Management and Administration

Question 1

Which one of the following departments ensures that an organisation employs people in the correct manner?

Answer 1

Human Resources

Question 2

In terms of health and safety, the Safe Person Concept may be defined in which one of the following ways?

Answer 2

Having support systems in place to ensure people are safe

Question 3

According to McGregor’s behavioural theory, which THREE of the following are examples of Theory “Y” behaviours?

Answer 3

i) Learning to seek responsibility
ii) Displaying innovative and creative behaviour at work
iv) Exercising self-direction at work

Question 4

Which THREE of the following are examples of capital expenditure?

Answer 4

i) Improvement to buildings
ii) Purchase of vehicles
iv) Installation of IT systems

Question 5

Which THREE of the following would be taken into account when carrying out a training needs analysis?

Answer 5

i) Introduction of new equipment
ii) Skills needed by individuals to carry out a job role
iv) Organisational objectives

Question 6

CHAIN OF COMMAND

Answer 6

the term ‘Chain of Command’ refers to the hierarchical ‘path’ down which orders and decisions are communicated at the top of the organisation down to ‘shop floor’ or front line workers. (It is also the
route via which information goes from the front lines of the organisation to more senior staff.) Organisations achieve order by the use of authority implemented through a defined hierarchy. Managers have direct responsibility for giving orders to their subordinates.

Question 7

3 E’S

Answer 7

Economy - Minimising the costs of resources used for a goods service or activity, for example; purchasing supplies at the best possible price.

Efficiency - The relationship between outputs and the resources used to produce them, for example; ensuring that a course programme makes the best use of a trainer’s time.

Effectiveness - The extent to which objectives have been achieved, for example; using community safety activities to educate the public and reduce the number of fires.

Question 8

SMART TARGETS

Answer 8

Specific - not vague and easily understood by staff

Measurable - capable of being subject to some form of analysis, which will
result in the production of meaningful information

Achievable - not over ambitious or frustration and lack of motivation could be the result

Realistic/Relevant - can be seen as relevant to the achievement of objectives
and not ‘Pie in the sky’

Time bound - to be achieved within a set period of time

Question 9

Definition of Budget

Answer 9

A major aspect of financial management is a budget; which is a plan agreed in advance. It is a statement which sets out the financial resources available for carrying out specific activities in a given period of time, and it helps to co-ordinate the activities of the organisation.

Question 10

Revenue Costs

Answer 10

which relate to the day to day running of an organisation

Question 11

Capital Expenditure

Answer 11

which relates to major projects that will be expensive. Such as new buildings, fleets of vehicles, replacement of all breathing apparatus, new IT systems.

Question 12

Name the different leadership styles

Answer 12

 Autocratic

 Bureaucratic

 Charismatic

 Democratic

 Laissez-faire

 People-oriented and task-oriented styles

 Transactional

 Transformational

 Situational

Question 13

Autocratic Leadership

Answer 13

The style is characterised by a leader who exerts high levels of power over staff.
People are given few opportunities to contribute ideas and suggestions and often staff can resent this and it stifles creativity, development of good team spirit and prevents staff using the benefit of their experience.

Question 14

Bureaucratic Leadership

Answer 14

This style describes leaders whose Bureaucratic work “by the book” ensures that their staff rigidly follow procedures.

Question 15

Charismatic Leadership

Answer 15

One of the main features of charismatic leaders is their personality, which can create great enthusiasm amongst staff. However because their style is routed in their personality, and the commitment which staff have to them, an organisation can find itself in great difficulty if they leave.

Question 16

Democratic Leadership

Answer 16

Whilst this type of leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. This increases job satisfaction because staff feel involved, team members know ‘what’s going on’, and people’s skills are developed

Question 17

Laissez-Faire Leadership

Answer 17

This French phrase means “leave it be”. It is used to describe a leader who leaves his or her colleagues to get on with their work. As a style it can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly.

Question 18

People-Oriented Leadership

Answer 18

With this type of leadership the emphasis is on organising, supporting and developing the people in the leader’s team. It is a participative style and as such tends to lead to good teamwork and creativity amongst team members

Question 19

Task-Oriented Leadership

Answer 19

Task-oriented leaders only focus on getting the job done, and can be quite autocratic. They precisely define the work required, putting structures in place, to plan, organise and monitor.

Question 20

Transactional Leadership

Answer 20

This style of leader is based on the belief that team members agree to obey their leader totally when they take a job on. The “transaction” is (usually) that the organisation pays staff in return for their effort and compliance.

Question 21

Transformational Leadership

Answer 21

This style is one where a leader inspires his or her team with a shared vision of the future. Transformational leaders are highly visible, and place great emphasis on communicating with staff. They don’t always lead from the front as they tend to delegate responsibility amongst their teams.

Question 22

The features of a good plan are that it;

Answer 22

• Uses available resources to the best effect
• Is based on clearly defined objectives
• Is designed to maintain appropriate standards

Question 23

4 principals of Scientific Management

Answer 23

1. Management should develop a scientific approach for each element of an individual’s work to replace rule-of-thumb guidelines
2. Management should scientifically select, train, teach and develop each worker so that the right person has the right job
3. Management should co-operate with workers to ensure that the job matches plans and principles
4. Management should ensure an equal division of work and responsibility between managers and workers.

Question 24

5 Recognised Management theories:

Answer 24

 Scientific Management

 Hierarchy of Needs

 Hawthorne Studies

 Theory of Motivation

 Theory X and Theory Y

Question 25

Name 3 examples of McGregor’s behavioural theory “Y”

Answer 25

 Employees want to work
 Can direct and control themselves
 Are interested in contributing to the achievement of organisational objectives
 Can learn if the conditions are right
 Accept and seek responsibility, and
 Have the capacity to be imaginative and creative

Question 26

Safe Person Concept

Answer 26

Support systems encompasses safe systems of work; training; equipment; information; personal protective equipment, these together result in a ‘safe person’ rather than a safe working environment, which with operational incidents it could be impossible to provide

Question 27

Counselling can be used for helping employees resolve:

Answer 27

 Personal difficulties.
 Family problems.
 Financial problems
 Drug and/or alcohol problems.
 Ways of coping with stress, depression or anxiety.
 Relationship issues.

Question 28

Training Need Analysis

Answer 28

A Training Needs Analysis is designed to help an organisation identify the precise areas where training is required.
It can be undertaken at different levels
eg organisation, for a specific department, for a team, an individual.