Unit 3 Outcome 2b

Question 0

What are the key management roles?

Answer 0

These are the things managers do to achieve the objectives of the organisation.
POLC
. planning
. organising 
. leading 
. controlling

Question 1

What do you have to make sure you don’t get mixed up?

Answer 1

. management roles
. management styles
. management skills
. management structures

Question 2

Define the key management role of planning.

Answer 2

. Planning is the process of setting objectives and deciding how to achieve them
. it is the key to both short-term and long-term success and is therefore often referred to as the primary management role “failing to plan is (seen as) planning to fail”
. The management role of planning has a planning process and also includes 3 levels of planning, being strategic, tactical and operational.

Question 3

What are the levels of planning?

Answer 3

. strategic
. tactical
. operational

Question 4

Describe the strategic level of planning.

Answer 4

. Strategic planning is long term planning
. and usually spans over 2 to 5 years but can be more that that.
. It is quite important as it involves determining where the organisation wants to be in the market and what it wants to achieve in relation to its competition,
. therefore its authority belongs to senior management such as the board of the directors and the CEO

Question 5

Describe the tactical level of planning.

Answer 5

. Tactical planning is medium term planning and spans over 1 to 2 years,
. it is much more flexible and adaptable and assists in implementing the strategic plan with an emphasis on the allocation of resources,
. therefore its authority belongs to middle management such as a department head of a store manager.

Question 6

Describe the operational level of planning.

Answer 6

. Operational planning is short term and spans up to 6 months in advance but is usually day-to-day, weekly or monthly planning.
. It provides specific details about the way in which the organisation will operate in the short term,
. examples include daily and weekly production schedules
. and authority belongs to frontline management such as a supervisor or team manager

Question 7

What are the steps in the planning process?

Answer 7

DADIM

1. define
2. analyse
3. develop
4. implement
5. monitor

Question 8

Outline the steps in the planning process?

Answer 8

1. Defining the objective is where management begins the planning process by looking at where they believe the organisation is headed.
2. Then there has to be an analysis of the environment, this is where managers attempt to work out exactly where the organisation stands and this is where a SWOT Analysis comes to play.
3. Next is thedevelopment of alternate strategies, this is where managers come up with ideas to achieve objectives and decide to put one into action.
4. The fourth step is implementing an alternative, this is where the agreed upon alternative is put into place.
5. The final step is monitoring and seeking feedback on the implemented strategy, this is when management evaluate the strategy’s performance by setting targets and checking whether they are being met.
   . If objectives are not being met the planning process would have to be repeated

Question 9

What is a SWOT Analysis?

Answer 9

The SWOT Analysis helps to identify the organisations internal strengths and weaknesses and also the organisations external opportunities and threats.

Question 10

What are some questions considered in the strengths section of the SWOT Analysis?

Answer 10

WHAT ARE OUR STRENGTHS?
. what is the organisation good at?
. is our product popular?
. are our customers loyal?
. do we have a skilled and motivated workforce?
. do we function efficiently?
. are we in a solid financial position

Question 11

What are some questions considered in the weakneses section of the SWOT Analysis?

Answer 11

WHAT ARE OUR WEAKNESSES?
. do we have competent managers and staff?
. is our computer system obsolete?
. have we experienced past failures?
. have we been upgrading our facilities to keep
pace with others?

Question 12

What are some questions considered in the oppurtunities section of the SWOT Analysis?

Answer 12

WHAT ARE OUR OPPORTUNITIES?
. what will new technology bring for us?
. is the national economy strong?
. are interest rates low?
. what are our possible new markets?
. what other businesses can we acquire to expand the organisation?

Question 13

What are some questions considered in the threats section of the SWOT Analysis?

Answer 13

WHAT ARE OUR THREATS?
. what trends have been evident in our markets?
. are there new laws regulating what we do?
. are there new competitors?
. are current competitors taking over our market share?

Question 14

Describe the key management role of organising.

Answer 14

. Organising is the process of arranging resources and tasks to achieve objectives, these resources include staff, assets and finances.
. Organising also has a organising process in order to achieve this.

Question 15

What are the steps in the organising process?

Answer 15

1. determining the task
2. classifying and grouping
3. assigning work and delegating authority

Question 16

Outline the steps of the organising process.

