Theories’ Flashcards
Define the Tannenbaum Schmidt Continuum (of leadership)
The Tannenbaum Schmidt Continuum shows where’s a managers approaches lies on the continuum, running from the mangers exerting rigid authority at one extreme, through to the team having having full freedom to act at the other.
> consists of 7 levels
each one consists of vary amounts of management control and team freedom - delegated freedom.
Name the seven levels of the Tannenbaum Schmidt continuum in order
Tells, Sells, Suggests, Consults, Joins, Delegates, Abdicate.
Define each of the seven levels of the Tannenbaum Schmidt Continuum.
Tells- Managers make all decisions with no thought or regard for anyone - very authoritative + strict,Theory X.
Sells- Managers make decisions but will sell benefits to the team- good communication skills required but ultimately the managers/ leaders does not allow employees real freedom.
Suggests- Ma
Blake mouton grid
The model assesses managers based on how much they care about their employees and how much they care about production.
The focus on task and the people within the business
What are the X axis and Y axis of the Blake mouton grid
X axis- concern for the task ( low and high)
Y axis - concern for people ( low and high )
Highlight the different management styles within the Blake mouton grid
Country club, team leader, produce or perish, impoverished and middle of the road
Explain each management style within the Blake mouton grid
Country club is an over-concern with work welfare and harmony leads to a happy but not every productive workplace. This leadership doesn’t motivate the workers to increase their output.
Team leader this is seen has ideal leadership style. High concern for people and production creates a happy, motivated and productive workforce. It is often uses non-financial methods of motivation.
Middle of the road, average concern of workers needs and average focus on production leads to mediocre (common) results. Although productive output is higher than in the impoverished or country club style, it could be better.
Impoverished style, low concern for people and low concern for production. This is poor management of both human and production resources. This results in low levels of motivation in the workforce and low levels of productivity or failing quality.
Produce or perish style, an authoritian focus on the work with strict rules that leads to neglect of workers needs and demotivated workforce. This may result in high levels of absenteeism and labour turnover.
Scientific decision model
This model shows how scientific decision making process works.
-Decision made scientifically are based on DATA and their outcomes are compared to initial objectives.
-takes a logical and rational approach to decision making with a series of stages that follow up from each other. Decisions need to review and this might lead to a change in objectives.
What are the steps of the scientific decision model
- Set objectives
- Gather data
- Analyse data
- Select
- Implement
- Review
What is an advantage of the scientific decision making model?
(+) Making decisions based on data reduces the risk of making expensive mistakes. It is logical and structured approach which can be adapted if necessary- for example, having analysed the data, you might review the objectives and change if needed.
What are the weaknesses of the scientific decision making model
(-)it can be costly and time consuming because it involves collecting and analysing a lot of data.
(-) takes away the human element so may be less creative or original than section based on intuition.
Additionally, making sure you have reliable, up-to-date data.
Decisions based on biased or out-of-date data will be unreliable.
Decision trees
Decision tree is a mathematical model used to help managers make decisions.
• A decision tree uses estimates and probabilities to calculate likely outcomes.
• A decision tree decides whether the net gain from a decision is worth while.
Why do businesses use decisions trees?
When a business makes decisions, they know what the costs will be, but often isn’t certain.
Probability is the likelihood of an event occurring. Managers often don’t know how likely it is that an outcome will happen, so they make a subjective estimate based on experience or past data.
Net gain ( decision trees)
Net gain is the financial gain after initial costs of the decision have been subtracted.
Why are decisions trees useful?
Decision trees show which course of action is probably the best.
• When creating a decision tree, managers first identify which course of action are often to the business.
• They outline the possible outcomes of each course of action and assign probabilities to them, estimating the probabilities they don’t know.
Benefits of using decision trees
(+)Choices are set out in a logical way.
(+)Potential option and choices and considered at the same time.
(+)Use probabilities enables the ‘risk’ of the options to be addressed.
(+)Easy to understand.
(+)Likely costs are considered as well as potential benefits.
Drawbacks of using decision trees
(-)Probabilities are just estimates.
(-)Uses quantitive data- ignores qualitative data.
(-)Assignment of probabilities and expected value prone to bias.
(-)Decision making technique doesn’t necessarily reduced the amount of risk.
Stakeholder mapping
Managers have to think which stakeholder group is most important to them. Stakeholder mapping helps identify how much interest and power(or influence) over the business different stakeholder have.
Not all stakeholders are equal- they vary in terms of power and influence. This might affect the way a business communicate to different groups and how much attention is paid to their views.
