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applied business > managing and leading people > Flashcards

managing and leading people Flashcards

1
Q

what is the difference between a manager and a leader?

A

a manager will set objectives and decide how to go about achieving them.
leaders are those people that inspire and motivate people to meet objectives

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2
Q

what are the roles of a manager

A

planning
organising
monitoring and evaluating
reporting

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3
Q

what is planning?

A

the process of outlining and scheduling all of the tasks necessary to achieve an outcome. planning involves setting objectives and identifying resource requirements.

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4
Q

what is organising?

A

the process of coordinating all of the resources required to achieve an outcome. inefficient organising of resources can result in inability to meet customers needs.

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5
Q

what is monitoring and evaluaing?

A

the process of reviewing and assessing progress of actual performance against targets. tools for monitoring and evaluating includes staff appraisals to assess the performance of individuals against pre-set targets.

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6
Q

what is reporting?

A

the process of providing a detailed description of an event or outcome. reporting can be verbal or written.

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7
Q

what is the difference between decision-making and problem-solving?

A

decision-making is how to allocate resources, setting budgets and who to hire.
problem solving is solving cash flow issues, reducing expenditure and dealing with customer complaints.

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8
Q

what is the difference between risk and uncertainty?

A

risk occurs when you add a probability to quantify the degree of danger.
uncertainty occurs when it is not possible to add a quantifiable probability as the outcome is too unpredictable.

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9
Q

what is transformational leadership?

A

leaders who are able to lead others to achieve he extraordinary

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10
Q

what is transactional leadership?

A

when leaders focus on short-term planning, coordinating and organising.

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11
Q

what is the difference between operational focus and people focus?

A

operational focus will be primarily based on achieving required outcomes from the day-to-day activities of the business.
people focus will have concern for key stakeholders, including the employees.

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12
Q

what is risk seeking?

A

actively welcoming risks

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13
Q

what is risk minimising

A

trying to avoid or only accepting when necessary.

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14
Q

what is internal change?

A

change within the business

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15
Q

what is external change?

A

change from outside the business

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16
Q

what is incremental change?

A

is implemented overtime with a number of small changes being made on a regular basis to achieve ongoing improvements.

17
Q

what is disruptive change?

A

this is rapid and unexpected, having a dramatic effect o the way in which an industry or business operates.

18
Q

what is lewin’s force field analysis?

A

a model that indicates how change can be implemented by increasing he driving forces and reducing the resisting forces.

driving force - increased competition
resisting forces - employee resistance

19
Q

what are external environment forces?

A

all those factors outside of the control of a business that impact on its day-to-day operations, decision-making and strategies.

economic
social
ethical
technological 
legal
political
20
Q

what does centralised mean?

A

decision making that is maintained by a limited number of senior managers at the top of a hierarchy.

21
Q

what does decentralised mean?

A

decision making is delegated to a number of middle managers throughout the hierarchy.

22
Q

what is a matrix structure?

A

a matrix structure is where teams are put together from different functional areas to work on specific projects.

23
Q

what are the advantages of a matrix structure?

A

communication across functional areas and it is motivational

24
Q

what are the disadvantages of a matrix structure?

A

potential loss of control and it can cause conflict.

25
Q

what is a hierarchical structure?

A

hierarchy is where employees are organised into multiple levels based on seniority.

26
Q

what is the advantages of a hierarchical structure?

A

clear channels of communication and it allows for close supervision of subordinates.

27
Q

what are the disadvantages of a hierarchical structure?

A

communication may be slow or stifled and my encourage limited delegation

28
Q

what is the difference between chain of command and span of control?

A

chain of command is the way authority and power are based down the levels of hierarchy

29
Q

what is the difference between piece rate and commission?

A

piece rate is when you are paid by how many products you make

30
Q

what is the difference between hygiene and motivating factors?

A

hygiene factors are used so everyone is satisfied, for example, pay and benefit, status and security
motivating factors are factors used to motivate employees, for example, achievement, work and promotion

31
Q

what is the difference between coercive and referent power?

A

coercive power forces employees to do things against their will.
referent power is when employees are motivated because of esteem they hold.

32
Q

what is the tannenbaum and schmidt leadership continuum?

A

it shows 7 levels of delegation ranging between the 2 extremes of manager - centred and subordinate - centred.
it recognises that in reality leaders are unlikely to be at either extreme but somewhere along the spectrum

33
Q

what is maslow’s hierarchy of needs?

A

as one human need is fulfilled greater motivation is achieved by moving to the next level.

  1. self - actualisation (challenge, fulfilment)
  2. esteem needs (achievement, confidence, respect)
  3. psychological needs (love, friendship, belonging)
  4. safety needs (family, house, health, job)
  5. physical needs (food, shelter, sleep)
34
Q

What is democratic leadership?

A

Supportive and innovative

People participate in decision making

35
Q

What is bureaucratic leadership?

A

Hierarchical

36
Q

What is autocratic leadership?

A

Authority and multi focus

applied business (1 decks)

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