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C12 - Management - Coggle Diagram
C12 - Management
Management styles
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Director is appointed member of the board of directors, has responsibility for determining and implementing customer policy
Manager is an individual responsible for making decisions , authority over other employees below them
Supervisors are appointed by management, watch over the work of others
Autocratic leader, is a leader who takes all decisions, give little information, supervise closely, one way communication, demotivates employees, decisions don't benefit from employee input
Democratic leader is participation encouraged, two way communication, full involvement, consultation with working is time consuming, quick decision making is required
Paternalistic Leaders is managers doing what they think is best for the employees, final decision is taken by the managers, workers will be dissatisfied with attempts to consult
Laissez faire is managers delegating completely, broad criteria, worker not appreciating the lack of structure and direction of work, lack of feedback
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Management and Managers
Fayol and Mintzberg
Fayol
Planning: Managers thinking ahead, establishing objectives
Organisation resources to meet objectives: recruited carefully and encourages to take authority, accept accountability
Commanding, directing and motivating employees: guiding, leading and overseeing employees to make sure objectives are met
Coordinating activities: greater need to ensure consistency and coordination between different parts of the organisation
Controlling and measuring performance against targets: establish clear objectives, all groups diversions and individuals
5 Functions of management to facilitate management processes, focus on relationships between employees and managers
Mintzberg
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3 groups: Interpersonal is dealing with and motivating employees, informational is acting as a source, receiver and transmitter of information, decisional is taking decisions and allocating resources to meet objectives
Interpersonal: Figurehead (Symbolic leader), Leader (motivating subordinates), Liaison (Linking with managers and leaders of other division)
Informational: Monitor (collecting data), Disseminator (sending information from external and internal sources), Spokesperson (communicating information about organisation)
Decisional: Entrepreneur (new opportunities), Disturbance handler (changing situation responder), Resource allocator (spending of financial resources), Negotiator (representing in all important negotiations)
Differences is Mintzberg thought that 5 functions was too limiting and closed, thought that it needed to be more open
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