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intro to management
Organization omtenta
| Question | Answer pt 1 | answer pt 2 | answer pt 3 | Answer pt 4 | Answer pt 5 |
|---|---|---|---|---|---|
| explain druckers 5 point guide | 1. Making people's strengths effective and their weaknesses irrelevant 2. Enhancing the ability of people to contribute | 3. Integrating people in a common venture by thinking through, setting and exemplifying the organisational objectives, values and goals 4. Enabling the enterprise and its members to grow and develop through training, developing and teaching | 5. Ensuring everyone knows what needs to be accomplished, what they can expect of managers, and what is expected of them | ||
| Explain Henry Minzbergs 6 characteristics of management | 1. To ensure the efficient production of goods and services 2. To design and maintain the stability of organisational operations | 3. To adapt the organisation, in a controlled way, to the changing environment 4. To ensure the organisation serves the ends of those persons who control it | 5. To serve as the key information link between the organisation and its environment 6. To operate the organisation’s status system | ||
| What are the 4 functions of management | Planning, Controlling, Organizing and Leading | ||||
| What are the 3 roles of managers | Interpersonal, Informational and Decisional | ||||
| Explain what an informational manager does | • Monitor • Disseminator • Spokesperson | ||||
| Explain what an Decisional manager does | • Entrepreneur • Resource allocator • Disturbance handler • Resource allocator • Negotiator | ||||
| Explain what an Interpersonal manager does | • Figurehead • Leader role • Disturbance handler | ||||
| What are the 3 levels of management | Top management, Middle management and Operational management | ||||
| What are the 4 management skills | Conceptual, Human, Technical and Cultural awareness | ||||
| What are the 5 elements that categorize emotional awareness | Self-awareness Self-regulation Motivation Empathy Social skill | ||||
| What are the big 5 personallity traits | Openness to experience, conscienciousness, extravertion, Agreeableness and Neuroticism | ||||
| What are the 5 steps to conflict resolution | ØMediate – defusion/confrontation ØArbitrate – judgment ØControl – cool down period ØAccept – unmanageable ØEliminate – transfer | ||||
| What are 4 challenges in modern management | Managing change, Managing learning, Managing communication and Inclusive management | ||||
| What are the key elements of management | PLANNING: • activity involving decisions about: • Ends:organisational aims and goals • Means: structured plans • Conduct:policies • Results:performance and outcomes | • ORGANISING: • Putting plans into operation • Organising and co-ordinating tasks • Organising human and material resources | • MOTIVATION: • Gaining commitment from employees. • Leadership, management style, culture | • CONTROLLING: • Measuring progress • Correct deviation • Establish standards of performance • Evaluate and review | |
| Explain the rational goals model | Towards maximisation of output: | ||||
| Explain the internal process model | Bureaucracy - an organisational system tightly controlled through the application of strict rules, regulations and procedures • Rules and regulations • Impersonality • Division of labour • Hierarchical structure • Authoritarian and rational | ||||
| Explain the Open systems model | • A system is a set of interrelated parts designed to achieve a purpose • An open system is one that interacts with its environment • A system boundary separates the system from its environment | ||||
| Explain the Human relations model | • Mary Parker Follett (1863 -1933) “There is no such thing as the individual and there is no such thing as society” • Elton Mayo (Hawthorne studies, 1920) Social and psychological factors that affects performance | ||||
| Explain the contingency apporach | • Contingencies are such factors as uncertainty, interdependence and size that reflect the situation of the organisation. • No one model is fully able to help managers deal with modern, dynamic environments. | ||||
| Define a Plan | A plan is a formal statement of intent that identifies goals and objectives and how they are to be achieved. | ||||
| Define a Goal | A goal is an identified outcome that has been chosen and an objective is an aim that can be measured and achieved within a stated timeframe. | ||||
| Define Planning | Planning is the process of defining and setting goals, identifying the means and coordinating the activities by which those goals are to be achieved | ||||
| What are the advantages and disadvantages of planning | • Advantages • Systematic approach to achieving aims and goals • Helps allocation of resources • Helps to control activities • Helps to evaluate performance by setting standards and targets | Disadvantages • Can stifle innovation and creativity • Can restrain risk-taking and entrepreneurship • Prescriptive approach to actions may limit problem solving • Can lower morale of staff by limiting scope for initiate and experimentation | |||
