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ACCA- BT > Session 6- leading and managment > Flashcards

Session 6- leading and managment Flashcards

1
Q

Define mgt

A

-getting things done through people
-responsible for using and coordinating organisation resources to meet its goals efficiently and effectively

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2
Q

what are the 4 roles of a manager

A

1.Set objectives
2.Monitor progress
3. communicate corporate values
4.look after interest of owners(stewardship)/stakeholders

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3
Q

What are the 4 elements of mgt and define them

A

1.Authority- right to do something
2.Power-ability to do something
3.Responsibility-obligation to do something/get work done
4.Accountability-readiness to accept responsibility and judgement by others- answerability

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4
Q

what are the 4 M’s of manager

A

1.money
2.manpower
3.materials
4.machine capacity

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5
Q

what is delegation

A

A manager uses his power and authority and allocates authority and responsibility to subordinates while retaining overall authority

work delegated should be within the control of the manager

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6
Q

how is power delegated in delegation

A

downwards

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7
Q

what are the 4 benefits of delegation

A

1.motivation
2.training
3.assessment
4.delegation bring decisions closer to the actual/real situation

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8
Q

is delegation a form of centralisation or decentralisation

A

decentralisation

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9
Q

According to Max Weber what are the 3 ways people could acquire legitimate power{authority}

A

1.charismatic- ability to inspire
2.traditional- established belief on the importance of immemorial tradition
3.rational/legal- workings of accepted rules

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10
Q

what are the 8 types of power by french and raven

A
  1. Physical -armed/superior force
  2. Resource- power to allocate resource
  3. Position- legitimate power
  4. Expert-competence/expertise
  5. Referrent-personal qualities/hierarchy
  6. Negative-use power in wrong way
  7. Coercive - fear of punishment
    8.Reward
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11
Q

WHAT ARE THE 4 MGT THEORIES

A
  1. Henri Fayol
    2.FW Taylor
  2. Drucker
  3. Mintzberg
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12
Q

What is a project

A

an undertaking that has a beginning and an end and is carried out to meet established goals within cost,schedule and quality objectives

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13
Q

What are the 7 roles of a product manager

A

1.planning
2.team-building
3.communication
4.coordination
5.monitoring and control
6.problem solving
7.quality control

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14
Q

give 5 features of the scientific mgt by frederick taylor

A

1.only thing that motivates people is money
2. work and productivity is more important than workers
3.work study techniques to find efficient methods/one best way to get job done
3.came up with DOL-Jobs are micro designed
4. Train workers and give them monetary incentives to accept new methods
5.Planning is managers job

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15
Q

According to Henri Fayol,the classical mgt, what are the 5 functions of mgt

A
  1. Planning-objectives, strategies, policies, plans
  2. Organising [by dept]- group task into functions and allocate authority

3.Commanding- instruct subordinates on how to do task that manager has authority and responsibility upon

4.Coordinate- integrate objectives, interest, reconcile difference

5.Control- monitor, give feedback, measure

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16
Q

According to Peter Drucker,what is the one basic function of a business

A

economic performance/profit maximisation

17
Q

what are the 3 jobs of mgt within the function of economic performance according to drucker

A

1.manage business
2. manage workers
3.manage managers {MBO}

18
Q

how did drucker categorise work of mamager into 5 categories/functions

A

1.setting objectives
2.organsing
3.motivating
4.measurement-control mechanism
5developing people

unlike fayol, drucker emphasised on communication

19
Q

According to Mintzberg,what are the 3 categories of managers’role

A
  1. Interpersonal-deal with human
  2. Informational-based on managers’access to vertical adn downward channels/contacts
    3.Decisional- based on mgt formall authority and ability to take decision for dept as a whole
20
Q

What are the 3 roles in interpersonal category

A
  1. Leader- command, motivate, inspire, develop
    2.Liaison- maintain contact outside vertical chain of command/ outside the company
  2. Figure head- ceremonial role,represent
21
Q

What are the 3 roles in informational roles

A

1.Monitor- scan for info internally and externally
2.Spokesperson- provide info to interested partieson behalf of organisation
3.Disseminator- share info to those who need it{bank}

22
Q

What are the 4 roles under decisional

A

1.Negotiator- integrate different interests through bargaining
2.Entrepreneur-mobilise reource
3.Resource allocator-
4. Disturbance Handler- respond to pressures

23
Q

According to mintzberd, managers are not reflective and systematic planners. Instaead how does he describe them

A

disjointed and discontinuous

-involves intuition,judgement and informal communication

24
Q

what is the other name of operational managers and how is his decision making

A

supervisors{manager at lowest level}
-routine,predictable,detailed

25
Q

What are the 4 roles of the supervisor

A
  1. Manager-plan,command,control,coordinate,organise
    2.Doer of operational tasks to achieve objectives of top mgt
    3.Interface/link betweeen managerial and non managerial people
    4.Gatekeeper- filter of info upwards or downwards
26
Q

What are the theories of leadership

A
  1. Trait theories-analyse personality of leaders

2.John Adair-action approach-task,individual,group

3.Fiedler-Contingency-PDM/PCM

4.Bennis-transational/transformational leaders

5.Blake and Mouton grid-country club,task mgt,middle of the road

6.Ashridge-tells,sells,consults,joins

27
Q

what are the 3 contingency theories on leadership

A
  1. John Adair
    2.Fiedler
    3.Bennis
28
Q

What are the 2 style theories on leadership

A
  1. Blake Mouton
    2.Adridge Studies
29
Q

what does john adair say

A

need to manage work itself[task], worker [individual], team/group

30
Q

what are the 3 traits

A

1.physical
2.personality
3.social

31
Q

what does contingency mean

A

no best leadership style
-depends on the situation

32
Q

According to Fiedler,what are the 2 types of managers

A

1.psychologically distant
-formal roles and relationship
-judges based on performance
-task oriented
-most effective

2.psychologically close
-prefer informal contacts to regular meetings
-more concerned with maintaining good human relationship

33
Q

when does fiedler suggest manager to go for PDM

A

1.either very favourable or very unfavourable

34
Q

when is a situation very favourable

A

1-good relationship/liked and trusted
2.task are clearly defined
3.power to reward and punish is high

35
Q

according to bennis,what type of leader can change organisational culture and go to a new direction

A

transformational leader

36
Q

what are the 3 problems of contigency approach

A
  1. leader can find it difficult to change behaviour according to situation

2.leader have not have competence for the task

3, variables such as task structure, power and relationships can be difficult to measure

37
Q

what are the 5 categories of blake and mouton

A

1.mgt impoverished-low concern for work and people

country club-care for worker,ignore work

task mgt- care for work,ignore worker

middle of the road- both

team mgt-perfect

38
Q

what are the 4 forms of mgt according to ashridge

A

1.tell-autocratic
for highly programmed wrk-no time wasted

2.sells-persuasive
manager takes all decision byt believes that team members if motivated will carry them out properly

3.consults-participative
ask for opinions but have the final say
-consensus can be reached but time consuming

4.joins-democratic
make decisions on basis of consensus

ACCA- BT (6 decks)

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