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| Question | Answer |
| Why are managers needed? | OBJECTIVES - set and achieved CORPORATE VALUES - sustained KEY STAKEHOLDERS - satisfied |
| FAYOL's School of Management | PLANNING ORGANISING COMMANDING CO-ORDINATING CONTROLLING |
| MINTZBERG: roles of the manager | INTERPERSONAL hiring, firing, training, liaising INFORMATIONAL networking, disseminating, spokesperson DECISIONAL initiates, negotiates, allocates resources |
| FRENCH & RAVEN SOURCES OF POWER | COERCIVE - impose sanctions RESOURCE - control rewards and info LEGITIMATE - status EXPERT - acknowledged expertise REFERENT - qualities of individual NEGATIVE - prevent or disrupt |
| POWER V AUTHORITY | POWER - THE ABILITY TO ACT V AUTHORITY - THE RIGHT TO ACT |
| TRANSACTIONAL LEADERS v TRANSFORMATION LEADERS | EXCHANGE REWARDS IN RETURN FOR SERVICE, LOYALTY AND COMPLIANCE V IMPACT AND MOTIVATE OTHERS |
| McGREGOR THEORY X v THEORY Y | Theory X People dislike work and must be coerced into doing it Theory Y Work is as natural as rest and play and can be satisfying |
| LIKERT'S FOUR MANAGEMENT SYSTEMS | EXPLOITATIVE AUTHORITATIVE BENEVOLENT AUTHORITATIVE CONSULTATIVE * PARTICIPATIVE* * USED BY NATURALLY EFFECTIVE MANAGER |
| ASHRIDGE MANAGEMENT COLLEGE MODEL | TELLS SELLS CONSULTS JOINS |
| BLAKE & MOUTON MANAGERIAL GRID CONCERN FOR PEOPLE V CONCERN FOR TASK | COUNTRY CLUB TEAM MIDDLE ROAD IMPOVERISHED TASK |
| HERSHEY & BLANCHARD SITUATIONAL LEADERSHIP | HIGH READINESS - DELEGATE HIGH/MED READINESS - PARTICIPATIVE LOW/MED READINGESS -SELLS LOW-READINESS - TELLS |
| CULTURE McKINSEY 7S | STRUCTURE STRATEGY SYSTEMS ** SHARED VALUES ** SKILLS STYLE STAFF |
| HARRISON ORGANISATIONAL THEOLOGIES | POWER CULTURE (ZEUS) ROLE CULTURE (APOLLO) TASK CULTURE (ATHENA) PERSON CULTURE (DIONYSUS) |
| MILES AND SNOW STRATEGIC CULTURES | DEFENDERS (risk averse) PROSPECTORS (pursue opportunity) ANALYSERS (balance risk & profit) REACTORS (no strategy, hand to mouth) |
| DEAL & KENNEDY CULTURE TYPES | BET YOUR COMPANY (oil) HARD 'MACHO' (advertising) PROCESS (banks) WORK HARD/PLAY HARD (IT/sales) |
| HOFSTEDE MODEL NATIONAL CULTURES | POWER DISTANCE UNCERTAINTY AVOIDANCE INDIVIDUALISM (or team?) MASCULINITY (status, possessions) |
| BARRIERS TO COMMUNICATION | DISTORTION / OMISSION UNCLEAR LANGUAGE / JARGON VERBAL / NON-VERBAL CONTRADICTION MISTRUST / CONFLICT EMOTIONS OVERLOAD BLOCK OUT UNWELCOME MESSAGE |
| EFFECTIVE LISTENING | BE PREPARED TO LISTEN ACTIVE LISTENING PATIENCE OPEN MIND CONCENTRATE FEEDBACK: ASK/CONFIRM USE NON-VERBAL CUES |
| NEGOTIATION | PREPARATION (data gathering) OPENING BARGAINING CLOSING |
| CONSTRUCTIVE CONFLICT | DIFFERENT SOLUTIONS TO PROBLEMS CLARIFIES POWER STRUCTURES PROMOTES TESTING OF IDEAS RELEASES HOSTILE FEELINGS FOCUSSES ATTENTION ON INDIVIDUAL CONTRIBUTIONS |
| DESTRUCTIVE CONFLICT | DISTRACTS ATTENTION FROM MISSION POLARISES OPINION ENCOURAGES POLITICAL BEHAVIOUR CAN DESTROY THE GROUP CAN LEAD TO ZERO-SUM CONCLUSION |
| CONFLICT VERTICAL v HORIZONTAL | VERTICAL: BETWEEN HIERARCHICAL LEVELS (work allocation, promotion, recognition, rewards) * Fertile ground for trade unions HORIZONTAL: BETWEEN INDIVUALS AND GROUPS AT THE SAME BROAD LEVEL |
