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business environment > weeks 1 and 2 > Flashcards

weeks 1 and 2 Flashcards

1
Q

what influences a management role

A

social, economic and political situations
size of organisation
ownership

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2
Q

what is management

A

an economic resource that directs work of an organisation
set of activities to achieve a function
system of authority in an organisation

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3
Q

what gives managers the right to manage

A

ownership of the business
legal duties and obligations
position, reward, charisma, political and expertise power

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4
Q

what are managers supposed to do

A

forecasting
planning
commanding
organising
coordinating
communicating
motivating
controlling

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5
Q

what are models of management

A

rational goal
internal process
human relations
motivation
open systems
responsive management
fashions, fads and gurus

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6
Q

what are rational goal models

A

use of scientific methods to find the best way to do the job and best equipment to do it with
ensure the best person is selected
training those selected to follow procedure scientifically
provision of financial incentives to follow procedures and achieve targets
separate doers and planners

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7
Q

what are internal process models

A

bureaucracy - application of strict rules for workers, division of labour allowing individuals to specialise, hierarchy of jobs and authority, strategy in selection and promotion of staff
administrative management - core tasks are: planning, organising, commanding, coordinating, controlling

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8
Q

what is the human relations model

A

importance of teams to get the job done
critical of division of labour as it breaks up teams
importance of group work, leadership and communication

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9
Q

what is the motivation model

A

good group relations and good relations with supervisors allows people to be goal seeking and motivated for personal achievement

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10
Q

what is the open system model

A

management is formed from external and internal environment
management is part analysis, part negotiation and part adjustment

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11
Q

what are responsive management models

A

effective management works in all situations and is an iterative process
flexible and adaptable and have skills in communication

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12
Q

what are fashion, fads and gurus

A

idea that books present ideas that are fashionable at the time, the effectiveness of ideas is impossible to prove

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13
Q

what is the criticism for management models

A

many of the models are american, so reflect US culture which is individualistic, risk taking and assertive so is more likely to accept authority
managers pursue their own interests and what is good for them not their employees/organisations
little evidence to suggest managers perform their role as depicted by these models

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14
Q

what do managers actually do

A

display a variety of behaviours and roles
engage in many activities
work is highly fragmented and interrupted frequently
rely on habit and intuition
perform a great quantity of work at speed

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15
Q

what are mintzbergs three manager roles

A

informational roles
interpersonal roles
decisional roles

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16
Q

what is an informational role

A

analyse info to understand company and environment
shares info with others
represents company to world

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17
Q

what is an interpersonal role

A

representative of company
focus on communicating with collegues
make contacts outside organisation

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18
Q

what is an interpersonal role

A

representative of company
focus on communicating with colleagues
make contacts outside organisation

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19
Q

what is a decisional role

A

intiates change
deal with unexpected change
choose between competing demands for resources
reaches agreement over allocation of resources

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20
Q

what is a decisional role

A

initiates change
deal with unexpected change
choose between competing demands for resources
reaches agreement over allocation of resources

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21
Q

what did luthans find as the four types of activity

A

communicating
traditional management
networking
human resource management
successful managers spent most time networking
effective managers spent most time communicating

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22
Q

what is leadership

A

influencing the performance of individuals and groups and inspiring them to higher levels of performance

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23
Q

what are the differences between management and leadership

A

management:
concerned with formal authority
balances external and internal environment
solving organisational problems
operation of current procedures
set tasks and achieve goals
control
focus on here and now

leadership:
influence performance of a group
focus on change
vision and innovation
inspire a higher level of performance
motivation
focus on future

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24
Q

what is leadership based on traits and skills

A

traits that are common in leaders: ambition, energy, desire to lead, honesty, integrity, self-confidence, intelligence and job relevant knowledge
also an emphasise on emotional intelligence
skills: technical, conceptual (analysis) and people skills
skills can be taught, traits cannot
some evidence to link traits to leadership effectiveness

