Management and Supervision Flashcards
Main tasks of a manager:
Include examples
1) Planning for future
- Select objectives and design strategies to achieve them
(Deciding which products will form the main thrust of advertising during the next financial year. )
2) Organising work
- Establish a structure of tasks
- Group tasks into jobs for individuals/departments
- Delegate authority to carry out jobs
(Ensuring that the sales department does not exceed its budget)
3) Commanding
- Giving instructions to subordinates to carry out tasks
(Ensuring that new working practices are communicated to the workforce.)
4) Coordinating
- Harmonising activities of individuals and groups within the workplace
(Ensuring that the sales department liaises with production on delivery dates. )
5) Controlling
- Measure activity to ensure performance
- Identify and correct deviations to plans
(Changing work schedules to reduce idle time. )
Three types of managerial role:
Outline categories and describe associated roles
1) INTERPERSONAL
- Figurehead
- Leader
- Liaison
2) INFORMATIONAL
- Monitor
- Spokesperson
- Disseminator
3) DECISIONAL
- Entrepreneur
- Disturbance Handler
- Resource Allocator
- Negotiator
Define the ‘Span of Control’:
Refers to the number of staff immediately responsible to a particular manager or supervisor.
Number of subordinates and tasks over which a manager has supervisory responsibilities should be restricted to what is physically and mentally possible.
Outline the key issues associated with NARROW width of span:
1) Tight control and close supervision of subordinate activities.
2) Time to think and plan, managers are not burdened with too many day to day problems.
3) Reduced delegation, a manager can do more of his work himself.
4) Better communication with subordinates, who are small in number to allow this to occur.
Outline the key issues associated with WIDE width of span:
1) Greater decision making authority for subordinates.
2) Lower supervisory costs.
3) Less control but perhaps greater motivation through job satisfaction.
What is a matrix organisation?
Matrix organisations are permanent arrangements, in which two or more lines of authority overlap.
Advantages of a matrix organisation?
1) Greater flexibility and cooperation from everyone involved.
2) Coordination between business functions at local level.
Disadvantages of a matrix organisation?
1) Dual authority threatens a conflict between managers.
2) One individual with two or more bosses is more likely to suffer from stress at work.
What was the golden rule of older management theory?
One person should have one boss.
However this is now impractical
Describe the ‘Scientific’ management approach:
Scientific management concentrates on the tasks to be performed, based on ‘well recognised, clearly defined fixed principles, instead of hazy ideas’ (Taylor).
- Work techniques are broken down into smallest component parts to achieve greatest efficiency.
- Planning the work and doing the work are separated, workers loose any control.
- Workers paid incentives on the acceptance of the new methods as it greatly increased productivity and profits.
(Argued that the taylor approach is dehumanising.)
Built around Fordism. Model of economic expansion and technological progress based on mass production: the manufacture of standardised products in huge volumes using special purpose machinery and unskilled labour
Describe the ‘Human Relations’ management approach:
The human relations approach focusses on people and the promotion of job satisfaction. (Elton Mayo)
- The concept of the social man: People are motivated by social or belonging needs, which are satisfied by social relationships formed at work.
- Attention shifted towards people’s ‘higher’ psychological needs for growth, challenge, responsibility and self-fulfilment. Herzberg suggested that only these things could positively motivate employees to improved performance.
(However still no proven link between job satisfaction and motivation.)
What is the ‘Contingency Approach’ in terms of management?
Neither scientific or human relations approaches are right or wrong, just taken from different viewpoints. Right managerial approach will vary with the situation.
What is the scalar chain or chain of command
Organisation’s formal management hierarchy, that is the chain of superiors from lowest to highest rank.
The length of the chains of command is influenced by the organisation’s:
Work practices Geographical dispersion Size Controls Products and services (type, range, complexity)
One important problem for efficient and effective management is establishing the most suitable number of links in the chains of command.
(a) Short chains of command mean that:
(b) Long chains of command
(i) information - good or bad - can, in theory, flow quickly up and down, without going through too many levels.
(ii) junior managers can influence and obtain insight into senior management decisions.
Long chains of command provide a satisfying career structure and reduce span of control.
