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What are the 5 functions of a manager and describe them
Planning-Examining the future and drawing up a plan of action. This is strategic by nature.
Organising-Getting the resources necessary for the job. These are both human and physical.
Commanding-Delegating tasks to workers and maintaining activity
Coordinating-Binding tasks and people together. Harmonising activity and effort.
Controlling-Ensuring that everything working and deadlines met. Variances dealt with.
Explain the 10 roles of a manager
Figurehead – the CEO is the role model of the company
and represents the firm out with the company
o A strong figurehead can lead to beneficial PR and
media attention
Leader – to inspire and motivate employees
o A strong leader can instil loyalty from the
workforce/may reduce staff turnover
Liaison – builds and maintains relationships and
communication channels
o Power of persuasion can lead to lucrative business
deals and opportunities
Monitor – supervisory role, checking progress to ensure
plans are on target
o The workforce will be more productive if the manager
is checking if work is being done
o The manager can take corrective action if targets are
not being achieved
Disseminator – distribute and convey information to
relevant bodies in the organisation
o Reduces confusion and stress from staff if
communication is clear and often
Spokesperson – delivers speeches and publically
represent the firm’s interests at press conferences and
media events to the wider community
o Can lead to investment from potential shareholders
Entrepreneur – sets the vision for the company/team
and make decisions as to its direction
o Innovative idea generation can give a firm an edge
over rivals
Disturbance handler – handles issues, problems and
complications
o Minimises delays and disputes which saves time
Resource allocator – makes decision as to how finances,
staffing and technology are used within the firm
o Poor decision making can be costly to an organisation
Negotiator – act as the interface between parties to
reach an agreement
o Can secure good deals with suppliers/contractors
which lowers costs
Explain Taylor’s scientific Management and his 4 fundamental principles
He began to view the organisation as a ‘machine’ and believed that – “A fair day’s pay for a fair day’s work.”
Every job should be broken down into its basic elements and scientifically studied to determine the most efficient method of completion
Workers should be scientifically selected and trained to perform specific tasks rather than being left to train themselves.
Management should collaborate with workers to ensure all work is performed according to developed scientific principles.
Work should be divided equally between managers and workers, with managers responsible for planning and workers for carrying out the tasks.
What are the costs and benefits of Scientific Management
Benefits
Increases efficiency and productivity in operations.
Clear, measurable performance standards for workforce management.
Systematic approach to employee training and development.
Costs
Scientific management largely ignores teamwork by focusing on individual performance.
Much more applicable to low skilled, repetitive work processes and difficult to apply to creative or caring professions such as nursing.
Most employees today are not only motivated by money, as they were mostly in Taylor’s day, when people were much poorer.
There is often worker resistance to standardised methods, since the belief that there is only one way to perform a job it restricts worker autonomy and creativity.
Explain Max Weber’s bureaucratic theory
Max Weber developed his theory of bureaucracy as a means of creating efficient, logical organisational structures
Instead of promoting people because they’re friends with the boss (traditional approach), companies should promote based on skills and qualifications.
Rather than managers making decisions based on their personal preferences, they should follow standard procedures that apply to everyone within the organisation.
Weber also believed that rules and procedures should apply equally to everyone to ensure fairness. This approach promotes objective decision-making, eliminates bias, and ensures positions are filled based on merit.
Weber emphasised that work should be divided systematically into specialised roles. Each role would include clear job descriptions, require specific skills or knowledge, and provide ongoing professional development and training.
What are the costs and benefits of Weber’s bureaucratic management
Benefits of bureaucratic management
Creates consistent, standardised operations.
Clear lines of authority and responsibility.
Merit-based appointments, promotion and career progression.
Limitations of bureaucratic management
Excessive paperwork and rigid procedures.
Can result in slow decision-making and response times.
Discourages initiative and innovation.
Explain Mayo’s human relations theory
Human Relations school recognised that workers were complex individuals whose social needs and psychological wellbeing directly affected their work performance.
