Managment Roles And Skills Flashcards
Management structure
Is a term used to describe the ways in which the management, employees and resources of an organisation are formally arranged to achieve objectives.
Management hierarchy
Is the arrangement that provides increasing authority at higher levels of the hierarchy.
Chain of command
Is a system that determines responsibility, supervision and accountability of me,bets of the organisation.
Span of control
Refers to the number of people for whom a manager is directly responsible.
Unity of command
States that each employee within an organisation should report to only one supervisor.
Functional structure
Involves grouping employees together according to the tasks or jobs they will perform.
Divisional structure
Groups employees together according to divisions that may be geographical or customer, product or process focused.
Matrix structure
Involves bringing together specialists from different parts of the organisation to solve specific problems or to undertake specific projects in teams.
Corporate culture
Refers to the values, ideas, expectations and beliefs shared by members of the organisation.
Planning
Is the process of setting objectives and deciding on the methods to achieve them.
Strategic planning
Is a long term planning, usually over two to five years.
Tactical planning
Is flexible, adaptable, medium-term planning, usually over one to two years, which assists in implementing the strategic plan.
Operational planning
Provides specific details about the way in which the organisation will operate in the short term.
SWOT analysis
Involves the identification and analysis of the internal strengths and weaknesses of the organisation, and the opportunities in, and threats from, the external environment.
Organising
Is the process of arranging resources and tasks to achieve objectives.
Leading
Is the process of influencing or motivating people to work towards the achievement of the organisation’s objectives.
Interpersonal qualities
This quality involves managements capacity to deal or liaise with people to build positive relationships with staff.
Informational qualities
This quality involves gathering and communicating or sharing data and knowledge.
Decision making
This quality involves identifying available options and then choosing one course of action from the alternatives.
Policy
Is a set of broad guidelines to be followed by all employees when dealing with important areas of d crisi on making.
Procedure
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.
Management style
Refers to the behaviour and attitude of the manager.
Autocratic management style
Is one where the manager tells staff what decisions have been made.
Persuasive management style
Is one where the manager attempts to sell decisions made.
Participative management style
Is one where the manager unites with staff to make decisions together.
Consulting management style
Is one where the manager consults employees before making decisions.
Laissez-faire management style
Is one where the employees assume total responsibility for, and control of, workplace operations.
Contingency management style
Stress s the need for flexibility and the adaptation of management styles to suit the situation.
Communication
Involves the ability to transfer information from a sender to reciever, and to listen to feedback.
Delegation
Is the transfer of authority and responsibility from a manager to an employee to carry out specific activities.
Negotiation
Involve the ability to resolve a dispute or to produce a satisfactory agreement on a course of action.
Team/group dynamic
Are the interaction of individuals within teams/groups.
Problem solving
Is a broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation.
Technical skills
Involves the ability to perform tasks in a specialised field.
Time management
Involves to ability to prioritise tasks, set deadlines, review progress and delegate.
Stress management
Involves the ability to manage the levels of stress that develop in employees.
Emotional intelligence skills
Is the skill of identifying, assessing and managing the emotions of self and others.
Ethical management
Refers to the process of abiding by moral standards and doing the ‘right’ thing in the interests of all stakeholders.
Social responsibility
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.
