E2 Flash Cards

wightrose
Flashcards by wightrose, updated more than 1 year ago
wightrose
Created by wightrose almost 6 years ago
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Description

CIMA Management level Project & Relationship Management (Conflict) Flashcards on E2 Flash Cards, created by wightrose on 05/20/2015.

Resource summary

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
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