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Business AS Level > Unit 2: Understanding management leadership and decision making > Flashcards

Unit 2: Understanding management leadership and decision making Flashcards

1
Q

define management

A

is planning, organising, directing and controlling all or part of a business enterprise.

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2
Q

what are the 4 basic functions of management

A

Planning
Organising
Directing
Controlling

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3
Q

what 5 things does planning consist of?

A
  • Looking into the future
  • Setting objectives and targets for the business for their area
  • Conducting analysis to gather forecasts of key information such as: costs / revenues, incomes, competitors and prices
  • Drawing up plans for functional areas within the business
    (marketing, finance, HR and operations)
  • Estimating the likely resource needs for the proposed plan
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4
Q

what is happens when organising?

A

Management must assemble the resources that they need to carry out the actions set out as part of the planning process.

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5
Q

what is directing?

A

Motivating and communicating with other employees to oversee their behaviour and ensure everyone is working towards the same goals.

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6
Q

define motivation

A

is the willingness to achieve a target or goal.

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7
Q

employees that are highly motivated are more likely to what?

A

they’re more likely to perform better

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8
Q

what is controlling?

A

Involves setting standards using the company’s objectives, and reviewing and reporting performance.

This enables managers to identify areas of weakness and implement corrective action.

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9
Q

what did Mintzberg do?

A

In 1990 Henry Mintzberg set out the 10 roles performed by managers within businesses.

He argued that management is not about functions but about what managers do.

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10
Q

what are the three categories of management?

A

Interpersonal management

Informational management

Decisional management.

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11
Q

what are the 10 roles?

A

Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

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12
Q

what 3 roles are part of the interpersonal management category?

A

Figurehead
Leader
Liaison

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13
Q

what 3 roles are part of the informational management category?

A

Monitor
Disseminator
Spokesperson

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14
Q

what 3 roles are part of the informational management category?

A

Entrepreneur
Disturbance handler
Resource allocator
Negotiator

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15
Q

define each category of management:

Interpersonal -
Informational -
Decisional -

A

Interpersonal - involves managing through other people.
Informational - involves processing information
Decisional - uses information to make decisions

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16
Q

define a figurehead

A

Figureheads represent their colleagues, considered to have authority, carry out social, ceremonial and legal responsibilities - inspiring

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17
Q

define a leader

A

A leader creates and maintains an effective working environment, motivates and develops more junior employees - manage performance and responsibilities of team members

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18
Q

define liaison

A

communicate with internal and external contacts - need to network effectively to gather information

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19
Q

define a monitor

A

search for internal and external information relevant to the business, looking for changes in business environment, always look after their team’s performance and welfare

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20
Q

define a disseminator

A

a central communication role - passing on valuable information to others in the organisation

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21
Q

define a spokesperson

A

represent and speak for their organisation - transmit information about the organisation and its goals to the people outside it

22
Q

define an entrepreneur

A

plans and initiates changes in the business

23
Q

define a disturbance handler

A

deals with unexpected crises - try to control and solve disputes

24
Q

define a resource allocator

A

decides the most effective use of an organisation’s resources - finance, staff and capital equipment

25
Q

define a negotiator

A

engage in negotiations inside and outside the business

26
Q

what are the 4 leadership styles?

A

authoritarian
paternalistic
democratic
lassaiz-faire

27
Q

what is autocratic leadership? (5)

A
  • Leader makes decisions without reference to anyone else
  • High degree of dependency on the leader
  • Can create de-motivation and alienation
    of staff
  • May be valuable in some types of business where decisions need to be made quickly and decisively
  • Tells you what you are to do
28
Q

what is democratic leadership? (5)

A
  • May help motivation and involvement
  • Workers feel ownership of the firm and its ideas
  • Improves the sharing of ideas and experiences within the business
  • Can delay decision making
  • Decision making from different perspectives
29
Q

what is laissez-faire leadership? (7)

A
  • ‘Let it be’ – the leadership responsibilities are shared by all
  • Can be very useful in businesses where creative ideas are important
  • Can be highly motivational, as people have control over their working life
  • Can make coordination and decision making time-consuming and lacking in overall direction
  • Relies on good teamwork
  • Relies on good interpersonal relations
  • Gives workers autonomy
30
Q

what is paternalistic leadership? (4)

A
  • Leader acts as a ‘father figure’
  • Paternalistic leader makes decision but may consult
  • Believes in the need to support staff
  • Dominant figure that decides what’s best for employees
31
Q

what is the type of leadership used depend on? (3)

A

Type of labour force

Nature of task and timescale

Personality of leader

32
Q

what is the trait theory?

A

Certain personality traits differentiate a good leader from others.

33
Q

what is the behaviour theory?

A

Focuses on how an individual behaves in a managerial role. Tries to identify the correct way to act instead of personality traits.

34
Q

What are the two ideal dimensions of behaviour from a manager?

A

Consideration: focusing on the wellbeing of workers. Are they comfortable? Do they feel well treated?

Initiating structure: defining and planning work. Focusing on getting the job done, allocating tasks and informing subordinates.

35
Q

define autocratic leadership

A

a leader taking complete charge and not consulting employees in decision making.

36
Q

What are the two groups all managers are grouped into?

A

Theory X and Theory Y

37
Q

What is a theory X manager like? (3)

A
  • the average worker is lazy and dislikes work
  • workers need to be controlled and directed
  • centralised organisation and exercise of authority
38
Q

What is a theory Y manager like? (3)

A
  • most people enjoy work
  • workers will take responsibility and organise themselves
  • decision-making can be delegated
39
Q

draw the Blake Mouton grid

A

Y axis - concern for people
X axis - concern for results / production
Centre = middle of the road management
Top Left = country club management
Top Right = team management
Bottom Left = impoverished management
Bottom Right = produce or perish management

40
Q

what are the features of middle of the road management

A

compromises made to achieve acceptable performance; thought to be the less effective leadership style

41
Q

what are the features of impovished management

A

laissez-faire style
minimal effort on management
hoping to avoid blame for errors

42
Q

what are the features of country club management

A

focus on creating safe comfortable working environment; minimal conflict

43
Q

what are the features of team management

A

staff closely involved in decision making and feel valued; consistent with McGregor’s Theory Y

44
Q

what are the key features of the produce or perish management

A

autocratic style
theory X
workers have to complete tasks - nothing else

45
Q

define productivity

A

how many inputs are needed to create one unit of output

46
Q

What is the Tannenbaum-Schmidt continuum

A

shows where a manager’s approach to decision making lies

47
Q

what is the order on the Tannenbaum-Schmidt continuum? (left to right)

A

tell, sell, consult, joins

48
Q

define delegation

A

passing decision making responsibility down to junior employees

49
Q

one benefit and drawback of autocratic leadership

A

+ Decisions are made quickly and decisively

  • Can create de-motivation and alienation
50
Q

one benefit and drawback of democratic leadership

A

+ May help motivation and involvement
- Can delay decision making

51
Q

one benefit and drawback of paternalistic leadership

A

+ Believes in the need to support staff
- Leader may ignore suggestions

52
Q

one benefit and drawback of laissez-faire leadership

A

+ Allows creative freedom

-Can make coordination and decision making time-consuming and lacking in overall direction

Business AS Level (5 decks)

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