| What is the Planning process | Formulate plans> Planning> Implement plans> Compare outcomes with target> Evaluate and take corrective action> Review plans> | ||||
| What are the 3 levels of planning | OPERATIONAL PLANNING: Short term, set weekly output targets | BUSINESS PLANNING: Medium term, Undertake annual personal development reviews | STRATEGIC PLANNING: Long term, Restructuring of the firm to facilitate more teamwork | ||
| What is strategic drift | The tendency for strategies to develop incrementally on the basis of historical and cultural influences, but fail to keep pace with a changing environment. | ||||
| What motivates the tendency of strategic drift | • Steady as you go • Building on the familiar • Core rigidities • Relationships become shackles • Lagged performance effects | ||||
| What is Path dependency | Where early events and decisions establish “policy paths” that have lasting effects on subsequent events and decisions. | ||||
| Explain the model for SMART goals | •Specific: identifying key aspects of performance that can be measured. •Measurable: identifying key aspects of performance that can be quantified. | •Achievable: specified outcome that is capable of being met. •Rewarded: specified rewards for achieving set targets. | •Timely: timeframe set for achieving stated outcomes. | ||
| What are the components of a business plan | •Executive summary: an overview of the whole concept or business •Business profile: a description of your business •Product/service/market analysis: chosen market and position in the market | •Marketing plan: strategies to attract and keep clients •Legal and risk management plan: business protection planning •Operating plan: how the business works | •Management and personnel plan: skills and experience •Finance plan: investment, expected turnover and profit, cash flow projections •The action plan: what you will do and when | ||
| What are the 3 types of continuity planning | •Contingency planning: Contingencies constitute a ‘Plan B’ for when ‘Plan A’ fails. | •Scenario planning: planning for imagined sequence of future events | •Succession planning: planning for the pass over of power and authority from one person to another | ||
| What are the management skills in planning | • Organisational skills • Technical skills • Analytical skills • Conceptual skills • Communications skills | Application: • Resource allocation • Project management • Meaning of data trends • Vision of outcome • ‘Selling’ the plan to stakeholders | |||
| Define organizing | Organising Management function that involves making decisions about: • what activities and tasks have to be undertaken; • who is to undertake them; and • how they are to be grouped and scheduled. | ||||
| Define Authority | Authority: power to command or control others | ||||
| Define Chain of command | ine of authority that extends from top to bottom in an organisation | ||||
| Define Span of control | the number of employees that a manager is responsible for | ||||
| Define Centralisation | The Level to which decision making powers are concentrated among a few people at the top level of an organisation. | Advantages: • Cost effectiveness • Top managers retain strategic control • Decisions benefit the whole organisation • Better use of executive skills • Focus on top level leadership | |||
| Define Decentralisation | Level to which decision making powers are delegated to lower levels within an organisation. | Advantages: • Frees up time for executives to concentrate on strategic issues • Empowers workers • Increases morale, loyalty and goodwill • Builds flexibility and speed into decision making | |||
| What are the 6 types of job schedule | • Part-time work: restricted hours • Flexitime: workers choose hours to work • Compressed work week: limited working hours/week | • Telecommuting: agreed time working from home • Job sharing: share the job with one or more others • Expanded leave: agreed elongated time away from work | |||
| Define work specialisation | The extent to which tasks and activities within an organisation are broken down into separate jobs. | ||||
| Define Leadership | Leadershiprequires a following to be considered valid. Only when people ‘buy into’ the influencing power of a leader does it become an effective tool. | Leadership is the ability to influence others to behave in ways that are conducive to achieving the aims and objectives set by the leader. | |||
| What are the 4 Leadership personality traits | Intelligence: above average but not of genius level. Particularly good in solving complex and abstract problems. Initiative: independence and inventiveness, the capacity to perceive a need for action and the urge to do it. | Self-assurance: implies self-confidence, reasonably high self-ratings on competence and aspiration levels, and on perceived ultimate occupational level in society. | The helicopter factor: ability to rise above the particulars of a situation and perceive it in its relations to the overall environment. | ||
