Points Test 5 (booklet 5)

Question 1

What is the difference between management and leadership?

Question 2

What is the difference between management and leadership?

Answer 2

Management focuses on organizing and coordinating resources while leadership emphasizes inspiring and guiding people

Management is often about maintaining order and efficiency, whereas leadership is about vision and influence.

Question 3

Describe 3 management functions.

Answer 3

• Planning
• Organizing
• Controlling

These functions are essential for effective management in any organization.

Question 4

What is meant by Management by Objectives (MBO)?

Answer 4

A performance management process where managers and employees agree on specific objectives

MBO aims to improve organizational performance by aligning goals.

Question 5

List the 5 steps in the MBO process.

Answer 5

• Setting objectives
• Developing action plans
• Monitoring progress
• Evaluating performance
• Providing feedback

Each step is critical for the successful implementation of MBO.

Question 6

State 2 advantages of the MBO process.

Answer 6

• Clear objectives
• Improved employee motivation

MBO helps in aligning employee goals with organizational objectives.

Question 7

State 2 disadvantages of the MBO process.

Answer 7

• Time-consuming
• Overemphasis on goal-setting

These disadvantages can hinder flexibility and creativity.

Question 8

Describe McGregor’s theory X.

Answer 8

A theory that assumes employees are inherently lazy and need to be closely supervised

Theory X leads to an authoritarian style of management.

Question 9

Describe McGregor’s theory Y.

Answer 9

A theory that assumes employees are self-motivated and seek responsibility

Theory Y promotes a participative management style.

Question 10

State four characteristics of good leadership.

Answer 10

• Vision
• Integrity
• Empathy
• Decisiveness

These traits contribute to effective leadership and team dynamics.

Question 11

Describe the leadership style for Autocratic.

Answer 11

A leadership style where the leader makes decisions unilaterally and expects compliance

Autocratic leaders often maintain strict control over their teams.

Question 12

Give two examples where autocratic leadership may be useful.

Answer 12

• Crisis situations
• Military operations

Autocratic leadership can be effective in environments requiring quick decisions.

Question 13

Describe the leadership style for Bureaucratic.

Answer 13

A leadership style that emphasizes rules, procedures, and a clear hierarchy

Bureaucratic leaders ensure compliance and stability within organizations.

Question 14

Give two examples where Bureaucratic leadership may be useful.

Answer 14

• Government agencies
• Large corporations

Bureaucratic leadership is suitable in environments where regulations are paramount.

Question 15

Describe the leadership style for Democratic.

Answer 15

A leadership style that encourages participation and input from team members

Democratic leaders facilitate collaboration and collective decision-making.

Question 16

Give two examples where Democratic leadership may be useful.

Answer 16

• Creative teams
• Non-profit organizations

Democratic leadership fosters innovation and team cohesion.

Question 17

Describe the leadership style for Paternalistic.

Answer 17

A leadership style where the leader acts as a parental figure, making decisions for the team’s benefit

Paternalistic leaders prioritize the well-being of their employees.

Question 18

Give two examples where Paternalistic leadership may be useful.

Answer 18

• Family-owned businesses
• Small teams

This style can build loyalty and trust within close-knit groups.

Question 19

Describe the leadership style for Laissez-faire.

Answer 19

A leadership style that allows employees to make decisions and work independently

Laissez-faire leaders provide minimal guidance and oversight.

Question 20

Give two examples where Laissez-faire leadership may be useful.

Answer 20

• Creative industries
• Research teams

This style is effective when team members are highly skilled and motivated.

Question 21

Describe F. Fiedler leadership theory.

Answer 21

A theory that suggests leadership effectiveness depends on the match between a leader’s style and the situation

Fiedler’s model categorizes leadership styles as task-oriented or relationship-oriented.

Question 22

Describe P. Wright and D. Taylor leadership theory.

Answer 22

A theory that focuses on the importance of situational factors in determining effective leadership

This theory emphasizes adapting leadership styles to specific contexts.

Question 23

What’s the difference between Fiedler’s and Wright and Taylor’s Leadership models?

Answer 23

Fiedler’s model is based on fixed leadership styles, while Wright and Taylor’s model emphasizes adaptability

This highlights the flexibility required in different situations.

Question 24

Define the term productivity.

Answer 24

The measure of efficiency in producing goods or services

Productivity is often expressed as the ratio of output to input.

Question 25

Define the term labour productivity.

Answer 25

The amount of goods and services produced per hour of labor ## Footnote Labour productivity is a key indicator of economic performance.

Question 26

State the formula for labour productivity.

Answer 26

Labour Productivity = Total Output / Total Labour Hours ## Footnote This formula helps assess the efficiency of labor in production.

