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PiXL Business > Management > Flashcards

Management Flashcards

1
Q

Explain what is meant by management.

A

the process of dealing with or controlling things or people.

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2
Q

Explain the Function of Management

A
  • Communicating - Controlling - Co-ordinating - Decision Making - Motivation
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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
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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
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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.

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6
Q

Leadership Theories - which theories are TRAIT Theories?

A
  • Carlyle and Goultons - McGregor’s Theory X and Theory Y
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7
Q

Leadership Theories - Which Theories are Behavioural Theories?

A

Blake and Moulton’s Managerial Grid

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8
Q

Leadership Theories - which theories are CONTINGENCY Theories?

A
  • Lewin’s - Tannenbaum and Schmidt’s behaviour continuum
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9
Q

Leadership Theories - which theories are FUNCTIONAL theories?

A

Adair’s Three Circles

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10
Q

What are the three styles of Leadership according to Lewin’s model?

A
  • Autocratic - Democratic - Laissez-Faire
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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

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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
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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
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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
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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.

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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.

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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

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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.

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19
Q

Advantages of a Democratic Leader.

A
  • It’s inclusive - Leads to better decisions being made
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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
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21
Q

When does Laissez-Faire work well?

A

This style can work well if employees are well-motivated and enjoy responsibility

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22
Q

What two sets of assumptions does McGregors Theory include about employees?

A

Theory X Theory Y

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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
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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
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25
Q

What kind of Leadership style would a Theory X manager have?

A

Autocratic

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26
Q

What will Communication be like for a Theory X leader?

A

Limited communication

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27
Q

What will Employee input be like for a Theory X leader?

A

Very little employee input

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28
Q

What are the disadvantages of Theory X leaders?

A

Little job satisfaction, because it is assumed that an employees driving force is money

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29
Q

How will a Theory Y leader view employees?

A

A Theory Y leader will view employees as valuable assets, rather than a cost to be minimised

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30
Q

What kind of Leadership style does a Theory Y leader show?

A

Democratic leadership

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31
Q

Are employees of Theory Y leaders motivated?

A

YES! Because of factors such as variety, challenge and self-development. Training needs will be identified and employees encouraged to develop their skills

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32
Q

When may a Theory X leader, be more appropriate than a Theory Y leader?

A

Low skilled jobs with little opportunity for self-development and where labour turnover is high.

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33
Q

Show Blake & Mouton’s Grid.

A
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34
Q

Blake & Mounton’s Leadership Grid - What is meant by Concern for People?

A
  • 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.

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35
Q

Blake & Mounton’s Leadership Grid - What is meant by Concern for the Task?

A

A manager who has an overriding desire to get the job done will be orientated towards the task rather than employees’ needs.

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36
Q

Blake & Mounton’s Leadership Grid - Country Club Leadership.

A
  • 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.
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37
Q

Blake & Mounton’sLeadership Grid - Authoritarian Leadership

A
  • Leader is concerned witht the task rather than employees
  • LOW motivation, employees may lack commitment and other HR problems.
38
Q

Blake & Mounton’s Leadership Grid - Impoverished Leadership.

A
  • Manager has a lack of concern for employees and the task.
  • Very ineffective leader and morale and productivity is low!
39
Q

Blake & Mounton’sLeadership Grid - Team Leadership

A
  • 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
Q

Blake & Mounton’sLeadership Grid - Middle-of-the-Road Leadership

A
  • Implies that neither set of needs is met
  • Leaders are indecisive and timid
41
Q

What is Carlyle and Galton’s theory?

A

Concentrates on the characteristics required of a leader.

  • Suggested that the characteristics of a good leader could not be learned.
42
Q

What are the Characteristics of an effective leader according to Carlyle and Galtons Theory?

A
  • Motivational
  • Integrity
  • Self-confidence
  • Creative
  • Intelligent

MISCI

43
Q

What is Tannenbaum and Schmidt’s Leadership Grid?

A

Highlights the trade-off between control exerted by the leader and how this affects the interaction between leader and employees.

44
Q

Show Tannenbaum and Schmidt’s Style of Leadership Diagram.

A
45
Q

Tannenbaum and Schmidt - What are the 4 continuum styles?

A
  • Tell
  • Sell
  • Consult
  • Paticipate
46
Q

Tannenbaum and Schmidt - TELL

A
  • 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
Q

Tannenbaum and Schmidt - SELL

A
  • Leader makes a decision but attempts to ‘sell’ the decision to the employees.
  • Some consideration of employees, opportunity for feedback
48
Q

Tannenbaum and Schmidt - CONSULT

A
  • Leader presents ideas to employees and invite discussion and offers a more collaborative approach
49
Q

Tannenbaum and Schmidt - PARTICIPATE

A
  • Focus is on the employees not the leader, leader ask employees to make the decision
50
Q

What is Adairs ‘action-centred’ leadership?

