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BTEC Diploma L3 > Unit 6 Principles of Management > Flashcards

Unit 6 Principles of Management Flashcards

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1
Q

Name 2 organisations that award quality standards?

A

BSI (British Standards Institution) and the ISO (International Standards Institution)

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2
Q

What is the Kitemark?

A

A logo on products which means the BSI has approved the product for reliability and quality

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3
Q

What is British Standards Institution standard BS 7850-1:1992?

A

The award for a company that uses Total Quality Management

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4
Q

What is TQM?

A

Guidance given to management by the BSI on ways to make the organisation structure, management and quality system more effective in meeting organisational objectives by maximising its human and material resources.

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5
Q

What is ISO 8402:1994

A

It was the ISO standard for Quality Management which was replaced by ISO 9000.

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6
Q

What is IIP?

A

It is an award given to companies who have good people management and invest in the development of their employees

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7
Q

What are 3 advantages of aiming for the IIP award?

A
  1. If you invest in your staff, productivity will increase
  2. Staff retention should increase
  3. Recruitment should be easier
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8
Q

What are 2 disadvantages of IIP?

A
  1. It is just a piece of paper so companies might cynically just get the boxes ticked without truly taking an employee-centred approach
  2. It can be time consuming and distracting focusing on the award not the employees
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9
Q

Define culture?

A

The way we do things around here. The norms that employees follow in the company.

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10
Q

Define a quality culture

A

The norms and processes in the company are focussed on excellence rather than ‘good enough’

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11
Q

Give 5 ways to achieving a quality culture

A
  1. Set standards for excellence
  2. Get management and employee buy-in to aspire to the standards
  3. Set up Quality Circles to have regular whole discussions
  4. Partner with your suppliers and customers around excellence
  5. Be transparent in your communication
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12
Q

What is a quality circle?

A

It is just a group of employees who meet regularly to consider ways of resolving quality problems and improving production in their organisation.

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13
Q

Explain Quality Control

A

Inspection is a large part of Quality Control.
Also skilling employees and open staff relationships to achieve quality standards.

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14
Q

Explain Six Sigma

A

It is a data driven quality approach: Define, Measure, Analyse, Improve and Control (DMAIC).

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15
Q

Explain Lean Manufacturing

A

Lean manufacturing is a production system that focuses on reducing waste, creating customer value and seeking continuous process improvement

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16
Q

If a business uses one of the 3 quality management approaches, the benefits are…

A

1.ZD
2.CI
3.BOQ
4.RI
5.SES
6.CES

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17
Q

If a business uses one of the 3 quality management approaches, the benefits are…

A

1.Zero defect production and output so…
2.Continuous improvement so…
3.Better output quality so…
4.Reduced inspection requirements so…
5.Supplier engagement and satisfaction so…
6.Customer involvement and satisfaction so…
7.Improved efficiency and profitability so…

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18
Q

Give 3 recognised techniques for achieving Quality Management

A

Lean Manufacturing, Six Sigma, Quality Control

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19
Q

Fill the gaps: Leadership is the ability to ? and ? people in order to meet the ? of a ?

A

Leadership is the ability to influence and direct people in order to meet the goals of a group/organisation

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20
Q

Fill the gaps: Management is the ? through which company ? are used and ? ? in order to …

A

Management is the process through which company resources are used and decisions made in order to meet the objectives of the firm

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21
Q

Name 2 things a leader does.

A

inspire and motivate

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22
Q

Name 2 things a manager does.

A

Set objectives and plan how to achieve them

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23
Q

What does MBO stand for?

A

Management by Objectives

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24
Q

In MBO, how should objectives be drawn up?

A

Jointly, with the manager and the subordinate. This is the whole point of MBO, discussion and inclusion gets results.

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25
Q

Name 3 advantages of using MBO?

A

Sense of shared responsibility for the employee’s goals.
Motivates the employee to greater productivity.
Get greater buy-in from the employee if they are involved.

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26
Q

Name 2 disadvantages of MBO

A

It can create a tug of war between the manager and the employee if this is disagreement over what is a reasonable objective.
One-to-one meetings are always time consuming and therefore cost effectiveness must be considered.

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27
Q

What is the assumption (premise) of Situational Leadership?

A

Leaders can adapt their leadership approach to different contexts

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28
Q

According to Hershey Blanchard, what are the 4 leadership approaches?

