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Chapter 5+6
Unit 3-Definitions
| Term | Definition |
|---|---|
| Management | The ability to achieve results through people. It involves planning, organising, and controlling the work to be done. It requires the skills of leading, motivating and communicating with people. |
| Managers | The people specifically responsible for achieving the objectives set for the business. |
| Leadership | To the ability to influence other people to go in a particular direction and achieve a particular goal. It involves directing staff, setting a clear example, and delegating work. |
| Corporate culture | The general atmosphere and patterns of behaviour within a workplace. In other words 'the way we do things around here'. |
| Delegation | Giving authority for carrying out task to others. |
| Autocratic leader | Leaders who does not like sharing their authority with workers and prefers to make all the decisions themselves. They take an approach which tells employees to 'do as I say'. |
| Democratic leader | Leaders who are willing to trust their staff, they delegate work and take people's views and opinions into account when decision making. It's the most common style of management and takes an approach which tells employees 'lets discuss this'. |
| Laissez-faire leader | Leaders who give staff goals to aim for and give them the authority to achieve these in the manner they think best. They have considerable trust in their staff. It can also be referred to as a 'spectator' style or 'free reign' approach to leadership. |
| Motivation | The willingness of people to work hard and to contribute their best effort. Managers try to motivate staff to get them to work to the best of their ability. |
| Maslow's Hierarchy of Needs. | A theory of motivation which states that: 1. All people are motivated by needs 2. These needs can be divided into 5 categories +can be arranged in a specific order. 3. Once a need has been satisfied it is no longer a motivator (move up category) |
| McGregor's theory of motivation | Research which showed that managers could be grouped according to their attitude to motivating staff. He categorised mangers as "theory x" managers and "theory y" managers. |
| Theory X managers | Managers who have a negative view that people dislike work and must be forced to do it. They believe employees are lazy and dislike work, have no ambition, dislike change and are only motivated by money. They tend to behave in an autocratic manner. |
| Theory Y managers | Managers who have a positive view that people, when given the right circumstances, can work hard and enjoy it. They also believe employees have ambition if they are encouraged, are open to change if they are consulted and are motivated by more than money. |
Created by:
paulsutton97
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