Management chapter 12 Flashcards
manager (2)
the person responsible for setting objectives, organising resources and motivating workers so that the objectives of the business are met.
Functions of managers (5)
Planning-giving the business a direction for the future
Organising - the people and other resources needed
Directing-leading and motivating people in the organisation
Controlling-ensuring that the original plan is being followed.
management (2)
the organisation and coordination of activities in order to achieve the defined objectives the business.
Fayol: the functions of management (3)
Henri Fayol defined five functions of management.
necessary to make the management process easier.
focuses on the relationship between employees and managers
Planning (Fayol: Functions of management) (3)
All managers need to think ahead.
Senior management will establish overall objectives and these will be translated into tactical objectives for less senior managers.
The planning needed to put these objectives into effect is also important.
Organising resources to meet objectives (Fayol: Functions of management) (3)
Employees need to be recruited carefully and encouraged, via delegation, to take some authority and accept some accountability.
Senior managers should ensure that the structure of the business allows for a clear division of tasks.
Each functional department is organized to allow employees to work towards the common objectives.
Commanding, directing and motivating employees (Fayol: Functions of management) (3)
This means guiding, leading and overseeing employees to ensure that business objectives are being met.
Employee development will help motivate employees to use all of their abilities at work
Managers should be capable of motivating a team and encouraging employees to show initiative.
Coordinating activities (Fayol: Functions of management)
(3)
As businesses grow there is a greater need to ensure consistency and coordination between different parts of the business.
The goals of each branch, division, region and employee must be welded together to achieve a common sense of purpose.
At a practical level, this avoids the situation that could result in wasteful duplication of effort.
Controlling and measuring performance against targets (Fayol: Functions of management) (3)
Establishing clear objectives for the business and for each section within it establishes targets for all groups, divisions and individuals.
It is management’s responsibility to appraise performance against targets and to take action if underperformance occurs.
It is just as important to provide positive feedback when things go right.
mintzberg: management roles (5)
summed up by his ten roles of management.
they are divided into three groups
Interpersonal roles - dealing with and motivating employees at all levels of the organisation.
Informational roles - acting as a source, receiver and transmitter of information
Decisional roles-taking decisions and allocating
resources to meet the organisation’s objectives.
Figurehead (Interpersonal roles) (2)
symbolic leader of the organisation, undertaking duties of a social or legal nature
leader (Interpersonal roles) (2)
motivating subordinates
selecting and training other managers/workers
liaison (Interpersonal roles)
linking with managers and leaders of other divisions of the business and other organisations
monitor (receiver) (Informational roles)
collecting data relevant to the business’s operations
disseminator (Informational roles)
sending information collected from external and internal sources to the relevant people within the organisation
spokesperson (Informational roles)
communicating information about the organisation, its current position and achievements, to external groups and people
Entrepreneur (Decisional roles)
looking for new opportunities to develop the business
disturbance handler (Decisional roles) (2)
responding to changing situations that may put the business at risk
assuming responsibility when threatening factors develop
resource allocator (Decisional roles) (2)
deciding on the spending of the organisation’s financial resources and the allocation of its physical and human resources
negotiator (Decisional roles)
representing the organisation in all important negotiations
differences between Fayol and Mintzberg’s approaches (3)
mintzberg thought the division of managerial tasks into five functions was too close and limiting
role of managers was too open ended
nature of tasks of managers were interpersonal.
indicators that managers are having a positive impact on business performances (6)
the business regularly meets its objectives.
high levels of customer satisfaction.
high employee motivation levels and low labour turnover.
a respected brand image.
high regard from external stakeholders such as environmental and social pressure groups.
excellent communication both within the business and with external stakeholders
CEO (4)
CEO is the highest-ranking executive in a company.
The primary responsibilities include:
making major corporate decisions,
managing overall operations,
managing company resources.
Director (3)
An appointed or elected member of the board of directors of a company who, with other directors, has the responsibility for determining and implementing the company’s policy.
They report to the CEO.
manager (3)
Any individual responsible for people, resources or decision-making can be termed a manager.
They have authority over other employees below them in the hierarchy.
They direct, motivate and, if necessary, discipline the employees in their section or department.
supervisors (3)
These are appointed by management to watch over the work of others.
This is usually not a decision-making role.
They have responsibility for leading and controlling a team of people in working towards pre-set goals.
Autocratic management (5)
management style where one manager takes all decisions with very little, if any, input from others.
workers show no initiative and are dependent on managers.
motivation levels will be low, supervision will be necessary.
used when orders need to be issued quickly with immediate response.
during crises, managers will have to give clear instructions and orders to reduce consequences.
Democratic management (2)
management style that encourages the active participation of workers in taking decisions.
slow process
paternalistic management (2)
management style based on the view that the manager is in a better position than the workers to know what is best for an organisation.
works with unskilled, untrained or newly appointed workers.
laissez-faire management (3)
management style that leaves much of the business decision-making to the workforce.
effective with research or design teams.
could lead to lack of confidence, poor decisions and poor motivation in workers
features of autocratic (4)
leader takes all decisions.
they give little information to workers.
they supervise workers closely.
only one-way communication is used.
features of democratic (3)
participation encouraged.
two-way communication is used, which allows feedback from workers.
workers are given information about the business to allow their full involvement
features of paternalistic (3)
managers do what they think is best for the workers.
some consultation might take place, but the final decisions are taken by the managers - there is no true participation in decision making.
managers want workers to be happy in their jobs
features of laissez-faire (2)
managers delegate virtually all authority and decision-making powers.
very broad criteria or limits might be established for the staff to work within
limitations of autocratic (2)
demotivates workers who want to contribute and accept responsibility.
decisions do not benefit from employee input
limitations of democratic (3)
consultation with workers can be time-consuming.
on occasions, quick decision making will be required.
some business issues might be too sensitive to allow worker involvement or too secret
limitations of paternalistic
some workers will be dissatisfied with the apparent attempts to consult, while not having any real power or influence
limitations of laissez-faire (3)
workers may not appreciate the lack of structure and direction in their work- this could lead to a loss of security.
lack of feedback - as managers do not closely monitor progress-may be demotivating
McGregors theory X (3)
the view that some managers believe that employees are lazy, fear-motivated and in need of constant direction.
are not creative.
employees dislike work and avoid responsibility.
McGregors theory Y
view that some managers believe employees are internally motivated, enjoy their work and are prepared to take on additional responsibilities.
workers will accept responsibility.
are creative.
factors affecting workforce
The training and experience of the workforce and the degree of responsibility that they are prepared to accept. The amount of time available for consultation and participation. The attitude of managers, or the management culture of the business, This is influenced by the personality and business background of the managers. The importance of the issues under consideration. Different styles may be used in the same business in different situations
democratic leadership
leadership style in which members of the group participate in the decision-making process.
