schedule C Flashcards
autocratic leader
the leader makes all the decisions and doesn’t consult staff below them in the hierarchy
advantages of autocratic leadership (3 points)
- good for making quick decisions
- clear direction
- efficient
disadvantages of autocratic leadership (4 points)
- can demotivate employees as they dont have a voice
- limited creativity and innovation as idea are coming from one person
- can lead to high labour turnover
- organisation may become overly dependant on the leader
democratic leader
the leader involves workers in decision making before reaching their final decision
advantages of democratic leadership (4 points)
- increased employee morale
- enhanced creativity and innovation
- better problem solving
- higher flexibility/adaptability
disadvantages of democratic leadership (5 points)
- time consuming
- potential for conflict
- lack of direction in crisis
- not suitable for all situations
- dependancy on team competence
paternalistic leader
leader discusses decisions with the team but will make their own final decision
advantages of paternalistic leadership (5 points)
- high employee well-being
- high employee motivation
- quick decision making if needed
- low labour turnover
- clear direction
disadvantages of paternalistic leadership (5 points)
- lack of employee autonomy
- leaders may have resistance to change
- employees may become over dependant on leader
- inequality in the business
- limited feedback as employees may fear repercussions
laissez-faire leader
leader allows others to make their own decisions and only occasionally steps in to make decisions
advantages of laissez-faire leadership (5 points)
- high creativity and innovation
- employee empowerment
- flexible work environment
- expertise utilisation
- adaptability
disadvantages of laissez-faire leadership (4 points)
- lack of direction
- risk of poor decision making
- accountability issues
- risk of chaos
Blake Mouton grid: low concern for production high concern for people
country club management
Blake Mouton grid: low concern for production low concern for people
impoverished management
Blake Mouton grid: high concern for production low concern for people
autority obedience
Blake Mouton grid: high concern for production high concern for people
team management
Blake Mouton grid: medium concern for production medium concern for people
middle of the road management
Tannembaum Schmidt continuum: 1
manager makes and announces decisions
Tannembaum Schmidt continuum: 2
manager sells decisions to the employees
Tannembaum Schmidt continuum: 3
manager presents decision with ideas and invites questions
Tannembaum Schmidt continuum: 4
manager suggests decision and invites questions
Tannembaum Schmidt continuum: 5
manager presents situation, gets feedback, then decides
Tannembaum Schmidt continuum: 6
manager explains parameters and asks team to decide
Tannembaum Schmidt continuum: 7
manager allows team to develop options and decide based within managers limits.
internal factors influencing leadership/management (7 points)
- managers experience
- personal values
- type of organisation
- confidence in subordinates
- skill and experience of subordinates
- time and cost pressure
- nature of the decisions
external factors influencing leadership/management (5 points)
- political and legal environment
- economic environment
- social environment
- technological environment
- level of competition in industry
benefits of scientific decision making (2 points)
- data driven = evidence based
- removes some subjective judgement from decisions
drawbacks of scientific decision making (3 points)
- may still rely on assumptions
- doesn’t guarantee the correct decision
- may ignore the crucial aspect of business experience
benefits of intuition based decision making (4 points)
- speed of decisions
- allow for more creative ideas
- good if you are experienced
- good for situations with limited information/data
drawbacks of intuition based decision making (3 points)
- subjective and could potentially be bias
- risk of error
- highly dependant on the experience of the decision maker
opportunity cost definition
when making a choice between two options, the opportunity cost is the option you dont select
stakeholders definition
groups or individuals who have an interest in a business
wants of a shareholder (2 points)
- return on investment & dividend
- profit
wants of a manager/employee (3 points)
- rewards including basic pay and other financial incentives
- job security
- promotion opportunities
wants of customers (2 points)
- value for money
- quality product and service
stakeholder mapping: low level of interest, high level of power
keep satisfied
stakeholder mapping: low level of interest, low level of power
monitor
stakeholder mapping: high level of interest, low level of power
keep informed
stakeholder mapping: high level of interest, high level of power
manage closely