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25
what is leadership based on behaviour and style
grouped into authoritarian, democratic and laissez-faire
26
what is considerate style
concern for wellbeing and building up respect
27
what is initiating structure style
getting job done and emphasised goal attainment by setting standards and allocating resources
28
what is employee/relationship oriented
concern for people, detailed approach to supervision
29
what is task oriented
concern for task completion, involved planning not controlling
30
what are the four systems of leadership
exploitative autocratic benevolent autocratic participative democratic
31
what is exploitative autocratic
leader has no confidence or trust in subordinates
32
what is benevolent autocratic
leader has some confidence and trust in subordinates ocasionally seeks their opinions
33
what is participative
leader has confidence in subordinates, seeks their opinions before making decisions
34
what is democratic
leader has complete trust in subordinates and seeks their views before making decisions
35
what are situational or contingency approaches
leadership styles depend on situation they are practised in influenced by background and confidence of manager, characteristics of employees and nature of task
36
what were the four factors of Feidlers contingency theory
leaders preferred style - function of personality and could not be changed leader-member relations - if relations are poor, leader relies on authority to complete tasks task structure - structured (routine and simple) or unstructured (complex and democratic) leader position power - strong or weak, stronger then leader can be more autocratic
37
what is the path-goal model
attempt to add to the work of the style approaches belief that effective leaders assist their subordinates to learn appropriate behaviours
38
what are the four types of leadership in the path-goal model
directive - offer specific guidance and targets supportive - show concern and friendliness achievement oriented - accept challenging goals participative - consult with group about what to do and how to do it
39
what is transactional and transformational leadership
focuses on the need for leadership in complex, competitive and changing environments standard management approach, told what to do and rewarded for doing it accept vision of the leader as the meaning and purpose of the organisation
40
what is charismatic and ethical leadership
inspiring others to follow and focuses on characteristics of and behaviour of leader
41
what is shared or distributed leadership
idea that in constantly evolving workplaces, takes a team of leaders to be more effective
42
what are the different types of teams
top management task forces professional support groups performing groups human service customer selling production
43
what are the risks and opportunities of top management teams
set organisational directions risk - unbounded, absence of organisational context opportunities - self-designing, influence over key organisational conditions
44
what are the risks and opportunities of task forces
for a signle unique project risk - team and work are new opportunities - clear purpose and deadline
45
what are the risks and opportunities of professional support groups
provide expert assistance risk - dependant on others for work opportunities - using honing and professional expertise
46
what are the risks and opportunities of performing groups
playing to audiences risk - skimpy organisational supports opportunities - play that is fuelled by competition and/or audiences
47
what are the risks and opportunities of human service teams
take care of people risk - emotional drain, struggle for control opportunities - inherent significance in helping people
48
what are the risks and opportunities of customer service teams
sell products/services risk - loss of involvement with parent organisation opportunities - bridging between parent organisation and customers
49
what are the risks and opportunities of production teams
turning out the product risk - retreat into technology opportunities - continuity to work, able to hone team design and product
50
what is a formal team
one management has deliberately created to perform specific tasks to help meet organisations goals
51
what are informal groups
one that emerges when people come together and interact regularly
52
what are self-managing teams
operates without an internal manager and is responsible for a complete area of work
53
what are virtual teams
those in which members are physically separated using communications technologies to collaborate across space and time to accomplish their common task
54
what is a working group
a collection of individuals who work mainly on their own but interact socially and share information and best practices
55
what is a team
a small number of people with complementary skills who are committed to one purpose, performance goals and approach for which they hold themselves mutually accountable
56
what are the task roles in a team
initiator information seeker diagnoser opinion seeker evaluator decision manager
57
what are the maintenance roles in a team
encourager compromiser peacekeeper clarifier summariser standard setter
58
what are Belbin's team roles
implementer - turns ideas into actions co-ordinator - clarifies goals, promotes decision making shaper - has drive and courage to overcome obstacles plant - ideas person who solves problems resource investigator - natural networker monitor-evaluator - sees all options and judges accurately team worker - sensitive to people and situations completer-finisher - delivers on time specialist - provides knowledge and skill
59
what are the five stages of team development
forming storming norming performing adjourning
60
what is forming
when team members come together, meet each other and make an impression on the group
61
what is storming
differences between team shows as they begin work, can cause conflict and some teams don't make it past this stage
62
what is norming
members accommodate differences to find ways of working together, develop shared norms and ways of behaving
63
what is performing
group is working well and gets on with the job to a required standard
64
what is adjourning
team completes their task and members disband members may reflect on group performance for the future
65
what is the common approach
agreeing on the purpose of the team following steps to meet their purpose integrating new members keeping to agendas recording what has been agreed specifying who does what agreeing dates and times of team meetings
66
what are tips for effective meetings
scheduled in advanced have an agenda, with relevant papers distributed before starting and finishing time decisions/responsibilities are decided at least 24 hours before keep subgroups/members informed
67
what could cause a meeting to fail
short notice no agenda/papers infinite length - time drifts decisions lack clarity team is not aware of work going on elsewhere
68
what is concertive control
when workers reach a negotiated consensus on how to shape their behaviour according to a set of core values
69
how can teams bring high efficiency and quality jobs
provide a structure for people to work together provide a forum in which issues can be raised and dealt with enable people to extend their roles, perhaps increasing responsiveness and reducing costs encourage acceptance and understanding of staff of a problem and the solution proposed promote wider learning by encouraging reflection
70
what are the criteria for evaluating team effectiveness
has it met performance expectations have members experienced an effective team have members developed transferrable skills
71
how do you decide if a task requires a team
simple puzzles of technical nature can be done better independently familiar tasks with degrees of uncertainty need info sharing high degree of uncertainty and unknown problems, requires high levels of info sharing and deep interpersonal skills

business environment (3 decks)

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