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AQA A Level Business > Topic 2: Management and Leadership > Flashcards

Topic 2: Management and Leadership Flashcards

1
Q

What is a manager?

A

A person who has control or direction of an institution, business or of a part, division or phase of it.

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2
Q

What do managers do?

A
  • motivate staff
  • objectives
  • monitor and assess
  • gather resources
  • set goals
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3
Q

What are the 5 key roles of managers?

A
  • to plan
  • to organise
  • to control
  • reaching objectives
  • achieving the mission
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4
Q

What is the role of managers?

A
  • setting objectives
  • analysing
  • leading
  • making decisions
  • reviewing
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5
Q

What is the decision making cycle?

A
  • set objectives
  • analyse the situation
  • assess the resources available
  • make a clear decision
  • review the decision
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6
Q

What are the 3 levels of decision making?

A
  • strategic decisions
  • tactical decisions
  • operational decisions
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7
Q

What is the importance of decision making?

A
  • A scientific/logical approach
  • Based on experience/intuition
  • To avoid decision making fatigue
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8
Q

What is leadership?

A

Leadership means taking the initiative to set clear objectives and to motivate or guide staff towards their achievement.

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9
Q

What is management?

A

Management means organising and galvanising staff to implement the strategies needed to achieve the objectives.

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10
Q

What is a leadership style?

A

The way in which bosses deal with their employees is known as their leadership style. The 3 types of leadership styles are known as: autocratic, democratic, paternalistic.

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11
Q

What are autocratic leaders?

A
  • They tell employees what to do
  • Don’t listen to what workers have to say
  • Tend to use top down communication
  • Give orders, don’t want feedback
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12
Q

What are democratic leaders?

A
  • Involves workers in decisions
  • Listen to employee ideas
  • Make sure people contribute to the decision
  • Use two-way communication
  • Often delegate decision making
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13
Q

What are paternalistic leaders?

A
  • Acting in a paternal way
  • Care about welfare and being of staff
  • May consult staff to find out views
  • Decisions made by ‘head’ of the family
  • Think employees need direction
  • Important they are supported and cared for
  • Interested in security and social needs of staff
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14
Q

Advantages of Autocratic leadership

A
  • Allows fast decisions to be made
  • Improves overall communication
  • Improves productivity
  • Effectively handles crisis situations
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15
Q

Disadvantages of Autocratic leadership

A
  • Often leads to micromanagement
  • Doesn’t offer sense of professional ownership
  • Creates a system of dependence
  • Creates a lack of trust
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16
Q

When is autocratic leadership most appropriate?

A
  • When nature of work requires a strong centralised control

- With leader giving detailed orders and instructions and being responsible for making decisions

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17
Q

Define Laissez-Faire approach

A

Literally translates to ‘let you do’ is that the less the government is involved in the economy, the better the business will be.

18
Q

Advantages of Democratic leadership

A
  • Encourages participation
  • Brings in more viewpoints
  • Allows more efficient problem solving
  • Builds team relationships
  • Honesty is prioritised
19
Q

Disadvantages of Democratic leadership

A
  • Can lead to procrastination
  • Takes time to reach a general consensus
  • Poorly defined
  • Does not guarantee the best possible solution
  • Encourages no one to take responsibility for failiure
20
Q

Advantages for Paternalistic leadership

A
  • High employee loyalty
  • Employee best interest at heart
  • Good behaviour is rewarded
  • Feedback is encouraged
21
Q

Disadvantages of Paternalistic leadership

A
  • Discipline in a non traditional way
  • Employees will be dependent on employer
  • Poor staff motivation
  • ## Managers can become blind with power and make decisions that will only benefit them
22
Q

When is Democratic leadership most appropriate?

A

It works best in situations where group members are skilled and eager to share knowledge.

23
Q

Where is Paternalistic leadership most appropriate?

A

When a business has a more formal and hierarchal structure.

24
Q

What is the Blake Mouton Grid?

A

A model that highlights different management styles, according to their focus on the task and the people within the business.

25
Q

What are the Key points of the Blake Mouton Grid?

A
  • Different management or leadership styles
  • Some managers focus on the task
  • Some focus on the people in their team
  • Some are not interested in either task or people
  • Some gain the commitment of people to the task
26
Q

When can you use the Blake Mouton Grid?

A
  • When discussing influences and impact on different management leadership styles
  • Factors which determine what style is adopted by a manager/ leader.
27
Q

What is the Tannenbaum Schmidt Continuum?

A

A model which highlights the range of different management styles that may be adopted, ranging from a ‘tell’ approach to one that involves delegation.

28
Q

What are the Key points of the Tannenbaum Schmidt Continuum?

A

Highlights that there are a range of styles rather than categorising management and leadership.

29
Q

When can you use the Tannenbaum Schmidt Continuum?

A
  • Advantages and Disadvantages of each approach
  • Factors that determine what style is adopted by a manager/leader
  • When a given style might be appropriate
30
Q

What does the Tannenbaum Schmidt Continuum show?

A

Demonstrates the relationship between the level of freedom that a manager chooses to give a team, and the level of authority used to by the manager. There are 3 sets of pressures that influence a leaders decision making approach.

31
Q

What are the strengths of Tannenbaum Schmidt Continuum?

A

Gives you a range of ways in which to involve and interact with your team.
Allows you to understand how your approach should change as the situation changes.
Allows experimentation.

32
Q

What does the Blake Mouton Grid show?

A

Identifies 5 different leadership styles.

  • Team management
  • Authority/ Obedience
  • Middle of the road management
  • Impoverished management
33
Q

Strengths of Blake Mouton Grid

A

Can help leaders understand their natural leadership style.

Leaders can create a personal development plan to progress towards a team management style.

34
Q

How are decisions made within the business?

A

Most decisions in business are based on hard, probably numerical data and are therefore scientific.
Some of the most important, though, are intuitive - a combination of experience and a feel for the future.

35
Q

What are tactical decisions?

A

They help to implement the strategy. They are usually made by middle management. Managers would want research data on likely customer numbers to help them decide on decisions.

36
Q

What are strategic decisions?

A

They affect and shape the direction of the whole business. They are generally made by senior managers.

37
Q

What are influences on decision making?

A
  • Resource constraints
  • Have money for decisions
  • External environment
  • Risks with current climate
  • Ethics
  • Objective targets
  • Mission
38
Q

Advantages of decision trees

A
  • Allows for uncertainty
  • Managers can consider all possible alternative outcomes
  • Set out problems clearly and encourage a logical order
  • Encourage a quantitative approach
  • Shows expected values and probability of each outcome
  • Most useful when similar scenarios have occurred before
39
Q

Disadvantages of decision trees

A
  • All quantitative methods can be biased
  • Difficult to get meaningful data
  • Easy for a manager seeking to prove a case to manipulate data
  • Don’t take into account variability of the business environment
  • May divert managers from the need to take into account qualitative as well as quantitative decisions
40
Q

Define Opportunity cost

A

The cost of missing out on the next best alternative when making a decision.

41
Q

Possible trade offs for a new business

A
  • Help from friends vrs lack of potential professionalism
  • Starting a business vrs uni/travel/job
  • Activities you may enjoy vrs aspects of the business that prove most profitable
  • Time today vrs time tomorrow
42
Q

Define stakeholders

A

A stakeholder is an individual or group that has an effect on, and is affected by the activities of an organisation.

AQA A Level Business (3 decks)

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