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L3 Business Administration > Unit 1 - Value of Your Skills > Flashcards

Unit 1 - Value of Your Skills Flashcards

1
Q

what are professional skills? Why do we need them? What is is known as when we develop these skills.

A

the “hard” skills of the job - such as health & safety.
they are needed to be able to do a specific job/role.
this is known as professional development

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2
Q

What are personal skills? why do we need them? What is is known as when we develop these skills?

A

the “soft” skills of the job - such as communication.
they are needed to be able to communicate with colleagues and customers.
this is known as personal development

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3
Q

What is VUCA?

A

Volatile, uncertain, complex and ambiguous. It can be used to describe the workplace.
volatile - unpredictable and rapid changes
uncertain - unknown and unreliable
complex - many interconnected parts with different things and people
ambiguous - open to change and interpretation, can have many different meanings.

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4
Q

what are some benefits of undertaking personal development?

A

transferable life skills
career development
better interpersonal communications
improves the ability to handle difficult conversations
developing new behaviours
developing self-awareness

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5
Q

what are some topics for personal development?

A

time management
listening
leadership
coaching
trust building

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6
Q

what are methods to undertake personal development?

A

training courses
workshops
online videos
coaching and mentoring
books and magazines

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7
Q

what are barriers to personal development?

A

busy
lack of confidence
poor organisational skills

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8
Q

What is a team?

A

a group of people with a full set of complementary skills that are required to complete a task, project or goals.

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9
Q

what is performance?

A

this is the accomplishment of a given task measured against the known standards of accuracy, completeness, cost and speed.

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10
Q

What is Belbin’s theory on team roles.

A

She believes that there are 9 team roles and that they all need to be present to ensure success.

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11
Q

What are the 3 categories that the 9 team roles can be placed into?

A
  1. thinking roles
  2. social roles
  3. action roles
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12
Q

Name the 3 roles within the thinking roles category. Explain what they do

A

plant - creates new and original idea
specialist - has a main area of expertise and can be considered an expert on the topic
Monitor Evaluator - they can debate effectively against making poor decisions

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13
Q

name the 3 roles within the social roles category. explain what they do

A

team worker - works effectively with the team and can avoid conflicting situations
resource investigator - spots new opportunities and happy to connect with people outside of the team
coordinator - they can draw people out to speak if they have something that they can contribute to the team

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14
Q

name the 3 roles within the action roles category. explain what they do.

A

complete finisher - worries over detail and can do all their work properly
shaper - can be unpopular due to their forceful nature.
implementer - can see what will and what will not work in a situation. can help solve problems

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15
Q

why is teamwork important?

A
  • efficiency -promotes empathy -improves communication
  • collaboration -increases job satisfaction -improvements
    -boosts morale -increased innovation -builds confidence
    -shared responsibility -higher levels of trust
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16
Q

how can you develop successful working relationships?

A

-showing respect -offering praise -being reliable and accountable
-being flexible -using good communication -building rapport

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17
Q

positive working relationships are based on:

A

-clear lines of communication
-openness
-mutual trust and respect

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18
Q

when building relationships, you and your team need to:

A

-keep promises -admit to mistakes when they are made -be approachable
-keep a consistent demeanour -have the required knowledge -have the required skill
-get results

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19
Q

what is steven r. covey’s theory?

A

the emotional bank account. this is where relationships are created on a mix of withdrawals and deposits. a positive balance (more deposits) represent a good working relationship whereas a negative balance (more withdrawals) represents a bad working relationship. Both parties need to consider an action to be the same (either withdrawal or a deposit) in order for it to count as one.

20
Q

what is an example of deposits?

A

-being respectful -kindness -working within the boundaries
-showing loyalty to the absent -setting expectations clearly
-getting to know people -keeping promises and commitments -leading by example.

21
Q

what must you do to make a deposit?

A
  1. make them often
  2. be honest and authentic
  3. be fair and consistent
  4. know the other person’s preference for deposits.
22
Q

what is an example of a withdrawal

A

-not keeping promises -not kind -moving the ‘goal posts’ -no clear goals/expectations
-talks about others behind their backs -late to meetings -inconsistent
- has favourites on the team -not competent in their role

23
Q

name 3 of the 8 simple steps of building trust:

A
  1. develop trustworthiness in yourself
  2. act and lead with integrity
  3. lead with noble intentions
  4. honestly assess your abilities and competencies
  5. build relationships that are based on trust
  6. lead by example
  7. apologise and admit to your mistakes
  8. be fair and consistent
24
Q

name 4 types of meeting:

A

-team meetings -management meetings -training meetings
appraisal meetings -videoconferences -sales meetings
-meetings with suppliers and other stakeholders
-meetings with directors, trustees or shareholders.

