Sac 2a

Question 0

Management hierachy

Answer 0

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

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

Chain of command or line authority

Answer 2

is a system that determines responsibility, supervision and accountability of members of the organisation.

Question 3

Unity of command

Answer 3

The principle of unity of command: states that each employee within an organisation should report to only one supervisor.

Question 4

Span of control

Answer 4

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

Question 5

Bureaucratic structure

Answer 5

Bureaucracy is a form of organisation that is characterised by formal, hierarchical based structures, rules, regulations and impersonal relationships.

Question 6

Flat organisational structure

Answer 6

flatter organisational structure reduce the number of levels of management, giving greater responsibility to individuals in the organisation.

Question 7

Functional structure

Answer 7

involves grouping employees together according to the tasks or jobs they will perform (task structure).

Question 8

Divisional structure

Answer 8

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

Question 9

Matrix structure

Answer 9

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

Question 10

Centralised control

Answer 10

placing within one person the responsibility and authority for planning, directing, and coordinating a organisations operation or group/category of operations.

Question 11

Decentralised control

Answer 11

is one which requires multiple parties to make their own independent decisions” In such a decentralized system, there is no single centralized authority that makes decisions on behalf of all the parties.

Question 12

Corporate culture

Answer 12

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

Question 13

Ritual

Answer 13

These are the routine behavioural patterns in an organisation’s everyday life. For example, regular social gatherings can be held to help develop a sense of belonging among employees who work in small teams during the week.

Question 14

Planning

Answer 14

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

Question 15

Strategic planning

Answer 15

is long-term planning, usually over two to five years.

Question 16

Tactical planning

Answer 16

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

Question 17

Operational planning

Answer 17

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

Question 18

SWOT Analysis

Answer 18

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

(an acronym for strengths, weaknesses, opportunities and threats)

Question 19

Organising

Answer 19

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

Question 20

Leading

Answer 20

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

Question 21

Interpersonal qualities

Answer 21

Interpersonal. This quality involves management’s capacity to deal or liaise with people and build positive relationships with staff.

Question 22

Informational qualities

Answer 22

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

Question 23

Decision making qualities

Answer 23

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

Question 24

Policy

Answer 24

is a set of broad guidelines to be followed by all employees when dealing with important areas of decision making.

Question 25

Procedure

Answer 25

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 26

Controlling

Answer 26

is the process of evaluating performance and taking corrective action to ensure that the set objectives are being achieved.

Question 27

Ethical management

Answer 27

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

Question 28

Social responsibility

Answer 28

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.

Question 29

Social report

Answer 29

a report that outlines what an organisation has done, and is doing, with regard to social issues

Question 30

Audit

Answer 30

an independent check of the accuracy of financial records and accounting procedures

Question 31

Corporate code of conduct

Answer 31

a set of ethical standards for managers and employees to uphold

Question 32

Conflict of interest

Answer 32

is a situation in which a person or organization is involved in multiple interests (financial, emotional, or otherwise), one of which could possibly corrupt the motivation of the individual or organization.

Question 33

Elements of corporate culture

Answer 33

Values and practices. These are the way things are done in the organisation. Examples of corporate values and practices include honesty, hard work, teamwork, quality customer service, employee participation and innovation.
Symbols. These are the events or objects that are established to represent something the organisation believes to be important. Organisations that believe in fostering positive competition among employees, or an active lifestyle, can organise various sporting events. Organisations that want to reinforce a strong employee development culture can offer employees the opportunity to participate in training and development programs.
Rituals, rites and celebrations. These are the routine behavioural patterns in an organisation’s everyday life. For example, regular social gatherings can be held to help develop a sense of belonging among employees who work in small teams during the week.
Heroes. Heroes, or champions, are the organisation’s successful employees who reflect its values and, therefore, act as an example for others.

Question 34

Transactional leaders

Answer 34

transactional leader provides staff with rewards in return for their compliance and acceptance of authority.

Question 35

Transformational leader

Answer 35

transformational leader inspires or enthuses staff with a vision to ensure that they are committed to achieving the objectives of the organisation.

Question 36

Typical policy development process

Answer 36

1. Identify an issue or problem
2. Research and analyse business environments
3. Consult stakeholders
4. Develop a draft policy for review by stakeholders
5. Revise the policy
6. Approve and distribute the new policy
7. Monitor and evaluate the policy

Question 37

Planning process

Answer 37

1. Define the objective
2. Analyse the environment (SWOT Analysis)
3. Develop alternative strategies
4. Implement an alternative
5. Monitor and seek feedback on the implemented strategy

Question 38

Organising process

Answer 38

1. Determining the tasks
2. Classifying and grouping tasks
3. Assigning work and delegating authority

Question 39

Control process

Answer 39

1. establishing financial and non-financial 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.

Question 40

Indicators of corporate culture

Answer 40

• Rituals rites and celebrations
• Heroes
• Dress code
• structures and management style
• Layout of working environment