Workplace behaviour is significantly influenced by group dynamics.
Social relationships impact productivity more than physical conditions,
Social needs are crucial to worker motivation and are at least as important is money.
Informal organisations exist within formal structures.
Leadership style affects the motivation and effectiveness of workers.
When staff were given attention from managers their productivity/motivation improved.
Effective communication and consultation improve morale.
What are the costs and benefits of Elton Mayo’s human relations theory
Benefits of Human Relations approach
Highlights importance of social factors in workplace performance and productivity.
Demonstrates that employee participation increases motivation and productivity.
Leads to more democratic and participative management approaches.
Costs
The cost of employee wellbeing programmes can be high. While companies like Google can afford on-site gyms and free meals, most businesses have to balance employee satisfaction with financial constraints.
The approach assumes managers have time to focus on employee relationships and wellbeing. In high-pressure environments like food delivery or emergency services, there isn’t always time for this softer approach.
Sometimes workers are motivated by things the Human Relations approach doesn’t focus on. Amazon warehouse staff might prefer higher pay and better working conditions over team building activities and recognition schemes.
Explain Herzberg’s Hygiene Factor
Hygiene factors are the minimum conditions needed to prevent workers from becoming unhappy in their jobs.
these hygiene factors include:
Fair salary and benefits
Good working conditions
Job security
Clear company policies
Effective supervision
Positive relationships with colleagues
Appropriate status
Safe working environment
Hygiene factors prevent unhappiness
Explain Hertzberg’s motivation factors
motivation factors actively create job satisfaction and encourage people to work harder and more effectively.
They relate directly to the job content and what people actually do.
They create real job satisfaction when present.
Their absence doesn’t necessarily cause dissatisfaction.
They tap into people’s need for recognition and personal growth.
They have a longer-lasting effect on motivation than hygiene factors.
They drive people to put in extra effort and perform better.
Explain the costs and benefits of Herzberg’s- 2 factor theory-motivation and hygiene
Benefits of Herzberg’s theory
Clearly distinguishes between factors that prevent dissatisfaction and those that create motivation.
Provides practical guidance for managers in designing reward and recognition systems.
Shows why job enrichment is crucial for employee engagement.
Limitations of Herzberg’s theory
The theory assumes factors are either motivators OR hygiene factors . In reality, some factors like salary can be both - a pay rise might motivate someone to work harder, not just prevent dissatisfaction.
Herzberg’s theory was based on research with professional workers in the 1920s. Today’s workplace is very different and two-factor theory may not apply to all modern job types and cultures.
Assumes all workers respond to the same motivators in the same way. What motivates someone at one point in their career might not motivate them later.
Explain Maslow’s hierarchy
Physiological needs
Employees must first have their basic needs met to feel comfortable and productive.
Safety and security
Once their basic needs are met, employees need to feel secure in their job. This can come from knowing they have stable employment with clear career prospects
Social needs and belonging
After feeling secure, people want to feel connected at work. A sense of belonging comes from positive workplace culture, strong relationships with teammates and managers, and opportunities to socialise and collaborate. Feeling included and being part of a team helps employees feel valued.
Esteem and recognition
When social needs are fulfilled, employees need to feel valued for their contributions. This includes being recognised for their achievements, given responsibilities that show they are trusted, and respected by colleagues
Self-actualisation
At the top of the hierarchy, employees seek personal fulfilment. This happens when they can take on challenging tasks that let them reach their full potential. Freedom to be creative, make decisions, and lead projects helps employees grow, innovate, and feel truly satisfied with their work.
Explain the benefits and costs of Maslow’s hierarchy
Benefits of Maslow’s hierarchy of needs theory
Helps managers understand that employees have different types of needs at work.
Shows why basic needs must be met before focusing on higher-level motivation.
Useful for developing comprehensive reward and motivation programmes.