A

dicosude:
Directing
Coaching
Supporting
Delegating

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29
Q

Describe the drawing you can draw in the exam to illustrate how the 4 approaches suit different employees

A
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30
Q

Who says a leader’s style is fixed and so would question Hershey’s approach?

A

Fiedler

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31
Q

What is Fiedler’s model called?

A

Fielder’s Contingency model

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32
Q

What does Fiedler’s model say?

A
  1. Identify the leader’s style: relational or task (least preferred co-worker scale)
  2. Identify the situation need
  3. Match the leader to the situation
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33
Q

Adair says leaders should balance 3 elements, what are these elements?

A

Task, person, team

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34
Q

How many tasks does Adair say a leader does?

A

8

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35
Q

Name Adair’s 8 tasks.

A

Define the task, plan the task, brief the team, control, evaluate, motivate, organise and set an example

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36
Q

Explain transactional leadership

A

focuses on day-to-day, reactive, uses rewards and punishments for employees, short-term approach

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37
Q

Explain transformational leadership

A

Proactive, sets goals and incentives for employees, longer term

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38
Q

Who proposes a leadership continuum model?

A

Tannenbaum and Schmidt

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39
Q

Name the 4 categories on the leadership continuum

A

Tells, Sells, Consults and joins

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40
Q

Describe what the model would look like if you drew it in the exam.

A
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41
Q

What 3 factors determine the style a leader chooses for T&S?

A

Leader’s experience and personality
Subordinates experience and attitude
Situation and resources

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42
Q

Give 6 roles of a manager

A

Planning
Organising
Coordinating
Controlling
Monitoring
Delegating

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43
Q

Describe the 3 parts of the planning process

A

Audit (where we are now)
Objectives (where we want to get to)
Plan (how to get there)

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44
Q

How can a leader inspire?

A

Create a great vision by seeing the future
Summarise this in the mission statement
Live the vision

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45
Q

Why is WHY important?

A

Simon Sinek’s TED talk on WHY
The best businesses get customers to believe in the company’s story
Customers stay loyal if they buy your WHY not your WHAT

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46
Q

Define business culture

A

The way we do things around here or the values and standards shared by people and groups within an organisation

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47
Q

Where in an organisation might you see bad culture symptoms?

A

LAWDOC
Leaders’ styles don’t work
Attitude towards work is slack/lazy
Workforce bad performance measures
Decision making is ineffective
Organisational structure is inefficient Communication is poor

48
Q

What are Handy’s 4 cultures?

A

Power, Role, Person, Task

49
Q

What does a role culture look like?

A

Things get done through clear rules and procedures through a clear hierarchy where the organisation functions based on each individual’s role within a clearly defined structure.

50
Q

What does a power culture look like?

A

A few people central to the organisation have control and determine how things get done.

51
Q

What does a person culture look like?

A

There is a high degree of autonomy in how things get done for individuals who are often highly skilled.
Risk taking and innovation are actively encouraged and rewarded, whilst failure is not criticised.

52
Q

What does a task culture look like?

A

Things get done through an emphasis on problem solving working in cooperation and team work.

53
Q

What might culture influence in an organisation?

A

LAWDOC…

54
Q

Can you name all 7 leadership descriptors (styles)?

A

Autocratic
Democratic/participative
Paternalistic
Laissez-faire
Transactional
Transformational
Charismatic

55
Q

Describe an autocratic leader

A

the leader makes a decision without consultation e.g. in the army when quick decisions are required in battle

56
Q

Describe a Democratic/participative leader

A

the leader consults the team but makes the final decision e.g. a skilled workforce where each team member can make strong contributions

57
Q

Describe a paternalistic leader

A

the leader acts in a parenting way towards the workforce – making decisions based on the needs of the workforce as well as the business e.g. often family or smaller organisations with a more caring style of leadership

58
Q

Describe a laissez faire leader

A

the leader allows the team to make decisions e.g. experienced and competent staff given freedom to make decisions themselves

59
Q

Describe a transactional leader

A

Responds to change rather than being proactive
Uses a system of rewards and punishments
Role of the subordinate is to obey
Associated with a tells style

60
Q

Describe a transformational leader

A

Thinks about the long term.
Proactive and challenges the status quo whilst encouraging creativity
Supportive of and encouraging to suit the individual

61
Q

Describe a charismatic leader

A

Have a natural ability and attractive personality
The ability to rally people around to achieve a common goal, even in the face of diversity, sometimes referred to as “casting a spell”
Inspire others by words

62
Q

How does a manager give good feedback?

