Managment Roles And Skills

Question 1

Management structure

Answer 1

Is a term used to describe the ways in which the management, employees and resources of an organisation are formally arranged to achieve objectives.

Question 2

Management hierarchy

Answer 2

Is the arrangement that provides increasing authority at higher levels of the hierarchy.

Question 3

Chain of command

Answer 3

Is a system that determines responsibility, supervision and accountability of me,bets of the organisation.

Question 4

Span of control

Answer 4

Refers to the number of people for whom a manager is directly responsible.

Question 5

Unity of command

Answer 5

States that each employee within an organisation should report to only one supervisor.

Question 6

Functional structure

Answer 6

Involves grouping employees together according to the tasks or jobs they will perform.

Question 7

Divisional structure

Answer 7

Groups employees together according to divisions that may be geographical or customer, product or process focused.

Question 8

Matrix structure

Answer 8

Involves bringing together specialists from different parts of the organisation to solve specific problems or to undertake specific projects in teams.

Question 9

Corporate culture

Answer 9

Refers to the values, ideas, expectations and beliefs shared by members of the organisation.

Question 10

Planning

Answer 10

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

Question 11

Strategic planning

Answer 11

Is a long term planning, usually over two to five years.

Question 12

Tactical planning

Answer 12

Is flexible, adaptable, medium-term planning, usually over one to two years, which assists in implementing the strategic plan.

Question 13

Operational planning

Answer 13

Provides specific details about the way in which the organisation will operate in the short term.

Question 14

SWOT analysis

Answer 14

Involves the identification and analysis of the internal strengths and weaknesses of the organisation, and the opportunities in, and threats from, the external environment.

Question 15

Organising

Answer 15

Is the process of arranging resources and tasks to achieve objectives.

Question 16

Leading

Answer 16

Is the process of influencing or motivating people to work towards the achievement of the organisation’s objectives.

Question 17

Interpersonal qualities

Answer 17

This quality involves managements capacity to deal or liaise with people to build positive relationships with staff.

Question 18

Informational qualities

Answer 18

This quality involves gathering and communicating or sharing data and knowledge.

Question 19

Decision making

Answer 19

This quality involves identifying available options and then choosing one course of action from the alternatives.

Question 20

Policy

Answer 20

Is a set of broad guidelines to be followed by all employees when dealing with important areas of d crisi on making.

Question 21

Procedure

Answer 21

Is a series of actions enabling a policy to be put into practice. It can also be used to resolve a dispute brought about by a breach of a policy.

Question 22

Management style

Answer 22

Refers to the behaviour and attitude of the manager.

Question 23

Autocratic management style

Answer 23

Is one where the manager tells staff what decisions have been made.

Question 24

Persuasive management style

Answer 24

Is one where the manager attempts to sell decisions made.

Question 25

Participative management style

Answer 25

Is one where the manager unites with staff to make decisions together.

Question 26

Consulting management style

Answer 26

Is one where the manager consults employees before making decisions.

Question 27

Laissez-faire management style

Answer 27

Is one where the employees assume total responsibility for, and control of, workplace operations.

Question 28

Contingency management style

Answer 28

Stress s the need for flexibility and the adaptation of management styles to suit the situation.

Question 29

Communication

Answer 29

Involves the ability to transfer information from a sender to reciever, and to listen to feedback.

Question 30

Delegation

Answer 30

Is the transfer of authority and responsibility from a manager to an employee to carry out specific activities.

Question 31

Negotiation

Answer 31

Involve the ability to resolve a dispute or to produce a satisfactory agreement on a course of action.

Question 32

Team/group dynamic

Answer 32

Are the interaction of individuals within teams/groups.

Question 33

Problem solving

Answer 33

Is a broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation.

Question 34

Technical skills

Answer 34

Involves the ability to perform tasks in a specialised field.

Question 35

Time management

Answer 35

Involves to ability to prioritise tasks, set deadlines, review progress and delegate.

Question 36

Stress management

Answer 36

Involves the ability to manage the levels of stress that develop in employees.

Question 37

Emotional intelligence skills

Answer 37

Is the skill of identifying, assessing and managing the emotions of self and others.

Question 38

Ethical management

Answer 38

Refers to the process of abiding by moral standards and doing the ‘right’ thing in the interests of all stakeholders.

Question 39

Social responsibility

Answer 39

Is the obligations a business has over and above its legal responsibilities to the wellbeing of employees and customers, shareholders and the community as well as the environment.