| Explain Myer-Briggs Five personality factors | Extraversion Gregarious, assertive, sociable Agreeableness Good-natured, cooperative, trusting | Conscientiousness Responsible, dependable, persistent, organised Emotional stability Positive: Calm, self-confident, secure Negative: Nervous, depressed, insecure | Openness to experience Imaginative, sensitive, curious | ||
| Explain the situational theory | • Hershey and Blanchard identified four leadership styles (from highly directive to laissez-faire) and four levels of follower: • Able • Willing • Unable • Unwilling | ||||
| Explain the functional theory | • Five key functions of leadership for promoting group effectiveness: 1. Environmental monitoring 2. Organising subordinate activities 3. Teaching and coaching subordinates 4. Motivating others 5. Intervening actively in the work of the group | ||||
| What is Transactional and Transformal leadership | Transactional leadership: leaders who guide, mentor and motivate followers by clearly establishing roles and tasks for the achievement of a stated aims or goals. | Transformational leadership: leaders who inspire followers to act in ways that benefit the organisation or a wider cause other than their own self-interest. | |||
| Name 7 Leadership styles | • Bureaucratic • Autocratic • Democratic • Laisez-faire • People-orientated • Task orientated • Transformational | ||||
| Name the 5 sources of power | Coercive: Power is dependent on fear. People react out of the fear of the negative consequences of non-compliance. Reward: Compliance is achieved through the ability to dispense rewards that followers perceive as valuable. | Legitamate: Power is derived from the status or position that a person holds within Expert: Power is derived from the possession of skills, experience or expertise that others aspire to and may seek to emulate. an organisation. Expert: | Referent: Power is derived from the possession of valuable resources or personal traits that are valued by others. | ||
| What are the leadership attributes in the 21st century: | •Sensitivity to the broad based external factors that influence their decisions; •Relational skills that allow them to integrate a more eclectic range of stakeholders in geographically dispersed and culturally diverse locations; | •Creativity and problem solving skills that inspire followers; •Motivational skills to mobilise and channel human resources effectively; | •Strategic and tactical skills to exploit short term opportunities and set a long term path for success; •Informational skills that enables them to deal with the complexity and scale of knowledge and data. | ||
| Define Control with respect to the management process | Control in the management process is concerned with guiding and regulating the activities of an organisation, or any constituent parts of the organisation | by means of management judgment, decision, and action, for the purpose of attaining agreed objectives. | |||
| What are the 3 types of control systems | •Bureaucratic: the implementation of rules, regulations and procedures underpinned by formal authority as a guide to how employees should behave. | •Market: emphasis on economic criteria as a means of control. These may include pricing mechanisms, profit targets, returns on investment etc. | •Clan: functions or activities within an organisation that are the locus of workers’ shared beliefs, values, goals and/or expectations. | ||
| Explain the controll process | Set standards>Measure performance> Compare performance against standars> Take corrective action | ||||
| What are the purposes of control | • Standardise performance • Safeguard assets • Check on output • Clarify authority • Monitor overall performance | • Aid forward planning • Improve network analysis • Co-ordinate activities • Control behaviour • Safeguard relationships | |||
| Define quality | Quality: output that conforms to a pre-determined set standard. | ||||
| Define quality management | Quality management: the act of overseeing activities and tasks required to achieve maintain a pre-determined level of quality. This includes creating and implementing quality planning and assurance, and quality control and improvement. | ||||
| What are the 4 quiality management systems | • Kaizen: • Incremental improvement, • Total Quality Management: • Continuous improvement | Six sigma: Acceptable defect rates, • Just-in-time: • Maximise inventory efficiency | |||
| Define strategic controls | Strategic controls: control systems designed and implemented to support the long-term aims and objectives of an organisation | ||||
| Define operational control | Operational controls: control systems designed and implemented to support the organisation’s short to medium term goals and objectives. | ||||
| What are the 6 steps of rational model application | 1. Define the problem 1. Defining the problem in terms of a proposed solution 2. Missing the bigger problem 3. Diagnosing the problem in terms of its symptoms | 2. Identify (all of) the criteria 3. Weight the criteria 4. Generate Alternatives | 5. Rate each alternative on each criterion 6. Compute the optimal decision | ||
| Define system 1 in the "Systems thinking theory" | System 1: Intuitive system - typically fast, automatic, effortless, implicit and emotional | ||||
