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34 Cards in this Set

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Vertical Structure

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.

Divisional Model

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

Functional Model

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

Matrix Model

An organisational structure that combines specialisation by function and division.

Corporate Culture

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

Official Corporate Culture

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

Real Corporate Culture

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

MANAGEMENT ROLE


Planning

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

MANAGEMENT ROLE


Organising

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

MANAGEMENT ROLE


Leading

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

MANAGEMENT ROLE


Controlling

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

Interpersonal Qualities

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

Informational Qualities

Attributes that assist a leader in gathering and communicating information.

Decision-Making Qualities

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



Front-Line Planning/


Short-Term Planning

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.

Operational Planning/


Medium-Term Planning

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

Strategic Planning/


Long-Term Planning

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

SWOT Analysis

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

Policy

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

Procedure

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

MANAGEMENT STYLE


Autocratic

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

MANAGEMENT STYLE


Persuasive

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

MANAGEMENT STYLE


Consultative Style

Management consults with staff before making decisions.

MANAGEMENT STYLE


Persuasive Style

Management joins with staff to make group decisions.

MANAGEMENT STYLE


Laissez-Faire

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.



MANAGEMENT STYLE


Situational Approach

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

MANAGEMENT SKILLS


Communication

Creatingand exchanging information between people.

MANAGEMENT SKILLS


Negotiation

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

MANAGEMENT SKILLS


Time Management

Managing/ completing tasks in the amount of timeavailable.

MANAGEMENT SKILLS


Delegation

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

MANAGEMENT STYLE


Decision-Making

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

MANAGEMENT STYLE


Stress Management



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

MANAGEMENT STYLE


Emotional Intelligence (EQ)

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