Unit 3 Outcome 2 Flashcards
Management structure
Is a term used to describe the ways in which parts of an organisation are formally arranged to achieve objectives.
Management hierarchy
Is an arrangement showing increasing authority as you move up the ranks.
A chain of command or line authority
Is a system that determines responsibility, supervision and accountability of members of the organisation.
Unity of command
The principle of unity of command states that each employee within an organisation should report to only one supervisor.
Span of control
Refers to the number of people for whom a manager is directly responsible.
Functional structure
Involves grouping employees together according to the tasks they will perform (task structure).
Divisional structure
A divisional structure groups employees together according to divisions that may be geographical, or customer, product or process focused.
Matrix structure
The matrix structure involves bringing together specialists from different parts of the organisation to solve specific problems or to undertake specific projects in teams.
Corporate culture
Refers to the values, ideas, expectations and beliefs shared by members of the organisation.
Planning
Planning is the process of setting objectives and deciding on the methods to achieve them.
Strategic planning
Strategic planning is long-term planning, usually over three to five years.
Tactical planning
Tactical planning is flexible, adaptable, medium-term planning, usually over one to two years, which assists in implementing the strategic plan.
Operational planning
Operational planning provides specific details about the way in which the organisation will operate in the short term. (Daily/Weekly)
SWOT analysis
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.
Organising
Organising is the process of arranging resources and tasks to achieve objectives.
Leading
Leading is the process of influencing or motivating people to work towards the achievement of the organisation’s objectives.
Controlling
Controlling is the process of evaluating performance and taking corrective action to ensure that the set objectives are being achieved.
Policy
A policy is a set of broad guidelines to be followed by all employees when dealing with important areas of decision making.
Procedure
A procedure enables a policy to be put into practice.
Interpersonal
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.
Informational
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.
Decision-Making
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.
Management style
refers to the behaviour and attitude of the manager.
Autocratic management style
An autocratic management style is one where the manager tells staff what decisions have been made.
Persuasive management style
A persuasive management style is one where the manager attempts to sell decisions made.
Consultative management style
A consultative management style is one where the manager consults employees before making decisions.
Participative management style
A participative management style is one where the manager unites with staff to make decisions together.
Laissez-faire management style
A laissez-faire management style Employees set guidelines but step back and give decision making control to employees.
Contingency management theory
Contingency management theory stresses the need for flexibility and the adaptation of management styles to suit the situation.
Communication
Communication involves the ability to transfer information from a sender to a receiver, and to listen to feedback.
Delegation
Delegation is the transfer of authority and responsibility from a manager to an employee to carry out specific activities.
Negotiation
Negotiation skills involve the ability to resolve a dispute or to produce a satisfactory agreement on a course of action.
Empower
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.
Team/group dynamics
Team/group dynamics are the interaction of individuals within teams/groups.
Problem solving
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.
Decision making
Decision making is the process of identifying the options available and then choosing a specific course of action.
Time management
Time management involves the ability to prioritise tasks, set deadlines, review progress and delegate.
Stress management
Stress management involves the ability to manage the levels of stress that develop in employees.
Emotional intelligence
Emotional intelligence is the skill of identifying, assessing and managing the emotions of self and others.
Management ethics
Management ethics are the application of moral standards to management behaviour.
Audit
An audit is an independent check of the accuracy of financial records and accounting procedures.
Corporate code of conduct
A corporate code of conduct is a set of ethical standards for managers and employees to uphold.
Social responsibility
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.
Social report
A social report outlines what an organisation has done, and is doing, with regard to social issues.