| Define system 2 in the "Systems thinking theory" | System 2: Reasoning – slower, conscious, effortful, explicit and logical (Kahneman, 2003) | ||||
| What is bounded rationality | •The idea that when individuals make a decision their rationality is limited as a consequence of the information that they hold, cognitive limitations in their minds, and the time available to them. | ||||
| Define change | Change refers to methods for initiating and implementing alterations to how the organization operates | ||||
| Define innovation | In a business context, innovationrefers to the successful exploitation of new ideas around the technical, design, manufacturing, management and commercial activities involved in developing new products or services, processes or equipment. | ||||
| Explain Kurt Lewins forces for change | • Unfreezing: finding ways of making the need for change so clear that most people will understand and support it; | Changing behaviour: bring to bear new attitudes, values and behaviour that become the dominant culture within the organisation; | • Refreezing: introduce supporting mechanisms that consolidate and maintain the new behaviour patterns. | ||
| What is a paradigm shift | A paradigm shift refers to a radical rethinking of the nature of the business and the nature of the organisation. This scale of change usually occurs when the organisation finds it difficult to compete effectively in the industry sector. | ||||
| What is business process improvement (BPI) | Business process improvement (BPI) is a less radical approach to change than BPR. It is incremental in scale and involves introducing change to optimise existing processes using information technology. | ||||
| What is automation | Automation: machines undertake tasks previously done by humans. | ||||
| What are the internal factors for knowledge and learning | Decision-making processes, Power structures, Operational issues, Organisational life-cycle position | Leadership and authority, Relationships with partners, organisational structure | (mission, aims, objectives and goals), Empowering of employees | ||
| What are the external factors for knowledge and learning | Industry competetiveness, Technological developments, Demographic change | Changing customers demands, macroeconomic performance, social change, political influences | Changing regulation and legislation, natural environmental change | ||
| Define human resource management (HRM) | Humanresourcemanagement(HRM)is concerned with the management of the organization's workforce. | The key role of HRM in the organization is to attract, select, train, evaluate and reward employees as well as providing leadership that contributes to the formation of a positive organisational culture. | HRM also involves conflict resolution and acts as a mediator between representatives of employees and the executive management of the organisation. | ||
| What are the 3 core activities of HRM | Attract: to devise incentives and rewards that attract people with the best skills and expertise to join the organisation and who can add value in the pursuit of the organisational aims and objectives. | Recruit: undertake the necessary steps to ensure that equal opportunities regulations are observed and that the job specification fits with the portfolio of skills and experience of candidates. | Retain: provide personal development opportunities, rewards and incentives that encourage valuable staff to remain with the organisation. | ||
| What are John Maxwells 5 levels of leadership | 1. Positional – rights 2. Permission – relationships, listen, observe and learn 3. Production – results, good examples, momentum 4. People Development – recruitment, positioning, equip 5. Pinnacle - respect | ||||
| Whar are HRM strategies | HRM strategies: ways in which the skills, experience and expertise of employees can be matched to the long term aims and objectives of the organisation. | ||||
| Explain HRM equality and fairness | Equality and fairness: the formal and informal means of ensuring that each individual worker or potential recruit is treated with respect and dignity and that they are judged on merit and not on race, gender, age or any other personal characteristic. | ||||
| Explain the circle of managing diversity | ncrease diversity awareness>ncrease collaboration with diverse workers>nsure top management commitment to diversity> | Practice communications with diverse groups>ncrease exposure to diverse workers | |||
| Explain the HRM process | Recruitment+HR policy+HR performance> Feedback on HR process | ||||
| Explain the diagram for developing workers as assets | Development of workers= Job design + Training & education + Job flexibility + Health, safety & wellbeing | ||||
| Define motivation | Motivationrefers to the influential impulses which encourage a person to sustain a commitment to a particular course of action. The impulses may emanate from within the person or be a result of external influential factors. | Motivation can be viewed as an incentive to act in a particular manner. Communication is the transference of knowledge or information from sender to receiver. | |||
