Internal Operating Environment Of A Business

Front 1

management styles

Back 1

refers to the behaviour and attitude of the manager reflected through structure, decision making, etc.

Front 2

autocratic management style

Back 2

is one where manager tells staff what decisions are made.

Front 3

persuasive management style

Back 3

is one where the manager attempts to sell decisions made

Front 4

consultative management style

Back 4

is one where the manager consults employees before making decisions

Front 5

participative management style

Back 5

is one where the manager unites with staff to make decisions together

Front 6

laissez-faire management style

Back 6

is one where the employees assume total responsibility for and control of, workplace operations

Front 7

contingency management style/theory

Back 7

it stresses the need for flexibility and the adaption of management styles to suit the situation.

effected by factors such as

-the manager and their personality

-the staff and their personality

-internal and external constraints such as resources and time

-the situation itself.

Front 8

communication

Back 8

involves the ability to transfer information from a sender to a receiver and to listen for feedback

Front 9

delegation

Back 9

is the transfer of authority and responsibility from a manager to an employee to carry out specific activities.

Front 10

negotiation

Back 10

a skill that involves the ability to resolve a dispute or to produce a satisfactory agreement on a course of action

Front 11

team/group dynamics

Back 11

are the interactions within individuals within teams or groups

Front 12

problem solving

Back 12

is a broad set of activities involved in searching for, identifying and then implementing a course of action to correct an unworkable situation

Front 13

technical skills

Back 13

involve the ability to perform tasks in a specialised field,