a2 Applied Business

Management: role, responsibilities and skills

Setting Targets, Forecasting, Planning marketing, Estimating, Planning resources, Organising, Monitoring and Evaluating, Reporting

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Key Management skills

Organisational skills, Setting Acheivable Targets, Planning workload, Time management, Creating effective teams, Interpersonal skills

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Understanding organisational structures

Routes of communication, Structure of authority, Roles and titles, Accountable, Responsible

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Levels of hierarchy

Refer to the number of layers of authority within an organisation

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Span of Control

The number of subordinates reporting directly to manager

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Centralisation

Places decision-making powers firmly in the hands of senior personnel (often at head office)

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Decentralisation

Gives decision-making powers to those at lower levels in the organisation and to employees in brand offices and other location

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Pros of decentralisation

Can improve motivation as junior employees are given greater authority, Reduces senior managers’ workload, Better understanding for junior- gain promotion

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Delayering

Is the removal of one or more layers of hierarchy

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Pros of delayering

Improve, competitiveness, Greater responsibilities, Better communication

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Con of delayering

Lost knowledge, Fear of losing their job, Training cost, Heavy workload

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Tall organisation structure

With narrow spans of control, enables managers to keep close control over the activities of their subordinates

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Flat organisation structure

Means the employees are more empowered and take on more work-related decisions themselves.

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Matrix Structures

Fluid one in which teams of employees with appropriate skills are assembled to carry out particular task.

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Pro of Matrix Structures

embodies flexibility, It is temporary, For projects, Enhances communication

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Con of Matrix Structure

Two bosses, Priortise, Expensive

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What do leaders do?

Set objectives and a direction for the business, set standards, recognise skill and make efficent use of human talent

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Autocratic

Little freedom, downwards communication, dependent stass, harsh critics, forceful approach

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Paternalistic

Broadly autocratic, Consult employees, Retain control, delegate minor decisions to subordinates, doesn't encourage creativity

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Democratic

Delegate some decision making power to subordinates, encouragne junior employees to express views, listens to employees, raise morale, takes longer for decison making

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Participative

Highly democractic, leadership style, giving employyes a high degree of control over decision making, slower decison making

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Laissez-faires

Subordinates are highly motivated and supportive, pursuing same objectives, experienced team of employees

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The skill of leadership

Stamina, Intelligence, Judgement, responsibility, understanding of subordinates, capacity to motivate, courage, trustworthiness, decisiveness, self-confidence, flexibility

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Style Verasatility

managers will need trained to help them move away from their natural style of leadership

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distinguishing between power and authority

Traditional (royalty) , charistmatic (people), Rational/legal

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Managers who are perceived to lack authority are likely to experience difficulty in leading and controlling subordinates

Subordinates may: question leader's decison, waste time criticsing, ignore manager's decision

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Sources of power

Coercive power (fear), reward power, expert power, legitmate position power, referent power (admire)

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Motivation means:

low absenteeism, highly productive, more likely to offer ideas, low labour turnover

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Maslows's hierarchy of needs

physiological needs, safety needs, social needs, esteem needs, self actualisation

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Freberick Herzberg's factors that enhance job satisfaction

Achievement, regonition for achievement, work it self, responsibility, growth, advancement

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Frederick Herzberg's factors causes dissatisfaction

company policy, adminstration, supervision, interpersonal relationship, working conditions, salary, status, security

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Douglas McGregor: Theory X managers

Avoids work, wont perform efficiently, motivated by money, avoid responsiblity, not ambitious

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Douglas McGregor’s: Theory Y managers

Work is natural, commited, seek responsibilty, ingenuity and creativity, seek satisfaction from work

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Motivation skilled and unskilled employees

Organising work in teams - social needs. Offering chance of promotion, Enriching jobs

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Motivating manual workers and knowledge-based employees

Extending the range or diversity of tasks, Job enrichment

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Motivating older people

Older people might be financially secure by will fear losing their job and coping with new position

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Motivating younger people

Younger may be more motivated by the opportunities offered at young age

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Motivation and paid and voluntary work

desire to help others, keep active or social needs, recognition of achievements

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Motivation: Flat and matrix organisational structures

Freedom, spread decisions, task oriented

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Motivation: Tall organisational structures

Fiancial rewards, emphasis on status

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decisions are difficult when

Do not have enough information, they lack experience, a decision is needed quickly

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Types of decisions: routine

agreeing staff rotas, appointign new part time, ordering stock, minor changes to layout, reducing prices

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Types of decisions: non routine

responding to emergency, making location decisions

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Types of decisions: Tactical

Based on short term factors

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Types of decisions: Strategic

Based on long term implications

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Types of decisions: Proactive

To shape market developments

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Types of decisions: reactive

Responding to events of the market

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Critical path analysis

illustrating how complex projects can be completed as quickly as possible

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Pros of Critical path analysis

Time efficient, minimise cost, make informed decisions

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Cons of Critial path analysis

External factors may change, information is not accurate, some is too large to be represented on CPA

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Statistical process control

A statistic is created and when a problem is arising the manager is told

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Decision trees

help to reduce the amount of uncertainty of any decisions

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Pros of decision trees

encourage managers to be logical, more useful when making routine decisions

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Cons of decision trees

it is diffficult to get accurate data, external changes

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Get Revising

a2 Applied Business

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