13504496
Descripción
Fichas por Katie Shellard, actualizado hace más de 1 año
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Creado por Katie Shellard
hace más de 6 años
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| Pregunta | Respuesta |
| What are Fayol's FIVE functions? | * Planning * Organising * Commanding * Coordinating * Controlling |
| What are Mintzberg (1970s) behaviours? What is 'Management as a role'? | * INTERPERSONAL figurehead, leader, liaison officer * INFORMATION roles monitor, disseminator, spokesperson * DECISION roles Entrepreneur, disturbance, resource, negotiator |
| Douglas McGregor (1960s) theories of X and Y managers? | X - people dislike work. Traditional management approach Y - work is central to life. Modern management approach |
| What are Tannenbaum and Shmidt's continuum of mgt-leadership styles? | 'Continuum of management-leadership styles' Stage 1 - Tell Stage 2 - Sell Stage 3 - Consult Stage 4 - Join Stage 5 - Delegate |
| What are 'visions' and 'values' | Vision - clear idea about co's strategy Values - code of practice of prof organisation, ombudsman scheme, RICS blue book |
| Core functions of management are - PLANNING | Developing the vision, what you want to achieve and how to get there SMART objectives - Specific, measurable, achievable, relevant, time related |
| Core functions of management are - ORGANISING | Resources = People + Finance + Time required Decide what resources needed to implement plans. Then implement. |
| Core functions of management are - MONITORING & CONTROLLING | Quantitative or qualitative eg profitability figures, KPIs Recording and reporting |
| Mintzberg's 'management as a role' | |
| Fayol's 14 Principles of Management | |
| Characteristics of effective teams include...? | - common goals - individual roles/accountabilities - high standards - complementary talents - communication, review regularly - support and trust - creative - praise - Team more important than individual |
| Dr Meredith Belbin's (male) roles adopted by effective teams x 9 are ? | - Plant. Creative problem solver - Coordinator. Focus on job in hand - Monitor/evaluator. Impartial judge - Implementor. Practical - Completer finisher. Quality Resource investigator. Networker - Shaper. Motivator - Teamworker. Unites team - Specialist |
| Bruce Tuckman - five key stages of forming teams? | - Forming - Storming - Norming - Performing - Adjourning |
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Tuckman Okpalad (image/png)
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Bruce Tuckman - 5 stages of team forming |
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Maslow's Hierarchy of Need - theory of motivation: Physiological Safety Love Esteem Self-actualisation |
| Ways of motivating a team? | - give it a name - develop a logo!?! - meet regularly - Train as a team - Praise individuals - Reward - communicate inside/outside team |
| Communication process is (message made...) and what are the problems? | - Message made. Garbled, mixed message - Message sent. Powerpoint - Message rec'd. Perception, attention |
| What are the purposes of meetings (x 5) | - Consult - Inform - Persuade - Discuss - Agree |
| How to delegate - 10 steps | 1 Decide what to delegate 2 Define objectives, targets, standards 3 Choose team member 4 Present task, check understanding 5 Listen to feedback 6 Offer help, training, resources 7 Encourage 8 Establish deadlines and monitor 9 Tell team members 10 Recognise and reward |
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Belbin's roles |
| Maslow's hierarchy of need | |
| Define diary management? | Diary management = Tasks + Time |
| Tips for effective diary management x 10? | - Plan for the week ahead - Don't underestimate time - allow extra - Space for unexpected things - Don't get distracted by emails - Rearrange diary during day - Keep notepad to update diary - Don't rely on 1 diary (rubbish!) - Backup diary - Account for other's completing task |
| Prioritising - 4 levels of priority | A - Important and urgent. Must do B - Important, not urgent. Should do C - Not important or urgent. Could do D - Delegate Then prioritise with a number |
| Problems for managers of unauthorised absence are? | - Sick pay costs - Finding replacement employees - Impact on customer service - Impact on team morale - Getting it wrong. Employment tribunal |
| Key steps in tackling absence are? | - Report in procedure - Return to work interview - Sickness policy - Disability absence policy Long-term sickness policy - Trigger points control policy |
| Other ways to control absence? | - Specialist industry advice - Health professionals - Flexible working arrangements - Health initiatives - Survey to find out why - Attendance bonuses - Private medical insurance - Restricting company sick pay - Create attendance standards |
| Assessing disaster risk calculation? Risk Business Impact Analysis RBIA | Scale of 1-5 Impact x probability = actual risk |