A

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
Q

What are the three elements of Adair’s action-centred leadership?

A
  • Achievement of the task
  • Team or group involved in the task
  • Individual members of the team or group involved in the task
52
Q

What does Adair suggest is the best point of a leader?

A

In the middle, balancing all elements.

53
Q

How should you evaluate all of the Leadership Theories?

A
  • When was the theory written
  • How much evidence is offered in support of the theory
  • How practical the theory is for modern business
54
Q

Draw Adairs Theory.

A
55
Q

When was Lewins Theory made?

A

1939

56
Q

When was McGregors Theory made?

A

1960

57
Q

When was Blake and Moutons Theory made?

A

1964

58
Q

When was Carlyle and Goultons Theory made?

A

1800s

59
Q

When was Tannenbaum and Schmidt made?

A

1960

60
Q

When was Adairs Theory made?

A

1960’s

61
Q

Explain what is meant by Motivation?

A

A strong desire to act in a particular way and to achieve a certain result.

62
Q

What are all the Motivational Theories?

A
  • McClelland
  • Herzberg
  • Maslow
  • Vroom
  • Locke
  • Drucker
  • Peters
63
Q

What is the Taylor Motivation Theory?

A
  • 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
Q

What are the Limitations of Taylors theory?

A
  • Product of its creator and time - Taylor was an engineer not a psycologist, so he understood productivity but not mental well-being
65
Q

What is Mayo’s Motivational Theory?

A

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
Q

What did Mayo conclude workers were motivated by?

A
  • 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
Q

What is the difference between Taylor and Mayo Motivational Theories?

A

Mayo - Highlighted psycological factors affected motivation

Taylor - Monetary method of motivation

68
Q

What are the Limitations of Mayo’s Motivational Theory?

A
  • Outdated
69
Q

What was McClellands Motivational Theory?

A

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
Q

In McClellands Theory what happens if someone’s needs are not acted upon?

A

It decreases someone’s motivation and affects their behaviour

71
Q

McClellands Theory - Explain a person who has the need of ACHIEVEMENT.

A
  • 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
Q

McClellands Theory - Explain a person who has the need of AFFILIATION.

A
  • Enjoys working as part of a team
  • Prefers collaborative approach
73
Q

McClellands Theory - Explain a person who has the need of POWER

A
  • Likes to influence, encourage and dominate others
  • Enjoy recognition and status
  • Likes winning
74
Q

Limitations of McClellands Theory.

A

Just because an employee exhibits a particular need doesn’t mean it benefits the business

75
Q

Important to remember about Herzberg about effect of motivation and satisfaction on Hygiene factors.

A
  • Presence of motivators will motivate
  • Presence of hygiene factors will prevent dissatisfaction
76
Q

What is meant by HYGIENE factors in HERZBERGS theory?

A
  • Is when employees are dissatisfied by a bad working environment.
  • Do not motivate employees only satisfy
77
Q

What did Herzberg say the absence of Hygiene Factors caused?

A
  • Job Dissatisfaction
  • Negative attitude to the job
78
Q

What are MOTIVATING factors in HERZBERGS theory?

A

Factors which affect the job itself not the working environment

79
Q

Give 2 examples of MOTIVATORS in HERZBERGS theory.

A
  • Responsibility
  • Recognition
80
Q

What are the Limitations of HERZBERG theory?

A
  • 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
Q

What is the definition of Job Enrichment, and what motivation theory does it apply to?

A

Making sure that a job is interesting to an employee.

Applies to HERZBERG

82
Q

What did Maslow create?

A

The hierarchy of needs

83
Q

Explain what is meant by Maslow’s HIERARCHY OF NEEDS?

A

Employees have needs at work that need to be satisfied, and until the lower needs are met, the higher ones cannot be.

84
Q

How does Maslow’s Hierarchy theory motivate employees?

A

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
Q

Diagram as Maslow’s Hierarchy of Needs

A
86
Q

State the order of Maslow’s Hierarchy of needs from BOTTOM TO TOP.

A
  • Physiological
  • Safety
  • Social
  • Esteem
  • Self-Actualisation
87
Q

Maslow’s Hierarchy of Needs - Explain Physiological needs

A

Need for shelter water and food

88
Q

Maslow’s Hierarchy of Needs - Explain Safety needs

A
  • Seek security, stability and protection
  • Once Physiological needs are completed
89
Q

Maslow’s Hierarchy of Needs - Explain Social Needs.

A

Don’t like loneliness and isolation instead SEEK friendship and positive relationships with others.

90
Q

Maslow’s Hierarchy of Needs - Explain Esteem Needs.

A

Seek respect from others, some recognition and effort

91
Q

Maslow’s Hierarchy of Needs - Explain Self - Actualisation Needs

A

Concerned with personal growth and the achievement of potential

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