Outcome 2

Question 0

Negotiation

Answer 0

Is reaching a mutual decision with both parties being flexible. Negotiation involves exploring options and listen to and question the other party.

Question 1

Delegation

Answer 1

Is the transfer of authority and responsibility from a manager to an employee to carry out specific tasks.
The manager sets the task but the employee is responsible for its completion.

Question 2

Teamwork

Answer 2

The interaction of individuals within teams/ groups.

Question 3

Problem solving

management skills

Answer 3

Is a broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation. Problem solving is finding a solution to an issue.

Question 4

Time management

management skills

Answer 4

Involves the ability to prioritise tasks, set deadlines, review progress and delegate. Time management involves managing the amount of time you have.

Question 5

Decision making

management skills

Answer 5

Is the process of identifying the options available and then choosing a specific course of action.
Decision making involves choosing an appropriate alternative to implement.

Question 6

Key management skills

Answer 6

All managers use their skills to achieve the objectives of the organisation.
They include:
Communication, delegation, negotiation, teamwork, problem solving, decision making, time management, stress management, emotional intelligence.

Question 7

Stress management

Answer 7

Involves the ability to manage the levels of stress that develops in employees. Managers use stress skills to help staff cope in their work environment.

Question 8

Emotional intelligence

Answer 8

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

Question 9

Corporate code of conduct

Answer 9

Is a set of ethical standards for managers and employees to uphold. A corporate code of conduct can be generated through a document stating the guidelines of which need to be followed.

Question 10

Social report

Answer 10

A social report outlines what an organisation has done and is doing with regard to social issues. A social report states the organisations socially responsible practices.

Question 11

SWOT analysis

Answer 11

This involves the identification and analysis of the internal strengths and weaknesses of the organisations and the opportunities in, and threats from the external environment.

Question 12

Communication

Answer 12

Involves the ability to transfer information from a sender to a receiver and to listen to feedback.
Communication can be verbal or non verbal.

Question 13

Corporate culture

Answer 13

Refers to the values, ideas, expectations and beliefs shared by members of the organisation. The style or character of an organisation is consequently reflected in its culture.

Question 14

POLC

Planning

Answer 14

Planning is the process of setting objectives and deciding on the methods to achieve them. Planning can be strategic planning which is long term, tactical planing which is medium term and operational planning which is short term

Question 15

POLC

Organising

Answer 15

Is the process of arranging resources and tasks to achieve objectives. Organising allows the organisations objectives to become reality. It includes task allocation like allocating jobs and resource allocation involving employees and equipment.

Question 16

POLC

Leading

Answer 16

Is the process of influencing or motivating people to work towards the achievement of the organisations objectives. Leading is demonstrated by a manager to influence employees to work their best.

Question 17

POLC

controlling

Answer 17

Is the process of evaluating performance and taking corrective action to ensure that the set objectives are being achieved. Controlling compares what was intended to happen with what has actually occurred.

Question 18

Autocratic management style

Answer 18

A management style which the manager tells staff what decisions have been made. In an autocratic management style authority is centralised and communication is one way.

Question 19

Persuasive management style

Answer 19

Is a style where the manager attempts to sell the decisions made. The manager sells the idea that the decision is in their best interest. This style involves one way communication.

Question 20

Consultative management style

Answer 20

A management style in which the manger consults employees before making decisions. It involves the manager asking for suggestions but the decision is still made by the manger alone. Authority is centralised but employees are considered.

Question 21

Participative management style

Answer 21

A style in which the manager unites with staff to make decisions together. The decision made is decentralised and staff and the manager have equal amount of power.

Question 22

Laissez-faire management style

Answer 22

A style in which the employees assume total responsibly for, and control of, workplace operations. The employees take complete control and authority is decentralised.

Question 23

The organising process

Answer 23

1. Determining the work activities required to achieve objective
2. Classifying and grouping activities
3. Assigning work and delegating authority

Question 24

The planning process

Answer 24

1. Set objective
2. Analyse SWOT analysis
3. Develop alternative strategies
4. Implement an alternative
5. Monitor and seek feedback on the implemented strategy

Question 25

What is the relationship between management Styles and skills ?

Answer 25

Management styles and skills are closely related. The type of style that a manager will choose will be determined by the range and degree of skills they use.

Question 26

Strategic planning

Answer 26

Long term planning (3-5 years)
Conducted by senior management
This level of planning will help determine where the organisation wants to e in the market and what it wants to achieve in relation to its competitors.

Question 27

Tactical planning

Answer 27

Medium term planning (1-2 years)
Conducted by middle management
This type of planning is flexible and adaptable and the emphasis is on how the objectives will be achieved trough the allocation of resources.

Question 28

Operational planning

Answer 28

Short term planning ( day to day operations)
Conducted by lower level management
This style of planning controls the day to day operations to achieve shirt term actions and objectives

Question 29

Contingency management theory/ situational management

Answer 29

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

Question 30

Problem solving process

Answer 30

1. Identify problem and cause
2. gather relevant information
3. develop alternative solutions
4. Analyse solutions
5. Choose one and implement it
6. Evaluate solution

Question 31

Purpose of management structures

Answer 31

To formally arrange an organisation to make it possible to achieve it’s objectives. A management structure is based on a traditional management hierarchy where more authority is given at each higher level of the hierarchy.

Question 32

Organisational structure

Answer 32

Is a new improved structure that is a flatter stricture that encourages a sense of ownership and innovation by managers. In an organisational structure people are centred and authority is decentralised and there a fewer levels.

Question 33

Functional structure

Answer 33

Involves grouping employees together according to the tasks they will perform. The fictional structure is the most basic structure where employees are grouped according to their task.

Question 34

Divisional structure

Answer 34

Groups employees together according to divisions that may be geographical, or customer, product or process focused. It has the same foundation as the functional structure but the functional area is broken down even further into subsections.

Question 35

Matrix structure

Answer 35

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

Question 36

Leadership qualities

INTERPERSONAL

Answer 36

Includes the abilities to actively listen and communicate with a wide range of people from varying backgrounds and abilities. An ability to also inspire and not be vain.

Question 37

Leadership qualities

INFOMATIONAL

Answer 37

A manager that deals with the gathering and sharing of information about he company with staff and other key stakeholders. The gathering of relevant information.

Question 38

Leadership qualities

DECISION MAKING

Answer 38

A successful leader can look at a range of alternatives and select the most appropriate alternative that reflects the organisations goals or values.

Question 39

Control process

Answer 39

1. Establishing standards in line with the objectives of the organisation
2. Measuring the performance of the organisation against those standards or benchmarks
3. Making changes when necessary to ensure the objectives of the organisation have been met