25
Q

what is an agenda usually based on:

A

organisational objectives such as
-data to measure and evaluate -issues and problems
-possible solutions -forecasts, plans and targets

26
Q

why is an agenda important:

A

-ensures the meeting is focused, structured and has direction
-participants can anticipate questions that they may want to ask
-people can see what needs to be prepared for the meeting.

27
Q

why is it important to confirm objectives?

A

ensures that time within the meeting is used effectively and that people know what topics are going to be discussed.

28
Q

name some responsibilities for leading a meeting:

A

-outlining objectives -helping reach goals -keeping the team productive
-making decisions -ensuring there are no interruptions -meeting runs on time
-planning for the next meeting

29
Q

what is a role model??

A

a person who is looked up to by others as an example to be copied. they inspire people by having a positive impact.

30
Q

why is it important to have a good role model in the workplace?

A

-increases employee morale
-inspires healthy competition
-creates a positive atmosphere
-motivates others

31
Q

name 3 types of role models

A
  1. positive role models
  2. reverse role models
  3. anti role models
32
Q

explain what a positive role model it

A

they influence and motivate you to be at your best. they inspire and support you in order for you to strivew

33
Q

what is a reverse role model?

A

they are successful but they have different values. they are more motivated by the financial rewards and have very little interest in nurturing other employees

34
Q

what is an anti role model?

A

someone who has not achieved anything that others have managed, they have negative values but feel entitled to succeed. they are the opposite of what people aspire to be.

35
Q

what does an organisational structure set out?

A

-teams within the organisation -the roles and responsibilities of the teams
-management and the span of control -the chain of command
-how the teams interact with each other

36
Q

what are flat structure?

A

they have few layers of management - this means that managers are responsible for a wide number of staffw

37
Q

what is a hierarchical structure?

A

they have many layers of management - this means managers are responsible for a smaller number of staff

38
Q

name 4 key operational functions and briefly state what they do

A

-production: created goods and services.
-finance: decisions on investment and financial planning
-marketing: promotion and selling of goods/services
-HR: managing relationships
-sourcing and purchasing
-research and development
-management: planning and organising operations

39
Q

what is interdependance?

A

this is cooperating with other areas of the business in order to effectively do their job. this means that some areas of the business relies on other areas.

40
Q

how does interdependency benefit organisations?

A

-creates stronger outcomes and solutions.
-creates stability as two or more functions come to work together.
-helps with organisational development
-helps the business come up with win-win scenarios
-can create new energy and enthusiasm.

41
Q

name 4 organisational structures

A
  1. functional structure
  2. matrix structure
  3. centralised structure
  4. decentralised structure
42
Q

what is a functional structure? name advantages and disadvantages:

A

they are divided by roles, responsibilities or specialities.
Ad - establishes expectations, facilitating improved performance and productivity, allows for skill development
dis - created barriers between functions, limits communication and knowledge with other departments, inhibiting collaboration and innovation

43
Q

what is a matrix structure? give some advantages and disadvantages.

A

resembles a grid where employees with similar skills report to the same manager. this is typically used by larger organisations.
ad - enables flexible working, balanced decision making, promotes open communication and sharing resources across the business.
dis - creates confusion about authority, and tracking budgets can become difficult

44
Q

what is a decentralised structure? give some advantages and disadvantages.

A

this is where decisions are made by both managers and subordinates.
ad - improves motivation, decisions made suit local areas, more responsibility for employees
dis - consistency is not across the business, managers decisions can be ineffective, may negatively impact business and sales.

44
Q

what is a centralised structure? give some advantages and disadvantages

A

assigns formal decision making-powers to managers.
ad - clear CoC, easier communication, easier to develop, increased efficiency, strong control means that problems are addressed quickly
dis - inflexible and slow to adapt to changes, structure can sometimes be hard to manage, limited opportunity to develop skills.

L3 Business Administration (10 decks)

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