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Business Studies > Management Approaches > Flashcards

Management Approaches Flashcards

1
Q

What is the point of classical management?

A

Stresses how best to manage and organise workers so as to improve productivity

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2
Q

What is classical-scientific approach?

A

Focuses on how best to organise workers and production methods on the factory floor.

Used time and motion studies to analyse the performance of a particular task

  • Objective = reduce task to an effective minimum standard

A time and motion study = examine each step and the time taken to perform them

Division of labour -> tasks divided into small, specialised activities

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3
Q

What is classical-bureaucratic approach?

A

Emphasised how businesses should be organised or structured

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4
Q

What is an example of classical-scientific approach?

A

Production line method = most efficient

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5
Q

What are Taylor’s four principles of scientific management?

A
  1. Scientifically examine each part of a task to determine the most efficient method
  2. Select suitable workers and train them
  3. Cooperate with workers to guarantee they use the scientific methods
  4. Divide work and responsibility

Management = planning, organising & controlling

Workers = perform work as planned

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6
Q

What is Fayol’s management functions?

A
  1. Management as Planning
  2. Management as Organising
  3. Management as Controlling
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7
Q

What is the management function of planning? What is the operation?

A

the process of setting goals and deciding on the methods to achieve them.

planning the tasks that need to be performed.

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8
Q

What is the management function of organising? What is the operation?

A

the process of arranging the resources of the business to achieve the goals

organising the work and workplace in such a way as to maximise productivity and efficiency.

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9
Q

What is the management function of controlling? What is the operation?

A

the process of evaluating and modifying tasks to ensure that the set goals are being achieved

changing production procedures if goals are not being achieved

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10
Q

Why is management as planning important?

A

Planning = primary management function

Key to both the short-term and long-term success of a business.

Effective planning -> vision and goals -> strategies to achieve -> anticipation of future directions for change

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11
Q

What are the 3 levels of planning and how long are they estimated?

A

Strategic (long-term) planning = 3 - 5 years

  • Determines where in the market the business wants to be and what it wants to achieve in relation to competitors

Tactical (medium term) planning = 1 - 2 years

  • Flexible, adaptable and responds to changes quickly
  • Emphasis on how the goals will be achieved through the allocation of resources

Operational (short term) planning = Day-to-Day

  • Provides specific details about the way the business will operate in the short term
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12
Q

What is management as organising?

A

Organising = structuring of the organisation to translate plans and goals into action

  • What is to be done (determining the work activities)
  • Who is to do it (delegation of authority)
  • How it is to be done (classifying activities)

Also organises the resources

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13
Q

What does management of controlling mean?

A

Controlling = compares what was intended to happen with what has actually occurred

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14
Q

What are the steps of the control process?

A
  1. establish standards in line with the firm’s goals and influences from employees, management, industry and government.
  2. measure performance and determine how comparisons will be made against standards or benchmarks
  3. take corrective action - changing activities, processes and personnel to ensure that the goals of the business have been met
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15
Q

What is hierarchical structure?

A

Primary characteristic = grouping of people by functions

  • These may include marketing, finance, human resources and operations
  • Tasks are further subdivided into specialised jobs
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16
Q

What are some characteristics of hierarchical structure?

A
  • Rigid lines of communication
  • Numerous levels of management
  • Clearly distinguishable positions, roles and responsibilities
  • Hierarchical, linear flows of information and direction
  • Specialisation of labour
  • A chain of command that shows who is responsible to whom
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17
Q

What is a leadership style?

A

A manager’s leadership style is essentially their way of doing things - their behaviour and attitude.

18
Q

What are the two leadership styles on a continuum?

A

Autocratic (authoritarian) to participative (democratic)

19
Q

What is an autocratic (authoritarian) leader?

A

one who makes the decisions and tells employees what tasks to do and how to do them

(manager is more individual)

20
Q

What is a participative (democratic) leader?

A

presents problems, asks for suggestions and WORK TOGETHER to make a decision

21
Q

What are features of an autocratic leadership?

A
  • Provides clear directives by telling employees what to do
  • No employee input
  • Controls the people in the business closely
  • Motivates through threats and disciplinary action.
  • Expect compliance and obedience, and gives more negative feedback.
22
Q

What are some advantages of an autocratic leader?