Answer 16

1. firstly the tasks are determined, meaning the duties required to achieve objectives must be definite and then broken down.
2. then classifying and grouping occurs where similar broken down steps are grouped together to improve efficiency because it enables appropriate allocation of resources.
3. finally theres the assigning of work and delegating of authority where it is determined who will carry out the work and who has the responsibility to ensure the work is done

Question 17

Describe the key management role of leading.

Answer 17

. Leading is the process of influencing or motivating people to work towards the achievement of the organisations objectives.
. In order to be an effective leader they need to display characteristics of being interpersonal, informational and able to make decisions.

Question 18

Explain the following characteristic of an effective leader: Interpersonal.

Answer 18

Being interpersonal refers to having people and social skills such as communication and emotional intelligence as well as active listening in order to operate effectively in a social setting.

Question 19

Explain the following characteristic of an effective leader: Informational.

Answer 19

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

Question 20

Explain the following characteristic of an effective leader: Decision making

Answer 20

. is the ability to identify a situation which requires a resolution and evaluate possible available options in response to it
. and choose the course of action that is most appropriate and effective.

Question 21

Describe the key management role of controlling.

Answer 21

. Controlling is the process of evaluating performance by comparing what was intended to happen with what has actually occurred
. and then taking corrective action to ensure that the set objectives are being achieved.
. Therefore performance must be measured (Eg. PI) and compared to a benchmark

. A control process is used to see if there is any discrepancy between performance and objectives and if this happens to be the case then changes and improvements must be made.

Question 22

What are the steps in the control process?

Answer 22

1. setting financial and non-financial standards in line with the objectives of the organisation.
2. measuring performance - done through observation, against those standards or benchmarks.
3. identifying and investigating any deviations (may be + (increase in sales) or - (decrease in sales)
4. make changes where necessary - to ensure the objectives established in step 1. have been met.

Question 23

What are control systems?

Answer 23

Control systems include any practices evaluating performance. Traditional management control involved checking procedures and products at the end of the production process. The concept of control throughout the whole process is quite new but it growing on organisations.
Examples: TQM, quality control, financial control (budgets), cost control and a balanced scorecard.

Question 24

Explain the following control system: Financial controls

Answer 24

Financial such as budgets are important because they provide a benchmark for management to evaluate the financial performance of those responsible for carrying out set plans, and, in turn, control their actions.

Question 25

Explain the following control system: Establishing performance standards

Answer 25

These are created when objectives are set during the planning process. A standard is any guideline established as the basis for measurement.

Question 25

Explain the following control system: Time controls

Answer 25

These controls relate to deadlines and time constraints.

Question 26

What are management styles?

Answer 26

Management styles refers to the behaviour and attitude of the manager. The style of management used be a manager can and should change depending on the situation.

Question 26

Explain the following control system: Cost controls

Answer 26

These controls help ensure standards are met. Employee performance controls focus on behaviour of individuals and groups of employees. These may include staff and workplace accidents.

Question 27

List all the management styles.

Answer 27

. autocratic
. persuasive
. consultative
. participative 
. laissez-faire

Question 28

Explain the autocratic management style. (features)

TELL

Answer 28

. The autocratic management style is where centralised control is in place as top management make decisions with no employee input.
. When decisions are made it is communicated from managers to employees so its top-to-bottom or one-way communication.
. This style is great in times of crisis when immediate compliance with rules or procedures is needed or when an unexpected deadline arises which requires speed.

Question 30

What are the advantages and disadvantages of the autocratic management style?

Answer 30

ADV
. time efficient
. directions and procedures are clearly defined
. employees roles and expectations are set out plainly
DIS
. no employee input is allowed
. decrease in job satisfaction
. poor communication
. conflict due to workers competing for the approval of managers
. ‘us and them’ mentality

Question 32

Explain the persuasive management style. (features) SELL

Answer 32

. The Persuasive management style is centralised with top management making decisions with no employee input and top-to-bottom, one-way communication like the autocratic style.
. However, in this style the manager attempts to sell the decisions to employees
. This style is great in situations where employees are being sacked, as the manager is able to explain the reasons for dismissal.

Question 33

What features do you need to include when explaining management styles?

