Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

what are managers supposed to do

A

forecasting
planning
commanding
organising
coordinating
communicating
motivating
controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

what are models of management

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

what are mintzbergs three manager roles

A

informational roles
interpersonal roles
decisional roles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

what is an informational role

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

what is an interpersonal role

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

what is an interpersonal role

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

what is leadership

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

what is leadership based on behaviour and style

A

grouped into authoritarian, democratic and laissez-faire

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

what is considerate style

A

concern for wellbeing and building up respect

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

what is initiating structure style

A

getting job done and emphasised goal attainment by setting standards and allocating resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

what is employee/relationship oriented

A

concern for people, detailed approach to supervision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

what is task oriented

A

concern for task completion, involved planning not controlling

30
Q

what are the four systems of leadership

A

exploitative autocratic
benevolent autocratic
participative
democratic

31
Q

what is exploitative autocratic

A

leader has no confidence or trust in subordinates

32
Q

what is benevolent autocratic

A

leader has some confidence and trust in subordinates ocasionally seeks their opinions

33
Q

what is participative

A

leader has confidence in subordinates, seeks their opinions before making decisions

34
Q

what is democratic

A

leader has complete trust in subordinates and seeks their views before making decisions

35
Q

what are situational or contingency approaches

A

leadership styles depend on situation they are practised in
influenced by background and confidence of manager, characteristics of employees and nature of task

36
Q

what were the four factors of Feidlers contingency theory

A

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
Q

what is the path-goal model

A

attempt to add to the work of the style approaches
belief that effective leaders assist their subordinates to learn appropriate behaviours

38
Q

what are the four types of leadership in the path-goal model

A

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
Q

what is transactional and transformational leadership

A

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
Q

what is charismatic and ethical leadership

A

inspiring others to follow and focuses on characteristics of and behaviour of leader

41
Q

what is shared or distributed leadership

A

idea that in constantly evolving workplaces, takes a team of leaders to be more effective

42
Q

what are the different types of teams

A

top management
task forces
professional support groups
performing groups
human service
customer selling
production

43
Q

what are the risks and opportunities of top management teams

A

set organisational directions
risk - unbounded, absence of organisational context
opportunities - self-designing, influence over key organisational conditions

44
Q

what are the risks and opportunities of task forces

A

for a signle unique project
risk - team and work are new
opportunities - clear purpose and deadline

45
Q

what are the risks and opportunities of professional support groups

A

provide expert assistance
risk - dependant on others for work
opportunities - using honing and professional expertise

46
Q

what are the risks and opportunities of performing groups

A

playing to audiences
risk - skimpy organisational supports
opportunities - play that is fuelled by competition and/or audiences

47
Q

what are the risks and opportunities of human service teams

A

take care of people
risk - emotional drain, struggle for control
opportunities - inherent significance in helping people

48
Q

what are the risks and opportunities of customer service teams

A

sell products/services
risk - loss of involvement with parent organisation
opportunities - bridging between parent organisation and customers

49
Q

what are the risks and opportunities of production teams

A

turning out the product
risk - retreat into technology
opportunities - continuity to work, able to hone team design and product

50
Q

what is a formal team

A

one management has deliberately created to perform specific tasks to help meet organisations goals

51
Q

what are informal groups

A

one that emerges when people come together and interact regularly

52
Q

what are self-managing teams

A

operates without an internal manager and is responsible for a complete area of work

53
Q

what are virtual teams

A

those in which members are physically separated using communications technologies to collaborate across space and time to accomplish their common task

54
Q

what is a working group

A

a collection of individuals who work mainly on their own but interact socially and share information and best practices

55
Q

what is a team

A

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
Q

what are the task roles in a team

A

initiator
information seeker
diagnoser
opinion seeker
evaluator
decision manager

57
Q

what are the maintenance roles in a team

A

encourager
compromiser
peacekeeper
clarifier
summariser
standard setter

58
Q

what are Belbin’s team roles

A

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
Q

what are the five stages of team development

A

forming
storming
norming
performing
adjourning

60
Q

what is forming

A

when team members come together, meet each other and make an impression on the group

61
Q

what is storming

A

differences between team shows as they begin work, can cause conflict and some teams don’t make it past this stage

62
Q

what is norming

A

members accommodate differences to find ways of working together, develop shared norms and ways of behaving

63
Q

what is performing

A

group is working well and gets on with the job to a required standard

64
Q

what is adjourning

A

team completes their task and members disband
members may reflect on group performance for the future

65
Q

what is the common approach

A

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
Q

what are tips for effective meetings

A

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
Q

what could cause a meeting to fail

A

short notice
no agenda/papers
infinite length - time drifts
decisions lack clarity
team is not aware of work going on elsewhere

68
Q

what is concertive control

A

when workers reach a negotiated consensus on how to shape their behaviour according to a set of core values

69
Q

how can teams bring high efficiency and quality jobs

A

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
Q

what are the criteria for evaluating team effectiveness

A

has it met performance expectations
have members experienced an effective team
have members developed transferrable skills

71
Q

how do you decide if a task requires a team

A

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)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions