paper 1 divider 2 Flashcards
roles of managers
- setting objectives
- analysing
- leading
- making decisions
- reviweing
authorisation
managers tell staff what to do and make decisions without consulting staff
paternalistic
make the best decision for staff after consulting with them
democratic
allow staff to be involved in decision making
blake mounton grid
-easy to understand and apply to help develop/help managers and develop more desirable leadership style
blake mounton grid adv
-acknlowges some leaders are only driven by results, which can demotivate stafgf if they are too focused on results
blake mounton grid disad
-doesnt acknlowege that leadership styles need to change acording to the situation, e.g, insensity of competition, can all require different styles to maximise business performance
tannebaum schmit continnum order
- manager makes decision and announces it
- manager sells decision
- manager invites questions and presents decisiosn
- presents tentaive decision subject to change
- presents problem, gets suggestion, makes decision
- asks group to make decison, defines limits
- permits subordinates to function within limits, defined by superior
tannebaum schmit continnum characteristcs
- suggests the exterenes of leadership styles
- suggests people based leadership skill can be developed and improved through delegation
tannebaum schmit continnum adv
- shows how managers can have differnt levels of involvement
- provides opportunity for management learning and develoopment to enhance democrtaic leadership traits
- shows certain styles can be extreme or less desirbale
tannebaums schmit continnum disad
- focus on setting tasks not following up results
- nature of workforce and the time constraints may impact sustanibility
- ignores business performance and enviromental factors such as competition or economy
scientific decision making
- a model that highlights the different stages in a scientifc data based approach to decision making, it outlines a logical sequential process
1. set objectives
2. gather data
3. analyse data
4. select
5. implement
6. review - amazon and tesco use this based off search history
scientific decsion making adv
- clear direction
- outcome can be predicted, helps justify the decision
- decisions can be monitored, changes can be made if required
- greater variety of options are considered
scientific decison making disad
- expensive, computer software
- time consuming
- external enviroment may change, so decison isnt relevant
- based on historic data
intuition
- decisions based on gut feeling or the personal views of the leader/manager
- not suitable for fast moving enviroment
intuition adv
- unfamiliar decisons can be made when theres no prior info avlible
- cost, cheap, no software or skilled anaylytical employees
intuition disad
- human error could be costly
- may only involve one person, quality of decision may be poor without input from differnt functional areas
decision tree
- diagrams that set out all avalible options avalible
- gets manager sto think through outcomes and differnt decisions
- dicsessed risks, rewards and opportunity costs
decision tree adv
- cosnider all possible outcomes
- valuble
- quantitive approach
- greater accuracy and decsions
- redcues likelihood of strong option being overlooked
deciosn tree disad
- only consider sucess or failiyre, not loong term decisions
- dont account for qualitive data
- can be over optimistic
- too risky
- could result in wrog, costly decisions
how can objectives influence decision making
- targets that help acheive a mission
- should be realsitic
- may want to acheive objectives to secure promotion
- be aware of short terminism
how can mission influence decision making
- should contribute to overall mission of the decision
- pay more for raw materials if its mission concerns ethics or high quality
how can ethics influence decision making
- concerns the moral principles that underpin decison making
- e.g, sustaibility supplies
- may determine the significance of ethics as an influence on decision making
how can external enviroment influence decision making
- PESTLE + C
- intensity of compeition increasing, so may need to fchange price or promotion
- consumer tastes changing
how can resorucce constraints influence decision making
- money people and time
- can limit the options avalible to a business
- enough money to fund growth
- pepole with the right skills to develop new products
stakeholders
- an individual that has an interest in a business and an effect in it
- e.g, shareholders, owners, managers
- exernal= customerfs, creditiors, supplies, goverment
- they impact an organisations success
how might stakeholder interests conflict
- invest in an more employee incentive scheme to achieve greater satiscation, less likely to leave, more motivation, increazse costs
- new tech: omcrease output, employees lose jobs, retrain, more job satisfdaction
- expand the business: employees pay rise, more opportunities
stakeholder mapping
- shows how much power different stakeholders have over and how much interest different stakeholders have in a business
- can help a business manager identify which stakeholders are most powerful and need to be involved with business decision
- hard to satsify all differnt conlifcts
good behaviour with
- employees: retention, more motivation
- customers: boost reputation and image
- shareholders: encoruage to buy more shares
- supliers: extended trade credit
consulting with stakeholders
- implies two way communication
- gather feedback: business decisions
- open and honest: influencve stakeholders
- stakeholders may feel valued in decisions