Answer 33

. Decision making
. Control
. Staff participation
. Communication  
. Good to use when.... (Not necessarily needed)

Question 34

What are the advantages and disadvantages of the persuasive style?

Answer 34

ADV
. more trust in managers
. employees feel like their feelings are being considered
. instructions and explanations remain clear
. some acceptance of negative situations due to them being explained
DIS
. poor communication (top-to-bottom, one-way)
. employees remain frustrated because they are still denied full participation in the decision making process
. attitudes and trust can still remain negative

Question 35

Explain the consultative management style. (features) DISCUSS

Answer 35

. The Consultative management style is where employees are consulted before decisions are made and is therefore less centralised, however the manager still makes the final decision.
. This style has two-way communication in place as it gives employees the opportunity to have some input in the decision making process and voice their ideas.
. This style is effective when a new operating procedure is to be introduced or some organisational change implemented.

Question 36

What are the advantages and disadvantages of the consultative management style?

Answer 36

ADV
. employees have more interest in the running of the organisation (feel ownership)
. opportunity for employees to voice ideas
. asking for suggestions from employees allows for a greater variety of ideas
. it allows for decisions to be fine-tuned, which improves efficiency
DIS
. time consuming
. some issues are simply not suitable for widespread consultation
. when a number of ideas are shared some are bound to be ignored or overlooked (this can cause conflict)

Question 37

Explain the participative management style. (features) JOIN

Answer 37

. The Participative style is where the manager not only consults with employees, but also gives them some responsibility in the decision making process, meaning two-way communication is present.
. Control is shared by the managers and employees and means the importance of organisational structure may be minimised.
. This style is great in times when the organisation is operating in an environment undergoing rapid change

Question 38

What are the advantages and disadvantages of the participative management style?

Answer 38

ADV
. high level of trust, positivity, motivation and job satisfaction
. employees have a great opportunity to acquire more skill
. employees can voice ideas
DIS
. role/control of management may be weakened and undermined
. time consuming
. internal conflict can also arise (due to many views and opinions being shared)
. not all employees will want to contribute

Question 39

Explain the laissez-faire management style. (features) OPEN

Answer 39

. The Laissez-faire style is where employees are responsible for work-place operations and management no longer has a central role or power.
. The control is completely decentralised as employees are responsible for decisions and have full participation, therefore communication is completely open.
. This style is most effective where minimal supervision and direction is required as it is for creative work or research with employees who are highly talented or qualified.

Question 40

What are the advantages and disadvantages of the Laissez-faire management style?

Answer 40

ADV
. employees feel a strong sense of ownership
. creativity is encouraged
. in flat structures, communication is open and ideas are discussed and shared
DIS
. complete loss of control by management
. (which can lead to) potential misuse of resources
. focus on meeting objectives can be easily eroded
. style can breed potential conflict

Question 41

Explain situational management.

Answer 41

This is the management style chosen by a manager which can be influenced by:
. the manager - their personalities, background, values, beliefs and skills
. the staff - their personalities, backgrounds, values, beliefs and skills
. the situation itself
. internal and external constraints - time and resources

Question 42

What is the contingency management theory?

Answer 42

This stresses the need for flexibility and the adaption of management styles to suit the situation.

Question 43

What are management skills?

Answer 43

. Management skills are the proficiencies used by managers to achieve the objectives of the organisation effectively.
. These skills vary from communication and delegation to time management and team building and in order for managers to fulfil these objectives effectively they have to possess a large range of range of these skills.

Question 44

What are some of the management skills?

Answer 44

. communication . technical skills
. delegation . time management
. negotiation . stress management
. team building . emotional intelligence
. problem solving . decision making

Question 45

Explain the following management skill: communication

Answer 45

. Communication is the ability to transfer information from a sender to a receiver.
. It also involves listening to feedback and can occur both inside and outside the organisation.
. This skill lets staff know what is expected of them, maintains good relationships and has different methods of communication such as body language, oral, visual and written form such as letters, emails and reports.

Question 46

Explain the following management skill: Delegation

Answer 46

. Delegation is the ability to transfer responsibility and authority to an employee to carry out specific activities.
. Even though the employee or employees are able to make their own decisions, the manager delegating the task is still held accountable.
. This skill needs clear communication so instructions are passed on and is a great way to manage time effectively.