A
  • Directions and procedures are clearly defined (Less chance of uncertainty)
  • Clear employee roles and expectations
  • Stable and consistent environment
  • Control is centralised at top-level management
  • Problems are dealt with quickly -> no discussion or consultation
23
Q

What are some disadvantages of an autocratic leader?

A
  • No employee input allowed -> ideas are not encouraged or shared
  • ↓ skill development, employees don’t feel valued
  • Ignores the importance of employee morale and motivation
  • ↑ absenteeism and staff turnover
  • ↑ conflict -> competing for approval -> lead to tension
  • ‘Us and them’ mentality may develop
24
Q

What is behavioural management?

A
  • ‘Human relations’ approach
  • Acknowledged the workers’ contribution to output
  • Employees should be the main focus of business organisation
25
Q

What makes successful management?

A

Successful management depends on the manager’s ability to work with people who have diverse backgrounds, hopes, desires and expectations

26
Q

What are the main features of behavioural management?

A
  • humanistic approach -> employees are most important
  • economic and social needs of employees should be satisfied
  • employee participation in decision making
  • team-based structure
  • managers need good interpersonal skills
  • democratic leadership style emerging
27
Q

What are the 3 management functions of a behavioural management?

A
  1. management as leading
  2. management of motivation
  3. management of communicating
28
Q

What are qualities of a successful leader?

A
  • keeps an open mind, seeks out new ideas and freely shares information
  • shows confidence in people, shares credit and recognition
  • builds and communicates a clear vision
  • sets an example and earns the respect of employees
  • delegates tasks to suitable employees
  • conveys the goals of the business to workers and motivates them
  • demonstrates flexibility in dealing with situations
  • understands the technical aspects of the industry or business
29
Q

What is motivation?

A

Motivation = the individual, internal process that energises, directs and sustains an individual’s behaviour.

It is the personal force that causes a person to behave in a particular way.

30
Q

How can a manager motivate employees?

A
  • Numerous studies have identified factors such as trust, respect, positive reinforcement, employee participation, rewarding performance, employee encouragement…
  • However, what the majority of these motivation techniques have in common is the need to develop a workplace culture that fosters employee participation.
31
Q

Why is communication crucial for managers?

A

Without communication, the most carefully detailed plans and brilliant strategies will most probably fail

32
Q

What is teamwork?

A

people who interact regularly and coordinate their work towards a common goal

33
Q

What os cohesion? And why is it important for managers to make sure a team is cohesive?

A

Cohesion refers to the inclusion of people being united and getting along

Managers need to foster cohesion between team members to encourage more respect from the team and to ensure motivation efficiency

34
Q

When might a democratic leadership be important?

A
  • Frequently practised in businesses that have flatter management structures and work teams
  • Effective in situations where there are diverse groups to be coordinated
  • Most effective when a business is operating in an environment undergoing rapid change
35
Q

What are advantages of a democratic leadership style?

A
  • Communication is a two-way process
  • Employer/employee relations are positive
  • Motivation and job satisfaction (Employees feel they have played an active role)
  • Employees have a greater opportunity to acquire more skills
  • Power sharing encourages the development of work teams
  • High levels of trust and commitment
36
Q

What are disadvantages of a democratic leadership style?

A
  • Reaching decisions and introducing tasks can be time consuming
  • Role of management may be weakened / undermined
  • Internal conflict can arise with so many views and opinions being shared
  • Importance of the organisational structure may be minimised
  • Not all employees want to contribute
37
Q

What is the contingency approach?

A

stresses the need for flexibility and the adaptation of management practices and ideas to suit changing circumstances.

38
Q

What is Laissez-Faire leadership?

A

directly translates to ‘let it be’

Allows the employees to make decisions, however not all are their responsibility

Process involves a clear understanding between leaders and employees over who can make what decisions

39
Q

What are the advantages of the laissez-faire management?

A
  • Higher retention of employees (keep employees)
  • More accountability
  • Relaxed company culture
  • Creative environment
  • Employees are highly motivated (by their own ideas)
  • Employees have autonomy (independence) over their part of the project
40
Q

What are the disadvantages of the laissez-faire management?

A
  • Difficult for new hires
  • Confusion over who is in charge
  • Lack of structure and support
  • Accountability passing
  • Can be difficult for group-work (individual based)
  • Leaders can seem uninvolved

Business Studies (3 decks)

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