Limitations of Maslow’s hierarchy of needs theory
Not all people progress through the needs in the same fixed order.
Cultural differences affect how people prioritise different needs.
Over-simplifies complex human motivation patterns.
Explain Mcgregor’s theory X
Most people naturally dislike work and try to avoid it.
Workers need close supervision and control to perform effectively.
People prefer to be directed rather than take initiative.
Employees prioritise job security over ambition.
Most workers avoid responsibility when possible.
Most people naturally dislike work and try to avoid it.
Workers need close supervision and control to perform effectively.
People prefer to be directed rather than take initiative.
Employees prioritise job security over ambition.
Most workers avoid responsibility when possible.
Managers with Theory X beliefs typically:
Implement strict supervision and monitoring systems.
Create detailed rules and procedures for all tasks.
Use rewards and punishments to control behaviour.
Maintain tight control over decision-making.
Limit employee involvement in planning.
Explain Mcgregor’s theory Y
Most people see work as natural as rest or play.
Workers can be self-directed when committed to goals.
Employees seek responsibility under the right conditions.
People are capable of creativity and innovation.
Commitment comes from achievement and recognition.
Managers with Theory Y beliefs typically:
Trust employees to perform without close supervision.
Encourage employee participation in decisions.
Create opportunities for employees to grow and develop.
Delegate meaningful responsibility.
Support innovation and creativity.
Use collaborative management approaches.
Explain the costs and benefits of Mcgregor’s theory
Benefits of McGregor’s theory
Shows why different management styles might be needed in different situations.
Shows how management style affects employee behaviour and motivation.
Helps managers adapt their style to different situations and people.
Limitations of McGregor’s theory
Oversimplifies management approaches into just two extreme categories.
Doesn’t recognise that most managers use a mix of both styles, particularly where safety or quality control is paramount.
Was based on working environments in the 1960s – modern workplaces are very different environments.
Explain contingency theory
Task:
Nature of tasks varies (simple vs. complex).
Examples:
Manufacturing: Autocratic/scientific management for routine tasks.
Creative work: Flexible, innovative approaches.
Time-sensitive projects: Directive management.
People:
Skills, motivation, and dynamics of employees impact management style.
Examples:
New staff: Structured training and guidance.
Experienced professionals: Prefer autonomy.
Team conflicts: Autocratic leadership minimizes disputes.
Environment:
Influenced by structure, external factors, and culture.
Examples : small businesses: Flexible styles; large firms: structured approaches.
High-risk industries: Strict compliance; creative sectors: informal management.
Modern Application: Managers adapt styles based on situational needs, creating flexible structures to meet diverse demands (e.g., different approaches for store formats).
What are the costs and benefits of contingency theory
Benefits of contingency theory
Recognises that different situations need different management approaches.
Helps managers adapt their style to suit specific circumstances.
Provides a practical framework for choosing appropriate management methods.
Limitations of contingency theory
Can be difficult to analyse all the factors affecting a situation.
Contingency assumes managers can adapt but in reality this may not be possible.
Time-consuming to constantly assess and adjust management approaches.
Could lead to uncertainty within the workforce if managers are always changing their approach.
Explain what autocratic leadership is
This is a commanding, controlling style where the leader:
Makes all key decisions without consultation.
Gives clear, direct orders to staff.
Maintains close control over work
Expects instructions to be followed precisely.
Closely monitors performance.
When autocratic leadership works best:
During crisis situations requiring quick decisions.
In high-risk environments where safety is crucial.
When working with inexperienced staff.
Where consistency is essential.
Explain what democratic leadership is
This collaborative style involves:
Involving team members in decision-making.
Encouraging open discussion and debate.
Valuing input from all team members.
Sharing responsibility for outcomes.
Building team consensus.
When democratic leadership works best:
When the team has valuable expertise to contribute.
For solving complex problems requiring different perspectives.
Where staff commitment to decisions is important.
In organisations valuing innovation and creativity.