Question 47

Explain the following management skill: Negotiation

Answer 47

. Negotiation is the ability to resolve a dispute or to produce an agreement on a course of action.
. The outcome should be satisfactory to both sides.
. This skill involves managers putting themselves in the shoes of the other party.

Question 48

Explain the following management skill: Team building

Answer 48

. Team Building is the process of managers and employees collaborating in order to achieve objectives.
. This skill requires managers to have a good understanding of team/group dynamics which is the interaction of individuals within teams and groups.
. It also has the potential to empower employees and transform managers.

Question 49

Explain the following management skill: Problem solving

Answer 49

. Problem solving is the broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation.
. There is a problem solving process to help with this, however this systematic, formal approach doesn’t need to be used in every situation.

Question 50

Explain the following management skill: Decision making

Answer 50

. Decision Making is the process of identifying the options available and then choosing a specific course of action.
. Sometimes decisions need to be made fast, therefore there needs to be managers who are able to deal with this pressure.

Question 51

Explain the following management skill: technical skills

Answer 51

. Technical Skills involves the ability to perform tasks in specialised fields such as finance, information technology, marketing or research and development.
. This skill requires managers to have a sufficient technical understanding of the area they work in order to coordinate the efforts of staff in the department.

Question 52

Explain the following management skill: time management

Answer 52

. Time Management is the ability to prioritise tasks, set deadlines, review progress and delegate.
. This allows managers to deal with urgent matters first and leaving other tasks for later.

Question 53

Explain the following management skill: stress management

Answer 53

. Stress Management is the ability to manage the levels of stress that develop in employees.
. Stress is normal in our everyday lives and can in fact be quite a good motivator, however too much stress is unhealthy and can prevent employees from performing at their best.
. This skill requires managers to find the sources of stress which are also known as ‘stressors’.
. Managers have to be able to introduce strategies to help staff cope and reduce stress.

Question 54

Explain the following management skill: emotional intelligence

Answer 54

. Emotional Intelligence refers to the skill of identifying, assessing and managing the emotions of yourself and others and groups of people.
. It is used to inspire and influence staff while overcoming conflict and creating a a workplace filled with respect and working together.
. This skill requires managers to use clear communication, be sensitive and not threatening.

Question 55

The relationship between management styles and skills.

Answer 55

Management styles and skills are closely related. The type of management style that a manager selects will determine the range and degree of skills they use.

Question 56

Link the following management style to management skills: Autocratic

Answer 56

Problem solving skills - Management identifies the problems and delegate responsibility to lower levels.

Decision making skills - Management make all the decisions and therefore have accountability.

Communication skills - Management tell the employees about any decisions made (very one-way).

Other relevant skills - No negotiation occurs, good time management exists and delegation can occur.

Question 57

Link the following management style to management skills: Persuasive

Answer 57

Problem solving skills - Management identify problems and may discuss them with employees, but management still make the decisions.

Decision making skills - Management make all the decisions and therefore have accountability.

Communication skills: Management tell the employees about any decisions made, but try to sell it (communication still one-way)

Other relevant skills: No negotiation occurs, good time management exists and delegation can occur.

Question 58

Link the following management style to management skills: Consultative

Answer 58

Problem solving skills - Management give full consideration to input and ideas from employees.

Decision making skills - Management take employees’ ideas into consideration but still make the final decision.

Communication skills - Management consult employees about decisions, therefore communication is two-way.

Other relevant skills - Good team building, negotiation can take place and delegation can occur.

Question 59

Link the following management style to management skills: Participative

Answer 59

Problem solving skills - Subordinates are consulted when there is a problem.

Decision making skills - Management and employees make decisions together.

Communication skills - Open/two-way communication because management and employees make decisions together.

Other relevant skills - Good team building and negotiation can take place.

Question 60

Link the following management style to management skills: Laissez-faire

Answer 60

Problem solving - Staff work independently, solving their own problems.

Decision making skills - Employees are responsible for workplace operations and are therefore able to make and be accountable for their own decisions.

Communication skills: Communication is completely open.

Other relevant skills - Negotiation and team building can occur freely.