| Explain the instrumental approach | Economic return was seen as the only incentive or motivator that was required in the factory system that characterised the industrial landscape of the 19th and early 20th Centuries. | ||||
| Explain maslows hierarchy of needs | Its a pyramid with 5 stages, the bottom stage being physiological needs such as air water food and sleep | The step above is safety needs, including personal security, employment and health etc, | The next step is Love and belonging, including Friendship, intimacy, family and sense of connection | Above that is Esteem including, respect, self-esteem, status, recognition, strenght and freedom | The top step is self actualization including the desire to become the most one can be |
| Define job enrichment | Jobenrichment:the design or redesign of jobs to make them more satisfying for employees. | ||||
| Explain the expectancy theory | behaviour is determined by the combination of forces in the individual and in the environment.• the work environment itself will influence the individual such as in terms of supervision or pay. | each individual has a unique set of needs deriving from past experiences which will have coloured the way he or she perceives the world and the expectations he or she has of the organisation. | |||
| What are the parts included in the reward system | Performance- related pay, Peer recognition, Promotion and status, Greater freedom | Decision making power, Professional development | |||
| What are the 5 types of communication | One way: inform ation com m unicated to a target audience w ith no need of expectation of a response; Two way: inform ation passes back and forth betw een different senders and receivers in the form of discussion, team w ork, etc.; | Upward: inform ation channels that give access to different layers of m anagem ent including top executive level; Downward: inform ation from m anagem ent dow nw ards tow ards groups of w orkers; | Laterally: inform ation that passes betw een different departm ents or functions w ithin the organization. | ||
| Explain the 3 elements of the organizational structure | 1. Designates formal reporting relationships •number of levels in the hierarchy •span of control | 2. Identifies groupings of:•individuals into departments •departments into the total organization | 3. Design of systems for •effective communication •coordination •integration across departments | ||
| Explain the 3 forms of organizational structure | •Functional organizations – group people performing similar activities into departments | •Project organizations – group people into project teams on temporary assignments | •Matrix organizations – create a dual hierarchy in which functions and projects have equal prominence | ||
| Define a group and a team | • A groupcan be defined as two or more individuals who are connected to one another by social relationships. | • Ateamis a group who work intensively with each other to achieve a specific common goal. Teamwork is the collaborative and coordinated effort of that group to achieve a common goal. | |||
| Explain the 3 types of work groups | Dependent work groups: groups of workers in a demarcated unit or department with a line manager. | Independent work groups: each worker is assigned a task or job, line managers are more distant and less controlling in their management of workers than in dependent work groups. | Interdependent work groups: has a high level of co-dependence between workers. Collaboration is essential to complete the tasks or jobs. | ||
| Explain tuckmans model of group development | 1. Forming – members become acquainted 2. Storming – conflict begins | . Norming – members reach agreement 4. Performing – members work together | 5. Adjourning – group disbands | ||
| What are some reasons for why teams fail | •Poorly developed or unclear goals •Poorly defined project team roles & interdependencies •Lack of project team motivation | •Poor communication •Poor leadership •Turnover among project team members •Dysfunctional behavior | |||
| What are the steps to building a hight performance team | Make the project team tangible Publicity Terminology & language | Reward good behavior Flexibility Creativity Pragmatism | Develop a personal touch Lead by example Positive feedback for good performance Accessibility & consistency | ||
| What re the organizational and interpersonal sources of conflict | Organizational Reward systems Scarce resources Uncertainty Differentiation | nterpersonal • Faulty attributions • Faulty communication • Personal grudges & prejudices | |||
| Explain the 5 steps of conflict resolution | ØMediate – defusion/confrontation ØArbitrate – judgment ØControl – cool down period ØAccept – unmanageable ØEliminate – transfer | ||||
| What are the 3 factors for group effectiveness | • Group composition: mix of personalities, skills and experiences of members. | • Group norms: accepted norms of behavior and attitude that binds them in pursuit of a common cause. | • Group cohesiveness: extent of loyalty that members exhibit. | ||