| HORIZONTAL CONFLICT | DIFFERENCES IN GOALS PERSONAL DIFFERENCES TASK INTERDEPENDENCE SCARCITY OF RESOURCES POWER STRUCTURES UNCERTAINTY REWARD SYSTEMS |
| CONFLICT MANAGEMENT | COMPETITIVE (domination) COLLABORATIVE (integration) COMPROMISE AVOIDANT (neglect) ACCOMMODATIVE (appeasement) |
| INDUSTRIAL RELATIONS | COLLECTIVE BARGAINING WORKS COUNCILS SUPERVISORY BOARDS AVOIDANCE STRATEGIES HR MANAGEMENT STRATEGIES |
| OUCHI 3 TYPES OF CONTROL | MARKET CONTROL BUREAUCRATIC CONTROL CULTURAL OR CLAN CONTROL |
| ANTHONY 3 LEVELS OF CONTROL | STRATEGIC TACTICAL OPERATIONAL |
| EFFECTIVE CONTROL SYSTEMS | ACCEPTABILITY ACCESSABILITY ADAPTABILITY ACTION ORIENTATION APPROPRIATENESS AFFORDABILITY |
| ROLE OF FINANCE FUNCTION | ALLOCATION AND USE OF RESOURCES REPORTING RESULTS ANALYSING PERFORMANCE EVALUATING INVESTMENTS |
| FINANCE FUNCTION MEASURES OF SUCCESS | PROVISION Of RELEVANT, RELIABLE INFO FLEXIBILITY SPEED OF REPORTING EFFICIENCY BALANCED SCORECARD |
| ETHICS CIMA'S FUNDAMENTAL PRINCIPLES | PROFESSIONAL BEHAVIOUR INTEGRITY CONFIDENTIALITY COMPETENCE & DUE CARE OBJECTIVITY |
| CORPORATE GOVERNANCE | CHAIR AND CEO SEPARATE PEOPLE 50/50 BALANCE EXECUTIVE AND NEDS REMUNERATION COMMITTEE AUDIT COMMITTEE NOMINATION COMMITTEE |
| TYPES OF CHANGE | ADAPTATION EVOLUTION RECONSTRUCTION REVOLUTION |
| STYLES OF CHANGE MANAGEMENT | EDUCATION & COMMUNICATION COLLBORATION & PARTICIPATION INTERVENTION (CHANGE AGENT) DIRECTION COERCION / EDICT |
| KOTTER & SCHLESINGER OVERCOMING RESISTANCE TO CHANGE | EDUCATION & COMMUNICATION PARTICIPATION & INVOLVEMENT FACILITATION & SUPPORT NEGOTIATION & AGREEMENT MANIPULATION & CO-OPERATION COERCION, IMPLICIT & EXPLICIT |
| PROJECT CHARACTERISTICS | A DEFINED BEGINNING AND END RESOURCES ALLOCATED SPECIFICALLY FOLLOW PLAN TO CLEAR END RESULT CUT ACROSS ORGANISATIONAL LINES OFTEN UNIQUE OR SELDOM DONE |
| PROJECT MANAGEMENT | INTEGRATION OF ALL ASPECTS OF A PROJECT ENSURING THAT THE PROPER KNOWLEDGE AND RESOURCES ARE AVAILABLE WHEN & WHERE NEEDED, AND TO ENSURE THE EXPECTED OUTCOME IS PRODUCED IN A TIMELY COST-EFFECTIVE MANNER |
| PROJECT MANAGEMENT PROCESS AREAS | INITIATING PLANNING EXECUTING CONTROLLING CLOSING |
| FEASIBILITY STUDIES | TECHNICAL SOCIAL FINANCIAL ENVIRONMENTAL |
| PRINCE2 COMPONENTS | BUSINESS CASE PLAN CONTROLS RISK QUALITY CHANGE CONTROL CONFIG MANAGEMENT ORGANISATION |
| PRINCE 2 PROCESSES | DIRECTING STARTING UP INITIATING PLANNING CONTROLLING MANAGING STAGE BOUNDARIES MANAGING PRODUCT DELIVERY CLOSING A PROJECT |
| PROJECT MANAGEMENT THE 4D MODEL | DEFINE DESIGN DELIVER DEVELOP |
| RISK MANAGEMENT 5 STAGES | IDENTIFY AND RECORD IN RISK REGISTER ASSESS RISKS AND RECORD ASSESSMENT PLAN AND RECORD RISK STRATEGIES CARRY OUT RISK MANAGEMENT REVIEW AND MONITOR SUCCESS |
| DEALING WITH RISK (TARA) | TRANSFER (insure?) AVOID (remove factors) REDUCE (risk or consequences) ACCEPT (and cope with consequences) |
| PROJECT MANAGER | PROJECT PLANNING & SCHEDULING COMMUNICATION & TEAMBUILDING MONITORING & CONTROL PROBLEM & CONFLICT RESOLUTION QUALITY CONTROL |
| TEAM DEVELOPMENT | FORMING STORMING NORMING PERFORMING |
| TEAM ROLES | CO-ORDINATOR SHAPER PLANT MONITOR-EVALUATOR RESOURCE-INVESTIGATOR IMPLEMENTER TEAM WORKER COMPLETER SPECILAIST |