A

Be specific, based on fact and objective
Give promptly so it is still relevant
Identify areas of improvement
Understandable and useable
The recipient should see the value in the feedback

63
Q

A manager should have emotional intelligence. What is meant by emotional intelligence?

A

The ability to manage your own emotions and those of others

64
Q

Give 3 situations a might a manager need to manage conflict.

A

Between two of their subordinates
Between the manager themself and a subordinate e.g. quality of a desired outcome or decision made
Between themself and another manager e.g. effective use or allocation of budgets

65
Q

How does emotional intelligence help to manage conflict?

A

Able to manage your own emotions and be able to understand the emotions of others

66
Q

What is labour market analysis?

A

The process of identifying the state of the market for employees

67
Q

How does a business carry out labour market analysis (3 steps)?

A
  1. Analyse the Current situation using an internal staff audit and labour market analysis
  2. Predict likely future needs
  3. Plan the strategies (eg salaries, working conditions) for the future
68
Q

In labour market analysis, what is included in the Internal Staff audit of the current situation?

A

1.A Skills audit (Existing skills and under utilised skills).
2.Use of Personnel performance indicators
3.Nature of workforce: Age, Ambitions, Life stage

69
Q

In labour market analysis, what is included in the labour market trends?

A

Number and skills of entrant (e.g. their Qualifications and Skills shortages)
Changing demographics (e.g.Net migration and Ageing population)
EU directives and UK legislation (e.g.Working time directive and Age discrimination)

70
Q

Give 4 sources of information for Labour Market statistics and trends

A
  1. ONS - Office for National Statistics UK gov
  2. Eurostat - EU statistics
  3. CBI - Confederation of British Industry
  4. Higher Education Careers Service statistics
71
Q

What is globalisation?

A

Movement of goods and people between countries

72
Q

What impact has globalisation had for HR?

A

This is very dependent on the industry:
Increase access to new workers eg migration
Changing skills of employees (up or down)
Wage rates can change (up or down depends on context)

73
Q

What is Human Resource planning?

A

The process of understanding the current labour market, identifying future workforce needs and drawing up a plan to achieve your HR objectives.

74
Q

What might a business consider in its future workforce needs?

A

1.The nature of the work and the characteristics required to perform the 2.work roles needed
3. Skill level needed
4. Experience
5. Educational level
6. Aptitude (natural abilities eg IT literacy, problem solving, initiative)

75
Q

When might workforce flexibility be useful to a business?

A

Meet new challenges to the business eg from competition or technology
Meet seasonal fluctuations
Respond to changes in the workforce e.g. people leaving, changing jobs internally, taking maternity or paternity leave

76
Q

What is the difference between a core and a peripheral worker?

A

Core workers are those whose job roles are crucial to the smooth operations of a business while peripheral workers offer support roles to the core workers e.g. cleaning services or technical support

77
Q

Give 2 advantages of employing part time workers

A

May be a more affordable option for the employer
May increase the labour pool because parents and retired workers might also be interested

78
Q

Give 2 disadvantages of employing part time workers

A

Employees might miss communication or training when they are not in
Employees might be less committed to the business as they have interests elsewhere

79
Q

What is subcontracting?

A

The practise of using the services of other organisations to complete all or parts of the operation process

80
Q

What are the advantages of subcontracting?

A

Provides flexibility in supply
Can increase capacity without high capital expenditure
Can buy in expertise

81
Q

What are the disadvantages of subcontracting?

A

Quality must be maintained
Sub-contractor will also want to be making a profit pushing potential costs up

82
Q

What are zero hour contracts?

A

Employees are not given any fixed or guaranteed hours, they are called in, and paid, only as and when needed

83
Q

What are the advantages of zero hour contracts?

A

Provides flexibility to get staff in only when needed making it an affordable option

84
Q

What are the disadvantages of zero hour contracts?

A

Employees will feel less loyal to the company
Employees might not be available when called upon
Employees might miss training and communication

85
Q

What is a temporary worker?

A

A person who is contracted to work for a business for a specified period of time e.g. 6 months to cover maternity leave

86
Q

What are agency staff?

A

Workers are supplied to a business through a third party, the agency. It is different to sub-contracting as the employee is paid for their labour not for the whole service offered

87
Q

What are the advantages of using agency?

