2.1.1) Management, Leadership and Decision Making

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  • Created on: 06-01-19 18:13
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  • 2.1.1) Management, Leadership and Decision Making
    • Managers
      • Management is the process through which company resources are used and decisions made in order to meet the objectives of the firm
      • Managers will set objectives and figure out how to achieve them
      • Managers and leaders are often the same person
        • Leaders
          • Leadership is the ability to influence and direct people in order to meet their goals
          • Leaders are those people that can inspire and motivate people to meet objectives
          • Factors that influence your style of leadership
            • Internal Factors
              • The expertise and experience of the workforce
              • The skills required for the work to be done
              • The personal traits of the leader
              • The power given to the leader
              • The timeframe associated with the task to be undertaken
            • External Factors
              • The political and legal environment
              • The Economic Environment
              • The Social Environment
              • The Technological Environment
              • Changing nature of the industry
      • The Role of Managers
        • SETTING OBJECTIVES
          • Targets to be achieved within a given time period for individuals or groups
        • ANALYSING
          • Targets contributing towards the achievement of objectives
        • LEADING
          • Communicating objectives and directing subordinates to achieve their nearest goal
        • MAKING DECISIONS
          • The allocation of resources and the day-to-day running of the business
        • REVIEWING
          • Monitoring performance against objectives and taking necessary actions
    • Leaders
      • Leadership is the ability to influence and direct people in order to meet their goals
      • Leaders are those people that can inspire and motivate people to meet objectives
      • Factors that influence your style of leadership
        • Internal Factors
          • The expertise and experience of the workforce
          • The skills required for the work to be done
          • The personal traits of the leader
          • The power given to the leader
          • The timeframe associated with the task to be undertaken
        • External Factors
          • The political and legal environment
          • The Economic Environment
          • The Social Environment
          • The Technological Environment
          • Changing nature of the industry
    • Leadership Styles
      • Autocratic
        • The leader makes a decision without consultation
      • Democratic
        • The leader consults his team but makes the final decision
      • Laissez-Faire
        • The leader allows his team to make decisions
      • Paternalistic
        • The leader acts in a fatherly way towards the workforce
        • Makes decisions based on the workforce as well as the business
      • Bureaucratic
        • Leaders work to rule and regulations- 'by the book'
      • Theories of Management and Leadership Styles
        • The Tannenbaum Schmidt Continuum
          • Leadership model based on a spectrum between two extremes of manager centred and subordinate centred approaches
          • Recognises that in reality leaders are unlikely to be at either extreme but somewhere along the spectrum
          • 1) Manager takes and announces decisions
            • 2) Manager sells decision
              • 3)Manager presents decisions as ideas and invites questions
                • 4) Manager suggests provisional decision and invites discussion
                  • 5) Manager presents the situation. receives feedback and then decides
                    • 6) Manager explains, defines parameters and asks team to decide
                      • 7) Manager allows team to develop options and decide on actions based within managers limits
          • From this continuum there are four four categories of leadership identified
            • SELLS
            • TELLS
            • CONSULTS
            • PARTICIPAT-ES
          • The approach managers adopt will depend on:
            • The forces in the manager
              • Personality and characteristics
              • Experience
              • Attitudes towards and trust in suboordinates
            • The forces in the suboordinates
              • Personality and characteristics
              • Experience
              • Attitudes and trust in leader
            • The forces in the situation
              • The nature of the problem or situation
              • Resource constraints including time
              • The culture of the organisation
        • The Blake Mouton Grid
          • Leadership Model based on two behavioural dimensions of concern for people or concern for production which identifies five leadership styles
            • 1,1 Impoverished Management- holds little concern for the task or workforce
            • 1,9 Country Club Management- Big concern for workforce and little concern for the task
            • 9,9 Team Management- Shows high concern for people and task
            • 9,1 Autrhority Obedience - Big concern for task and little concern for workforce
            • 5,5 Organisation man management- Compromise is made between the concern of the workforce and the task

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