Question 27

State 3 methods how a business could improve productivity.

Answer 27

* Training employees * Implementing new technologies * Streamlining processes ## Footnote These methods can lead to significant enhancements in productivity.

Question 28

Define the term labour turnover.

Answer 28

The rate at which employees leave a company and are replaced by new employees ## Footnote High labour turnover can indicate dissatisfaction within the workforce.

Question 29

State the formula for labour turnover.

Answer 29

Labour Turnover = (Number of Employees Leaving / Average Number of Employees) x 100 ## Footnote This formula calculates the percentage of employees who leave over a specific period.

Question 30

State 2 internal causes of high labour turnover.

Answer 30

* Poor management * Lack of career advancement opportunities ## Footnote Internal factors often lead to employee dissatisfaction and turnover.

Question 31

State 2 external causes of high labour turnover.

Answer 31

* Competitive job market * Economic downturns ## Footnote External factors can influence an employee's decision to leave a job.

Question 32

Define the term absenteeism.

Answer 32

The habitual non-presence of an employee at their job ## Footnote High absenteeism can disrupt organizational effectiveness.

Question 33

State the formula for absenteeism.

Answer 33

Absenteeism Rate = (Number of Absent Days / Total Working Days) x 100 ## Footnote This formula helps measure the extent of absenteeism in an organization.

Question 34

State 2 causes of absenteeism.

Answer 34

* Illness * Job dissatisfaction ## Footnote Understanding the causes of absenteeism is crucial for management.

Question 35

State 2 problems caused by high levels of absenteeism.

Answer 35

* Decreased productivity * Increased labor costs ## Footnote High absenteeism can have significant negative effects on business operations.

Question 36

List 2 ways a firm can reduce absenteeism.

Answer 36

* Providing flexible work arrangements * Enhancing employee engagement ## Footnote These strategies can help improve attendance and morale.

Question 37

What is the difference between an organisational structure and an organisational chart?

Answer 37

Organisational structure refers to the system of tasks, workflows, reporting relationships, and communication within an organization, while an organisational chart is a visual representation of this structure ## Footnote The chart illustrates hierarchy and relationships but does not encompass the full complexity of the structure.

Question 38

Define the term span of control.

Answer 38

The number of subordinates a manager supervises directly ## Footnote A wider span of control can lead to less direct supervision.

Question 39

Define the term chain of command.

Answer 39

The line of authority within an organization that dictates who reports to whom ## Footnote This structure is essential for maintaining order and clarity in roles.

Question 40

Define the term empowerment.

Answer 40

The process of enabling employees to make decisions and take actions within their roles ## Footnote Empowerment can lead to increased job satisfaction and performance.

Question 42

Define the terms:

Question 43

A)Centralisation

Question 44

B)Delayering

Question 45

C) Subordinates

Question 46

38. State the difference between a tall and a flat structure [1]

Question 47

39. State 2 advantages of delayering [1]

Question 48

40. State 2 disadvantages of delayering [1]

Question 49

41. Draw a centralised structure [1]

Question 50

42. State 2 advantages and 2 drawbacks of operating a centralised structure |2!

Question 51

43. Draw a decentralised structure [1]

Question 52

44. State 2 advantages and 2 drawbacks of operating a decentralised structure [2]

Question 53

45. Draw a matric structure [1]

Question 54

46. State 2 advantages and 2 drawbacks of operating a matrix structure 12!

Question 55

47. Why is Employee and Employer Relations important? [1]

Question 56

48. What's the difference between the minimum wage and the living wage?

Question 57

49. How can the minimum wage impact on businesses? [2]

Question 58

50. State the reasons why employees less impact by an increase in minimum wage. [2]

Question 59

51. Define the term dismissal [2]

Question 60

52. State 3 reasons/grounds for dismissal [1]

Question 61

53. Describe the following acts

Answer 61

[2]

Question 62

a) Equal pays act

Question 63

b Sex discrimination act

Question 64

c Equal pay act

Question 65

54. State the Health and Safety duties that employees are responsible for [2]

Question 66

55. Describe the functions of trade unions [2]

Question 67

56. State 4 reasons why employees join a trade union [2]

Question 68

57. State two ways for a business to try and avoid industrial action [21

Question 69

58. Define the term collective bargaining [2]

Question 70

59. Define the following industrial action methods

Answer 70

[1]

Question 71

1. Work to rule

Question 72

2. Overtime ban

Question 73

3. Go-slow

Question 74

4. Strike

Question 75

5. Picketing

Question 76

60. What does ACAS stand for? [1]

Question 77

61. Describe the difference between Conciliation and Arbitration [2]