A

Often used to fill low skilled jobs where demand fluctuates e.g. production operatives in the run up to Christmas
The agency is responsible for paying the worker and bills the business

88
Q

What are the disadvantages of using agency?

A

Quality and cost

89
Q

Give 4 tasks an HR manager performs

A

Recruitment and selection
Training
Organisational structure to ensure the correct levels of supervision
Disciplinary action

90
Q

What is labour turnover and how is it calculated?

A

Labour turnover is the rate of change in a firm’s labour force:
Number of staff leaving x 100
Average number of staff

91
Q

What is labour productivity and how is it calculated?

A

Labour productivity is a measure of workforce performance that looks at output per worker:
Total output
Number of workers

92
Q

What is absenteeism and how is it calculated?

A

Absenteeism can be defined as the number of staff who miss work as a proportion of the total number of staff:

Number of staff absent                  x 100 
Total number of staff days worked
93
Q

What are 3 ambitions for HR planning:

A

Employee satisfaction
High motivation
Good engagement with the culture

94
Q

Working from the bottom to the top of Maslow’s hierarchy of needs, what are the needs?

A

Physiological, safety, love and belonging, self esteem and self actualisation

95
Q

What are the 2 factors in Herzberg’s dual factor theory?

A

Hygiene and motivating factors

96
Q

What are hygiene factors and give examples?

A

If present do not lead to motivation but if absent lead to dissatisfaction eg pay and benefits, company policy, workplace relationships, work conditions, status and job security

97
Q

What are motivating factors and give examples?

A

If present, lead to job satisfaction and hence motivation eg achievement, recognition, work, responsibility, promotion and growth

98
Q

What does Taylor’s theory say?

A

Workers were not capable of understanding their tasks and should follow strict rules on how to produce products. They should be trained, supervised and financially rewarded eg piece rate.

99
Q

What did Mayo advise to motivate workers?

A

Workers should be seen as a group:
Consultation
Paying an interest in workers
Team work
Some degree of autonomy in one’s working day e.g. break times

100
Q

What do we call the process of improving the skills of the existing workforce?

A

Upskilling

101
Q

What do we call the process of teaching new skills to the existing workforce to allow them to take on a new role?

A

Reskilling

102
Q

Name 5 options for filling skills gaps.

A

Recruitment
Upskilling/reskilling/training
Outsourcing
Changing job roles
Restructuring

103
Q

Name the 6 types of training:

A

internal, external, on-the-job, off-the-job, mentoring, coaching

104
Q

What are the steps in carrying out training needs analysis?

A

Current skills of the workforce
Future skills required to improve performance
Gaps between the current provision and future needs

105
Q

What is the difference between coaching and mentoring?

A

Mentoring is when a more experienced colleague provides advice and support to someone newer in the same or a similar position, coaching uses a coach to ask questions that helps individuals or teams to enable them to improve their own skills and meet personal goals

106
Q

What process should follow all training?

A

An assessment of the effectiveness/impact of the training

107
Q

What is the advantage of coaching?

A

personalised to the needs of the employee and empowers the individual

108
Q

What is the disadvantage of coaching?

A

time consuming and expensive. Employee might need expert input to resolve the training need

109
Q

What is the disadvantage of mentoring?

A

One to one is expensive and time consuming. External mentors might need to being in expertise.

110
Q

What is the disadvantage of on-the-job training?

A

Poor practice might be passed on in the training by the in-house trainers, distractions of training in an active workplace.

111
Q

What are the disadvantages of off-the-job training?

A

More expensive to travel and hire venue and trainers and might be less specific to the contextual needs of the organisation.

112
Q

Give 4 reasons for doing Performance appraisal

A

1.to set individual and group targets
2.to assess individual and group performance
3.to provide employee feedback
4.to identify training needs

113
Q

Give 4 types of appraisal

A

self-assessment
management by objectives
ratings scales
360 appraisal

114
Q

What process is needed to implement successful change management?

A

planning , implementing, coordinating and monitoring throughout the process of change

115
Q

What internal factors bring change in an organisation?

A

New leadership or strategy or realignment of values as a result of poor financial performance, organic growth or a change of ownership

116
Q

What external factors bring change in an organisation?

A

PESTEL leading to new leadership, strategy or realignment of values

117
Q

Can you name 7 stakeholders who might prompt the change?

A

Owners
Managers
Customers
Regulators
Financial institutions eg lenders or BoE
Government
Employees

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