Management Skills Flashcards
leading
the ability to direct people and positively influence them to obey and follow you
autocratic
makes all decisions themselves
gives orders, expects them to be obeyed
uses authority to get what they want
may use fear/threats to get their way
evaluation of autocratic
doesnt produce good results
employees resent manager, unhappy and resign
appropriate in emergency
democratic
involves employees in decisions
takes employees views into account
delegates tasks to employees as they trust them
employees follow by reasoning/explaining
democratic evaluation
more effective, employees feel involved
happier, work harder, more intrapreneur
decision making can take longer
only used if employees are knowledgable
laissez faire
low interference
delegates a lot of work, lots of trust
uses reasoning/explaining
gives a goal and timeframe and its up to employee to achieve it
laissez faire evaluation
only used if employees are highly trusted
some find it difficult with no manager looking over their work
used in businesses that rely on creativity and innovation
importance of effective leadership
improved efficiency
improved co-ordination
employee retention
better coping with change
delegation
a manager assigns authority to an employee to carry out some tasks/work for them
gives the employee the power to do management work and is held accountable for the work
benefits of delegation
manager has more time for important work
work is done faster - saves time/money
trains employees to be managers on job
employees feel valued and respected
motivating
involves the manager energising employees and providing them with appealing incentives so they will willingly co-operate and work harder for the business
McGregors theory X and Y
Theory X -employees dont want to work -lazy, no ambition, want to be told what to do -only looking out for themselves/money motivates by: -keeping close eye -promising more money Theory Y -employees enjoy working -ambition -want more responsibility/challenges motivates by: -offering promotions/titles -delegating work -praising
Maslow’s hierarchy of needs
- self actualisation - need for personal growth and achievement
- esteem - need to feel good about yourself and gain respect and admiration of others
- social - need for friendship,love,belonging
- safety - need to feel safe and secure, through financial security, good health
- physiological - basic needs eg food water air
how to satisfy employee needs (maslow)
- offer more challenging work
- praise and recognise hard with with awards and promotions
- team work, bonding days, staff parties
- long term contract, health insurance plan
- high enough wage for rent and food
importance of motivation
improved productivity
greater intrapreneurship
employee recruitment and retention
improved industrial relations
communication
transferring information from one person to another
can be internal or external
internal communication
between two or more people inside a business upward downward horizontal eg notice board, face to face, intercom
external communication
between the business and people outside the business (suppliers, producers)
eg phone, email, letter, internet
layout of a report
title table of contents executive summary terms of reference findings conclusions and recommendations appendices bibliography
barriers to effective communication
language prejudice information overload poor listening skills timing lack of trust
AGM
by law have to have one every year
gives shareholders info on how business is doing
makes important decisions eg electing board of directors
EGM
short notice, urgent matter
only talk about urgent matter
whenever is needed
statutory meeting
first ever meeting of shareholders
can only be called by directors
has to be within certain time frame
board meeting
meeting, usually monthly, of b.o.d.
goals are set
decisions made
strategies devised
purpose of meetings
saves time
solves problems
makes better decisions
essencial elements of meetings
planned in advance by secretary notice/agenda sent to everyone chairperson/secretary needed before - quorum present minutes must be kept
notice
invitation to come to meeting
sent by secretary
written - time, date, venue
agenda
written list of all topics to be discussed, in order of importance
starts with minutes of last meeting
ends with AOB
quorum
min number of people who must be present for meeting to start
important for:
stops decisions being made by few people
topics discussed by range of people
chairperson
starts, runs, controls, ends meetings
- make sure quorum is present
- open meeting and begin with first on agenda
- use casting vote in event of a tie
secretary
responsible for organisation, administration, paperwork associated with meeting
- organise venue, facilities, equipment
- send notice and agenda out
- record minutes of meeting
minutes
summarised written record of what happened
what was discussed
who was there