| Define Culture | The pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration, | and that have worked well enough to be considered valid and therefore taught to new members as the correct way to perceive, think and feel in relation to those problems. | |||
| Explain the concept of organizational culture | • Consists of the (dominant) values, beliefs, opinions, attitudes and norms of the stakeholders of the organisation towards its operation – i.e. towards the way in which: | – work should be organised – authority exercised – people rewarded – people controlled | |||
| Explain the features of organizational culture | • Some aspects of culture are explicit (e.g. mission and policy statements, company rules) • Other aspects are implied in behaviour • Cultures differ between and within organisations • Cultures can be strong or weak | ||||
| Explain the core elements (the paradigm) of organizational culture | Shared values> shared beliefs> Norms> Individual & group behaviour> reinforcing outcomes | ||||
| Explain the importance of culture | Influences every aspect of the organisation, including performance and the development of corporate strategy | • Can affect motivation, morale and goodwill | • Can determine how employees and other stakeholders will respond to change | ||
| Explain cultural influences | • The cultural mix within an organisation depends on: – History and ownership – Size and structure – Mission – Business environment – Management systems and style – People: experiences of the members | ||||
| Explain the cultural web | The center is the paradigm in which the following is included | Storie, symbols, power structure, organisational structure, control and reward systems and rituals and routines | |||
| Explain the 4 types of culture with associated structure | 1Power culture 2Role culture 3Task culture 4Person culture | ||||
| Explain power culture | Typically dominated by an entrepreneurial founder • Central source of power • Trust (fear??) • Empathy • Personal conversation • Selection of key individuals • Judgement by results - competition | ||||
| Explain role culture (bureaucracy) | • Typically large organisations not subject to environmental change • Logic and rationality • Functional/specialist activities • Defined roles • Regulated communications • Rules, procedures • Co-ordination by management core | ||||
| Explain task culture | • Tends to be found in medium and large organisations • Organisation is job or project oriented • Aim is to bring together teams with correct functional skills • Teams will change on completion of project | ||||
| Explain person culture | • Personality and charisma • Individual is central point • Structure less relevant to personality • Leader/follower | ||||
| Define ethics | thicsrefers to moral principles that underpin modes of behaviour. Corporatesocialresponsibility(CSR) refers to the commitment shown by business to behave in an ethical manner. | The ethical dimension to corporate business activity is the extent to which enterprises improve the quality of life for stakeholders in the course of their economic development activities. | |||
| Explain the advantages of ethics in business and csr | • Economic: brand loyalty leading to competitive advantage and bigger profit margins. • Political: increased credibility and lobbying power • Social: consumer loyalty and improved reputation & image | • Operational: helps to acquire accreditation • Health & Safety: helps to produce safer products • Sustainability: helps build a sustainable business with benefits for the environmental protection | • Stakeholders: improved stakeholder relationships | ||
| Explain corporate governance | A system of control over the actions and practices of managers in organisations through an agreed set of relationships between a company’s management, board, shareholders and other stakeholders. | ||||
| What are the key steps to corporate governance | Identification:in defining the organisation, managers must identify all of the stakeholder groups and weigh their relative rights and their relative influence in affecting the organisation’s activities. | Understanding: decision makers need to understand the specific demands of each group. | Reconciliation and priorities: claims must be reconciled in a mission statement that resolves the competing, conflicting, and contradictory claims of stakeholders. | Coordination with other elements: the demands of stakeholder groups, the managerial operating philosophy and the determinants of the product-market offering constitute a realty test that the accepted claims must pass. | he key question is: How can the firm satisfy the claims of stakeholders and at the same time achieve its stated strategic and economic aims. |
| What are the key characteristics of a csr framework | U nderstanding society , Building capacity, Q uestioning the status quo, Strategic view, Stakeholder relations, H arness diversity | ||||
| Explain the levels of CSR attainment | Awareness>Understanding>Application>Integration>Leadership |
Created by:
Kakelkenny
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