Unit 12 - Managing People

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  • Created by: Cheny96
  • Created on: 20-06-16 17:01
Leader
Someone who organises others and makes decisions.
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Autocratic Leader
The leader of the business is making all the strategic decisions for subordinates.
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Democratic Leader
The decision making is shared and the views of a team are valued and contribute to the decisions that are made.
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Paternalistic Leadership
A dominant figure in the business who controls and protects subordinate staff and in return the staff are expected to be loyal and obedient.
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Participative Leadership
The leader of the business allows all staff members to take part in the decision making process.
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Laissez-Faire Leadership
A leader that allows group members to make the decisions.
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Legitimate Power
The leader with legitimate power has the right or authority to tell others what to do.
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Reward Power
Influences others as they control valued rewards; so people comply in order to receive the rewards.
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Coercive Power
They have control over the punishments given to staff; but people comply to avoid those punishments.
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Referent Power
They have personal characteristics that appeal to other employees; so people comply as they have a desire of approval from the leader.
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Expert Power
The leader who has certain expertise or knowledge in a specific area.
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Motivation
The willingness and strength to achieve a target or goal.
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Organisational Structure
It shows how a business is organised and how job tasks are formally divided and who reports to who.
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Matrix Structure
They are project based and built up of representatives from each department.
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Span of Control
The number of people a superior is responsible for.
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Theory X
Assumes that employees are naturally demotivated and dislike working; this encourages an authoritarian style of management.
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Theory Y
Assumes employees are happy to work, are self-motivated, creative and enjoy working with greater responsibility.
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Routine Decisions
Decisions that are taken regularly; and decisions that are expected and managers are prepared for. For Example, ordering stock or doing rotas.
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Non-Routine Decisions
They occur irregularly; may be needed because of some unexpected event. For example, responding to an emergency.
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Tactical Decisions
Decisions made based on short-term factors e.g. reducing prices.
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Strategic Decisions
Often long term implications; decisions are made by senior managers followed by prolonged discussions and analysing data.
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Proactive Decisions
A decision taken in advance of events. Managers at all levels can make proactive decisions.
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Reactive Decisions
A business responds to events rather than trying to shape them.
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Statistical Process Control
Monitoring based on statistics to make sure that production is efficient and meets quality standards.
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Decision Trees
Designed to help managers take decisions. It helps reduce the amount of uncertainty in any decision, giving the manager further confidence in choices they make.
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Critical Path Analysis
A way of planning and breaking down tasks so that a job can be completed in the shortest amount of time.
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Centralised
All important decisions are made at the head office.
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Decentralised
Some of the important decisions are made by managers.
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Other cards in this set

Card 2

Front

The leader of the business is making all the strategic decisions for subordinates.

Back

Autocratic Leader

Card 3

Front

The decision making is shared and the views of a team are valued and contribute to the decisions that are made.

Back

Preview of the back of card 3

Card 4

Front

A dominant figure in the business who controls and protects subordinate staff and in return the staff are expected to be loyal and obedient.

Back

Preview of the back of card 4

Card 5

Front

The leader of the business allows all staff members to take part in the decision making process.

Back

Preview of the back of card 5
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