Managing people Flashcards
What is management?
An activity that allows the control, modification, and identification of the resources used in the organisation to help enhance and maximise performance.
What is included in management? Cite a study to support your claim.
- stating and clarifying objectives.
- motivating and aligning efforts.
- coordinating and controlling activities.
How might management be implemented?
With a manager.
What do managers do?
coordinate activities and people.
they work with and through other people to coordinate the correct course of action to improve the organisation efforts.
What is good about effective management; in the workplace, and for staff?
allows a strategic method for the organisation to enhance their performance, especially during stressful times:
- division of labour.
- provides authority.
for staff:
- inspiration.
- motivation.
- direction.
- feedback.
What are the managerial levels? Define them.
Top managers: are responsible for making organisation-wide decisions and establishing plans and goals.
Middle line managers: manage the work of first line managers.
First line managers (lowest): manage nonmanagerial employees directly or indirectly involved with the production or creation of the organisation’s products.
How could management be measured? What is the consequence of poor management?
What is effectiveness and efficiency? does poor management meet either?
- Success of training.
- amount of absentees.
- accidents at work.
- poor timekeeping.
- meeting deadlines.
- level of complaints.
- keeping within budget.
Poor management results in inefficiency, ineffectiveness, or only effectiveness.
Efficiency: getting the most output from the least amount of inputs.
Effectiveness: completing activities to achieve goals.
To work out people’s motivations and work performances, there have been theories developed to better help managers understand this. What are some theories?
MacGregor’s theory X and theory Y (1987).
Management roles approach: interpersonal, informational, decisional.
Investors in people model (IIP).
Functional approach.
What is said in Theory X and Theory Y? Cite the author.
MacGregor (1987)
Theory X:
- people are lazy, and need to be directed, motivated, and controlled for work to be done effectively.
- motivated through rewards and punishment.
- managers are encouraged to assert dominance, and are thus responsible for their workload.
Theory Y:
- people are naturally motivated to work.
- people are committed to objectives and their contributions.
- managers are encouraged to provide opportunities and freedom to employees, and their responsibilities.
When theory X and Y are implemented, what does this do?
Theory X:
managers can create an unmotivated work environment, as well as a decrease in performance. There may be less of a relationship between managers and employees.
Theory Y:
managers can create a positive and bustling work environment, encouraging performance as employees are able to collaborate more willingly.
However, this theory is an oversimplification of human behaviour.
What is the management roles approach? Cite the study.
Henry Mintzberg (Mullins, 2019) stated the management roles all fall under the categories: interpersonal, informational, and decisional.
interpersonal: leaders - motivate and direct staff. building relationships.
Informational: monitoring, gathering information and informing, being spokesperson.
Decisional: the entrepreneur role, dealing with problems and conflicts, allocating roles.
These are all roles used to highlight what managers skills possess, though each category can be more or less emphasised than others depending on the orgs and demands.
What does the Investors in people model (IIP) state?
Its a model describing what it takes to lead, support, and develop people to gain sufficient results.
Provides framework which allows orgs to build off from, or find where to improve.
- provides working through levels 1-9, in levels of accreditation (silver, gold, platinum).
emphasises values, such as empowering employees and their involvement.
What does the functional approach propose? Who proposed this?
Henri Fayol proposes that management is broken down through planning, organising, coordinating, and controlling.
he emphasises the need for managers to be critical and systematic to yield effect results.
Explain the relationship between OB and management in perception and attribution.
for managers, perception and attribution allow them to be able to understand the employees to how they perceive the environment, and thus attribute to it.
It would allow managers to identify certain issues in the field
- conditions of work.
- issues affecting performance/behaviour.
- morale.
managers emphasise perception and attribution importance by:
- providing consistent and thorough feedback.
- praise.
- treating fairly/emphasising equality.
Explain the relationship between OB and management through motivation.
managers prioritising motivation in employees are able to better understand what motivates and demotivates the employees:
- environment.
- others around them.
- task difficulty.
managers can learn these factors to improve motivation, which can:
- increase job satisfaction/less turnover.
- develop new skills and improve existing ones.
- improve relationships.
- increase performance.
this can allow for the organisation to develop and grow better, strengthening relationships and improving overall performance at work.
