Unit 3 Outcome 2

Question 1

Management structure

Answer 1

Is a term used to describe the ways in which parts of an organisation are formally arranged to achieve objectives.

Question 2

Management hierarchy

Answer 2

Is an arrangement showing increasing authority as you move up the ranks.

Question 3

A chain of command or line authority

Answer 3

Is a system that determines responsibility, supervision and accountability of members of the organisation.

Question 4

Unity of command

Answer 4

The principle of unity of command states that each employee within an organisation should report to only one supervisor.

Question 5

Span of control

Answer 5

Refers to the number of people for whom a manager is directly responsible.

Question 6

Functional structure

Answer 6

Involves grouping employees together according to the tasks they will perform (task structure).

Question 7

Divisional structure

Answer 7

A divisional structure groups employees together according to divisions that may be geographical, or customer, product or process focused.

Question 8

Matrix structure

Answer 8

The matrix structure involves bringing together specialists from different parts of the organisation to solve specific problems or to undertake specific projects in teams.

Question 9

Corporate culture

Answer 9

Refers to the values, ideas, expectations and beliefs shared by members of the organisation.

Question 10

Planning

Answer 10

Planning is the process of setting objectives and deciding on the methods to achieve them.

Question 11

Strategic planning

Answer 11

Strategic planning is long-term planning, usually over three to five years.

Question 12

Tactical planning

Answer 12

Tactical planning is flexible, adaptable, medium-term planning, usually over one to two years, which assists in implementing the strategic plan.

Question 13

Operational planning

Answer 13

Operational planning provides specific details about the way in which the organisation will operate in the short term. (Daily/Weekly)

Question 14

SWOT analysis

Answer 14

A SWOT analysis involves the identification and analysis of the internal strengths and weaknesses of the organisation, and the opportunities in, and threats from, the external environment.

Question 15

Organising

Answer 15

Organising is the process of arranging resources and tasks to achieve objectives.

Question 16

Leading

Answer 16

Leading is the process of influencing or motivating people to work towards the achievement of the organisation’s objectives.

Question 17

Controlling

Answer 17

Controlling is the process of evaluating performance and taking corrective action to ensure that the set objectives are being achieved.

Question 18

Policy

Answer 18

A policy is a set of broad guidelines to be followed by all employees when dealing with important areas of decision making.

Question 19

Procedure

Answer 19

A procedure enables a policy to be put into practice.

Question 20

Interpersonal

Answer 20

Interpersonal refers to having people and social skills such as communication, emotional intelligence (the ability to recognise and understand feelings) and so on in order to operate effectively in a social setting.

Question 21

Informational

Answer 21

Informational refers to obtaining the required knowledge and being effective in the communication of this knowledge. For example, being able to communicate an appropriate answer to an employee if they have a question.

Question 22

Decision-Making

Answer 22

Decision-Making is the ability to identify and evaluate possible available options in response to a situation, and choose the course of action that is the most appropriate and effective.

Question 23

Management style

Answer 23

refers to the behaviour and attitude of the manager.

Question 24

Autocratic management style

Answer 24

An autocratic management style is one where the manager tells staff what decisions have been made.

Question 25

Persuasive management style

Answer 25

A persuasive management style is one where the manager attempts to sell decisions made.

Question 26

Consultative management style

Answer 26

A consultative management style is one where the manager consults employees before making decisions.

Question 27

Participative management style

Answer 27

A participative management style is one where the manager unites with staff to make decisions together.

Question 28

Laissez-faire management style

Answer 28

A laissez-faire management style Employees set guidelines but step back and give decision making control to employees.

Question 29

Contingency management theory

Answer 29

Contingency management theory stresses the need for flexibility and the adaptation of management styles to suit the situation.

Question 30

Communication

Answer 30

Communication involves the ability to transfer information from a sender to a receiver, and to listen to feedback.

Question 31

Delegation

Answer 31

Delegation is the transfer of authority and responsibility from a manager to an employee to carry out specific activities.

Question 32

Negotiation

Answer 32

Negotiation skills involve the ability to resolve a dispute or to produce a satisfactory agreement on a course of action.

Question 33

Empower

Answer 33

To empower employees is to include them fully in the decision-making process, provide them with autonomy, and give them the necessary trust, training and development, and reward to enable them to work as a team.

Question 34

Team/group dynamics

Answer 34

Team/group dynamics are the interaction of individuals within teams/groups.

Question 35

Problem solving

Answer 35

Problem solving is a broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation.

Question 36

Decision making

Answer 36

Decision making is the process of identifying the options available and then choosing a specific course of action.

Question 37

Time management

Answer 37

Time management involves the ability to prioritise tasks, set deadlines, review progress and delegate.

Question 38

Stress management

Answer 38

Stress management involves the ability to manage the levels of stress that develop in employees.

Question 39

Emotional intelligence

Answer 39

Emotional intelligence is the skill of identifying, assessing and managing the emotions of self and others.

Question 40

Management ethics

Answer 40

Management ethics are the application of moral standards to management behaviour.

Question 41

Audit

Answer 41

An audit is an independent check of the accuracy of financial records and accounting procedures.

Question 42

Corporate code of conduct

Answer 42

A corporate code of conduct is a set of ethical standards for managers and employees to uphold.

Question 43

Social responsibility

Answer 43

Social responsibility is the obligations a business has over and above its legal responsibilities to the wellbeing of employees and customers, shareholders and the community as well as the environment.

Question 44

Social report

Answer 44

A social report outlines what an organisation has done, and is doing, with regard to social issues.