks they were performing
- Jobs are broken down to achieve high division of labour and specialisation, they would be payed a PIECE RATE.
- Using this method could improve worker productivity and reward them by doing so, this harmonises the relationship between employee and employer.
64
What are the Limitations of Taylors theory?
- Product of its creator and time - Taylor was an engineer not a psycologist, so he understood productivity but not mental well-being
65
What is Mayo's Motivational Theory?
focused on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions.
- closely fits in with a paternalistic style of management.
66
What did Mayo conclude workers were motivated by?
- Employees respond to changes in the working environment
- A sense of recognition and consultation is important to employees
- Employees like to work in groups
- Managers should have greater involvement in employee's working life
67
What is the difference between Taylor and Mayo Motivational Theories?
Mayo - Highlighted psycological factors affected motivation
Taylor - Monetary method of motivation
68
What are the Limitations of Mayo's Motivational Theory?
- Outdated
69
What was McClellands Motivational Theory?
Based his motiavtional theory on the proposition that people have 3 needs, ACHIEVEMENT, AFFILIATION and POWER
- If one these needs is more dominant it will influence a persons behaviour in a particular way
70
In McClellands Theory what happens if someone’s needs are not acted upon?
It decreases someone’s motivation and affects their behaviour
71
McClellands Theory - Explain a person who has the need of ACHIEVEMENT.
- Likes challenging goals to feel a sense of achievement
- Likes working on projects which results are based on their effort
- Likes receiving regular feedback
72
McClellands Theory - Explain a person who has the need of AFFILIATION.
- Enjoys working as part of a team
- Prefers collaborative approach
73
McClellands Theory - Explain a person who has the need of POWER
- Likes to influence, encourage and dominate others
- Enjoy recognition and status
- Likes winning
74
Limitations of McClellands Theory.
Just because an employee exhibits a particular need doesn’t mean it benefits the business
75
Important to remember about Herzberg about effect of motivation and satisfaction on Hygiene factors.
- Presence of motivators will motivate
- Presence of hygiene factors will prevent dissatisfaction
76
What is meant by HYGIENE factors in HERZBERGS theory?
- Is when employees are dissatisfied by a bad working environment.
- Do not motivate employees only satisfy
77
What did Herzberg say the absence of Hygiene Factors caused?
- Job Dissatisfaction
- Negative attitude to the job
78
What are MOTIVATING factors in HERZBERGS theory?
Factors which affect the job itself not the working environment
79
Give 2 examples of MOTIVATORS in HERZBERGS theory.
- Responsibility
- Recognition
80
What are the Limitations of HERZBERG theory?
- Outdated, made in the USA when the economy was mainly in the secondary sector nowadays it’s in the tertiary
- People might prioritise hygiene factors over motivational factors, eg, director getting paid a lot regards hygiene as more important but workers on low wages may want motivational factors, like increasing pay.
- Not easy to enrich unskilled jobs
81
What is the definition of Job Enrichment, and what motivation theory does it apply to?
Making sure that a job is interesting to an employee.
Applies to HERZBERG
82
What did Maslow create?
The hierarchy of needs
83
Explain what is meant by Maslow’s HIERARCHY OF NEEDS?
Employees have needs at work that need to be satisfied, and until the lower needs are met, the higher ones cannot be.
84
How does Maslow’s Hierarchy theory motivate employees?
Once a persons needs are met at a particular level, they are not motivated by them anymore, they are motivated by moving up a higher level!
85
Diagram as Maslow’s Hierarchy of Needs
86
State the order of Maslow’s Hierarchy of needs from BOTTOM TO TOP.
- Physiological
- Safety
- Social
- Esteem
- Self-Actualisation
87
Maslow’s Hierarchy of Needs - Explain Physiological needs
Need for shelter water and food
88
Maslow’s Hierarchy of Needs - Explain Safety needs
- Seek security, stability and protection
- Once Physiological needs are completed
89
Maslow’s Hierarchy of Needs - Explain Social Needs.
Don’t like loneliness and isolation instead SEEK friendship and positive relationships with others.
90
Maslow’s Hierarchy of Needs - Explain Esteem Needs.
Seek respect from others, some recognition and effort
91
Maslow’s Hierarchy of Needs - Explain Self - Actualisation Needs
Concerned with personal growth and the achievement of potential