| What should be included in a business continuity plan? | - Intro, why necessary - Emergency and contingency planning - Recovery plan - Appendix Backup systems - comms, energy, location IT, equipment, documents, personnel, finance & insurance |
| Results of not keeping premises secure? | - Uninsured losses - increased insurance costs - Security costs - Downtime - loss of customers and reputation - loss of staff |
| How do you calculate the level of security risk? | Consequence x Probability = Level of risk Take into account steps taken to avoid |
| Issues to consider with controlling security risk - exteriors? | Visibility, e.g. CCTV Durability Materials- fire proof Stability |
| Issues to consider with controlling security risk - Premises access? | Windows - grilles or shatterproof glass Doors - BS standards Alarms Lighting - entrances & at night Operational matters - key holders |
| Issues to consider with controlling security risk - Interior access | Valuables locked away Interior rooms secure Minding the office Visitor book |
| Dealing with anger/threats in the office - Plan A | - Acknowledge problem - Listen carefully - get details - How do they want to deal with it?/ obtain outcomes - Agree to take action - ID action Get customer's agreement - Follow up |
| Dealing with anger/threats in the office - Plan B | - Sorry not satisfied - Be helpful, how to proceed - Assertively ask them to leave - Business under surveillance - Call police - Press panic button |
| SIMPLE precautions from Suzy Lamplugh trust? | S - stay alert I - Invest in an alarm M - make sure to avoid danger spots P - plan ahead L - Listen to instincts E - Ensure precautions wherever |
| LOCOST method for dealing with angry phone calls? | L - listen O - Offer sympathy C - clarify O - Obtain OUTCOMES S - Sort it T - Thank |
| Customer service entails...? | - being courteous - being helpful - listening to customers - dealing with complaints - keeping promises - being enthusiastic - being open - communicating - measuring customer performance |
| Public relations tools frequently used..? | - Brochures, reports, handouts - Presentations, DVDs - Speeches and presentations at events - Corporate ID materials - Sponsorship of events - Charity work |
| Major forms of advertising...? | - Newspapers & magazines - to let boards - Leaflets, posters - Mailshorts, newsletters, leaflets by mail - TV radio - Internet Email and text |
| Legislation covering work equipment is? | Provision and use of work equipment regulations (PUWER) 1998 |
| Layout of office? | - access and walking routes - areas, eg. reception, desks - dumping - storage - 3D - size eg large desks - planning diagram |
| IT security includes protection against...? | - Unauthorised access to data internally or externally - Misuse of personal data (Data protection) - Misc. IT threats, eg. copyright, piracy, bullying |
| What should the IT policy contain? | - Overall policy statement, aims - Individual policy objectives; data protected from unath. access, confidentiality, legal requirements, business continuity, employee training |
| Areas of IT risk are..? | - Unauthorised access - Misuse of personal data - Poor hw/sw management - Misc risk, eg offensive material, libel |
| Software controls to limit system vulnerability? | User names & password Content control and admin File access control Encryption AV/spam/malware Spam control Firewalls |
| What is 'sensitive personal data? | Relates to racial, ethnic origin, TV,, Sex life, medical, political, religion, criminal |
| What makes 'fair and lawful' processing of personal data? | - Data subject has given consent - Processing needed for contract - Needed for legal obligation e.g. tax - To protect subject's interests - In public interest, eg detect crime - necessary for data controllers interests |
| What are the rights of data subjects? | - Right of access - Prevent processing causing distress - Prevent direct marketing - Compensation for damage/distress - Right to accuracy |
| Hardware and software maintenance considerations? | - Hw/Sw able to perform? - Licences up to date? - Security programs working? - P/w maintenance? - Website/social media protected? Backup systems robust? - Regularly maintained - Staff trained |
| Who invented 'management as a role' in the 1970s? | Mintzberg's 'management as a role' 1970s |
| Who invented - 5 stages of team forming? | Bruce Tuckman |
| Who invented 'roles adopted by effective teams'? | Dr Meredith Belbin |
| Who invented the 5 Functions? Management as a function | Henri Fayol early 20th century |
| Who invented theory x and theory y managers? | Douglas McGregor 1960s |
| Who invented the 'continuum of management-leadership' in 1957? | Tannenbaum and Schmidt 1957 |
| What are the 4 core functions of management? | 1 Planning 2 Organising 3 Monitoring 4 Control |
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