Business Unit 3 Outcome 2

Front 1

Vertical Structure

Back 1

The hierarchy of formal authority and decision-making power within an organisation. This reflects an organisation's chain of command from top management to front-line operations.

Front 2

Divisional Model

Back 2

An organisational structure in which staff are grouped into departments according to similarity of products, services or markets.

Front 3

Functional Model

Back 3

An organisational structure in which staff are grouped into departments according to their function in the organisation.

Front 4

Matrix Model

Back 4

An organisational structure that combines specialisation by function and division.

Front 5

Corporate Culture

Back 5

The shared values and beliefs of the people in an organisation.

Front 6

Official Corporate Culture

Back 6

The set of values and beliefs an organisation is trying to convey to the public.

Front 7

Real Corporate Culture

Back 7

The set of values and beliefs actually prevailing within an organisation.

Front 8

MANAGEMENT ROLE

Planning

Back 8

The process of deciding where a team, department or whole organisation should be heading and how it intends to get there.

Front 9

MANAGEMENT ROLE

Organising

Back 9

The coordination of an organisation's human, physical and financial resources with the aim of achieving its objectives.

Front 10

MANAGEMENT ROLE

Leading

Back 10

The process of influencing staff to do what an organisation, department or team wants done, and to achieve organisational objectives.

Front 11

MANAGEMENT ROLE

Controlling

Back 11

The process of establishing ways to compare actually performance with planned performance.

Front 12

Interpersonal Qualities

Back 12

The attributes that assist a leader in liaising or dealing with people.

Front 13

Informational Qualities

Back 13

Attributes that assist a leader in gathering and communicating information.

Front 14

Decision-Making Qualities

Back 14

Attributes that assist a leader in making choices in order to solve a problem or take up an opportunity.

Front 15

Front-Line Planning/

Short-Term Planning

Back 15

Planning at lower levels of management of the day-to-day activities of an organisation. Detailed level of planning that is often more practical/technical. Up to 1 year.

Front 16

Operational Planning/

Medium-Term Planning

Back 16

Medium-term planning that provides some detail about how the organisation's overall corporate plan will be achieved. 1 - 2 years.

Front 17

Strategic Planning/

Long-Term Planning

Back 17

Planning that focuses on the long-term direction of the organisation. Manage resources and opportunities to achieve long-term objectives. 2 - 5 years.

Front 18

SWOT Analysis

Back 18

A technique that can assist strategic planning by identifying and analysing an organisation's strengths ,weaknesses, opportunities and threats.

Front 19

Policy

Back 19

A written statement of the processes, procedures, rules and regulations that must be observed in a given situation.

Front 20

Procedure

Back 20

Practical ways of putting policy into action. This is more detailed and more routine than policy.

Front 21

MANAGEMENT STYLE

Autocratic

Back 21

Management tells staff what decisions have been made. Decision-making is totally controlled from the top.

Front 22

MANAGEMENT STYLE

Persuasive

Back 22

Management sells the decisions it has made to staff. Management communicates the decisions made thoroughly to staff.

Front 23

MANAGEMENT STYLE

Consultative Style

Back 23

Management consults with staff before making decisions.

Front 24

MANAGEMENT STYLE

Persuasive Style

Back 24

Management joins with staff to make group decisions.

Front 25

MANAGEMENT STYLE

Laissez-Faire

Back 25

A style of management in which staff are not controlled by management and are allowed to make their own objectives. It is unclear who has control.

Front 26

MANAGEMENT STYLE

Situational Approach

Back 26

Making a choice of management style by referring to the elements that are relevant to the situation.

Front 27

MANAGEMENT SKILLS

Communication

Back 27

Creatingand exchanging information between people.

Front 28

MANAGEMENT SKILLS

Negotiation

Back 28

Discussingand bargaining among parties with the objective of reaching an agreement/ resolution.

Front 29

MANAGEMENT SKILLS

Time Management

Back 29

Managing/ completing tasks in the amount of timeavailable.

Front 30

MANAGEMENT SKILLS

Delegation

Back 30

Processof transferring authority and responsibility from a manager to an employee tocarry out specific activities.

Front 31

MANAGEMENT STYLE

Decision-Making

Back 31

Makingchoices among possible courses of action to correct/improve a situation.

Front 32

MANAGEMENT STYLE

Stress Management

Back 32

Theability to manage all levels of stress that develop in employees.

Front 33

MANAGEMENT STYLE

Emotional Intelligence (EQ)

Back 33

Identifying,assessing and managing the emotions of themselves and others.