topic 2 decision making Flashcards
what are the 4 types of leadership styles from the blake mouton grid
- authoritarian leader
- team leader
- country club leader
- impoverished leader
describe authoritarian leader e.g high or low concern for task and people
high task, low people
describe team leader e.g high or low concern for task and people
high task, high people
describe country club leader e.g high or low concern for task and people
low task high people
describe impoverished leader e.g high or low concern for task and people
low task, low people
impoverished leader- what style does the manager use
a ‘delegate and disappear’ management style
by playing the impoverished leader, what does it allow the team to gain
self-reliance
what 2 things does the Blake Mounton grid look at
1) concern for people
2) concern for task
what are the strengths of the Blake Mouton grid (2)
- it highlights different management skills, according to their focus on task and people
- allows works and other people to see what the manager is more interested e.g. more interested in the task
what is the weakness of the Blake Mouton grid
-it implies that leadership styles are static and that the manager cannot change leadership styles
what is the Tannenbaum Schmidt continuum
-shows how leadership styles can vary per different situation and are more dynamic
what are the 4 types of leadership styles in the tannenbaum schmidt continuum
- tell style
- sell style
- consult style
- delegate style
what type of leadership style is the ‘tell’ style (Tannenbaum Schmidt continuum)
a boss-centred style
what type of leadership style is the ‘delegate’ style
subordinate-centred style
give the strengths of the Tannenbaum Schmidt continuum (2)
- shows that leaders can change per different situations
- leaders can adapt
what are the three ways of making a decision
-rational/ scientific/ data driven approach
what are tactical decisions
-immediate/ short term decisions which help to implement the strategy of what the business is trying to achieve in the long run
who are tactical decisions usually made by
middle management
what are operational decisions
-they relate to the day-to-day running of the business
who are operational decisions made by
middle or junior managers
what are strategic decisions
they are long-term in their impact- they affect and shape the direction of the whole business
who are strategic decisions usually made by
senior managers
give 4 influences on decision making
- external environment
- ethics/ beliefs
- resources
- competitive environment/ competition
when can you use decision trees (3)
- the value of decision trees in getting managers to thin through their options, the probability of different outcomes and the financial consequences
- the extent to which the financial consequences of an outcome can be accurately estimated and whether outcomes are best measured in financial terms
- issues can be considered in decision making such as raising the initial finance
advantages of decision trees- what does it allow
-allows for uncertainty
advantages of decision trees- what approach does it encourage
a quantitative approach
general advantages of decision trees
-shows expected