Explain Tuckman’s 5 stages of group development
Forming stage
This is when teams first come together. For example new team at a tech company starting work on developing a new smartphone feature meet for the first time, unsure of expectations but members are eager to contribute.
Storming stage
As people become more comfortable, tensions emerge within the group. For example, the smartphone app team disagrees about design priorities, technical approaches and project timelines. Some prefer focusing on user experience while others prioritise technical performance.
Norming stage
The team starts to settle and find its rhythm.The smartphone team establishes regular check-ins, agrees on communication channels and develops shared problem-solving approaches. They recognise and learn to build on each other’s strengths.
Performing stage
The team reaches peak effectiveness. The smartphone team works smoothly together, efficiently developing and testing their feature. They handle obstacles effectively and support each other’s work.
Adjourning stage
The team completes its work. The smartphone feature launches successfully. The team celebrates their achievement before moving to new projects, maintaining the professional relationships they’ve built.
Describe belbin’s team roles
Shaper
A driven and dynamic person who pushes the team to achieve its goals. They are good at overcoming obstacles but might sometimes be seen as argumentative or overly forceful.
Implementer
An Implementer is practical and reliable, focusing on turning ideas into action. They help the team stay organised and get things done but may resist changes or new approaches.
Completer-finisher
Detail-oriented and focused on ensuring that tasks are completed perfectly. They are careful and thorough but may be overly perfectionistic or anxious about mistakes.
Coordinator
A team member who helps organise and guide the team’s efforts. They are good at delegating tasks and making sure everyone works together, but they might sometimes appear too controlling.
Teamworker
A Teamworker is supportive and helps keep the team working smoothly by resolving conflicts and encouraging cooperation. They are great at maintaining harmony but may avoid necessary confrontation or difficult decisions.
Resource investigator
Someone who is outgoing and explores new opportunities for the team. They bring in useful information from outside sources and help make connections, but they may lose interest if a project becomes routine.
Plant
A creative and innovative thinker who comes up with new ideas and solutions. They are often good at solving complex problems but may sometimes struggle with practical details or communicating their ideas clearly.
Monitor-evaluator
Someone who analyses situations carefully and makes logical, balanced decisions. They are great at spotting problems but may be too critical or detached from team discussions.
Specialist
An expert in a particular area and provides deep knowledge and skills to the team. They are great for solving technical problems but may have limited involvement in other areas of the project.
Describe Lewin’s 3 stages of management
Stage 1: Unfreezing
Before implementing changes, organisations must prepare people and ‘thaw’ existing practices, creating awareness of the need for change. This requires managers to:
Consult with staff, explaining clearly why change is necessary.
Demonstrate problems with current methods.
Address fears and concerns about change.
Build enthusiasm for new approaches.
Involve people in planning changes.
Devise alternative change options/contingencies.
Define the roles and responsibility of key players
Stage 2: Implement changes
During this stage, the organisation makes the changes and the role of managers involves:
Introducing new systems gradually.
Providing training for staff on the new system or process.
Maintaining clear communication throughout the change process.
Motivating employees to embrace the change and rewarding those who do.
Offering support throughout transition.
Monitoring progress carefully and address problems quickly.
Stage 3: Refreezing
“Refreezing” involves making the changes permanent:
Fully embedding new procedures.
Recognising and rewarding successful adoption of new systems.
Preventing return to old methods.
Collecting feedback from staff and customers and making necessary adjustments.
Describe the Equality Act 2010
In the UK, the Equality Act 2010 mandates that organizations ensure equal opportunities and prevent discrimination based on nine protected characteristics. Types of discrimination include direct, indirect, harassment, and victimization. Employers must prevent discrimination, ensure access to training and promotions, make reasonable adjustments, and foster an inclusive culture. While there are limited exceptions for genuine occupational requirements, organizations must avoid indirect discrimination in recruitment and selection processes. Training for unconscious bias is essential, and recruitment practices must be accessible and fair.
