Unit 2 Flashcards
What do managers do
Set objectives
Analyse data
Lead staff
What’s the difference between managers and leaders
Managers are risk averse whereas leaders risk seek
Autocratic leadership
Decision making is only made at the top of the organisation and communication tends to be top-down.
Have formal systems and strict controls
Makes fast decisions but may have little confidence in their ability of staff
Paternalistic leadership
Employees are consulted in decision making but remains firmly at the top
Thr leaders decide what is best for their employees
Delegation is unlikely to be encouraged
The leadership is like parent and child
Close supervision but want to respect staff so allow them in decision making
Democratic leadership
Involves two way communication and considerable Delegation
All participants Involves in decision making
Improve morale
But might be slower as it is more time consuming
Laissez faire
Managers and leaders have little input in decision making and leave the business running to staff
Delegation may lack focus and coordination
May result in weak leadership
And not provide framework for a successful democratic approach
Employees are highly skilled experienced and educated take pride in their work
Tannaenbaum and schmidts continuum of leadership
Model fo leadership that shows the relation between level of freedom in relation to decision making that a manager chooses to give to a team of workers and level of authority retained by the manager
Level 1 of tannenbaums leadership
Manager makes the decision and then tells the team
Level 2 of tannebaum
The manager makes the decision and then explains or sells the decision to the team
Level 3 of tannebaum
Manager makes the decision then presents the decision to the team
Providing background idead that led to the decision and invites questions it consults the team
Level 4 of tannebaum
Manager suggests a provisional decision, invites discussion about it by consulting team and then makes the decision
Level 5 of tannebaum
The manager presents the rpomblem consults the team by getting them to make suggestions then makes the decision
Level 6 of tannenbaum
The manager explains the situation, identifies any limitations on the decision to be made and asks the team to come up with the decisions the manager shares the problem with the team
Level 7 of tannebaum
Th manager allows the team to identify the problem, develop the options and make the decision within any limits set, the manager shares the problem with the team
What does Blake mouton grid depend on
Concern for people
The degree to which a manager or leader considers the needs and interests of team member when deciding best way to accomplish a task
and production
Manager or leader emphasises organisational efficiency and high productivity when deciding how best to accomplish a task
Impoverished leadership style
Low concern for production and people
Type of leader is ineffective and has little regard for creating systems for getting the job done
Country club leadership style
High concern for people and low concern for production
Most concerened about the needs and feelings of members in their team
Produce or perish leadership style
High concern for production and low concern for people
Likely to have strict rules
Middle of the road leadership
Medium concern for people and production
Although might be a compromise neither objectives from both sides are met
Team style
Hugh cincern for production and people
According to Blake model this is the best leaderships tylr
What effects management and leaderships tyle
Group size
Time frame
Particular situation
Nature of tasks involves
Company structure
Organisations culture and tradition
Scientific decision making model
Set objectives
Gather data
Analyse data
Select a strategy/make a decision
Implement and review the situation
Benefits of using scientific decision making
Provides a clear sense of direction
Decisions based on logic
Likely more than one person will be involved in the process
Flexible
Intuition
Ability to understand something without the need for conscious reasoning
Decision making based on intuitik
Making decisions based by a feeling or instinct
Approach more likely to br used by small businesses or individuals
Problems of making decisions based on intuition
Scientific approach requires a large approach of data and regular gathering of information to control and review decisions
Problems with decisions based on intuition
Requires lots of data
Very time consuimg
Factors that affect decision making based on intuition
Speed of decision
Information available
Size of business
Benefits of using decision trees
Provides effective structure which sets our clear options available
Takes into account uncertainty and risk
Limitations if decision trees
Least useful when options do not involve clear cut options
Ignore constantly changing nature of the business
Difficult to get accurate and realistic data
Influences on decision making
Mission
Objectives
Ethics
Power of stakehders
Culture
Primary stakeholders
Directly involved and affected positively or negatively by an organisations actions
Secondary stakeholders
Persons organisations who are indirectly affected by an organisations actions
Internal stakeholders
Shareholders
Employees
Managers
Trade unions
External stakeholders
Customers
Suppliers
Banks and investors
Local community
Trade union needs from the business
To be consulted and to take an active part in the decision making process in order to ensure policies and strategies benefit their members
Quadrant a of stakeholder mapping
Minimal effort
Unskilled employees on temporary contracts
Genrral public
Customers who make small and infrequent purchases
Quadrant b of stakeholder mapping
Local suppliers who provide small scale orders
Local council
Quadrant c of stakeholder mapping
Keep satisfied
Central government
Banks
Customers who make large and regular purchases
Quadrant d of stakeholder mapping
Key players
Skilled unionised employees
Key managers
Influences of relationship with stakeholders
Have atatus and power within or oursiden organisation
Control resources
Involved in decision making
Have needs and objectives
Benefits of effective communication and consulting when managing relationships with different stakeholders
Viewpoints of stakeholders
Gaining support from stakeholders
Communicating with stakeholders early and often
Communication and consultation channels
Formal consultation with external and internal stakeholders
Formal meeting swith powerful stakeholders
