Principles of Management
Exam Revision Slides:
,A1 Slides: Situational and contingency: Functional and action centred:
Situational is a theory which states that In any situation where a group of
as the business environment changes, individuals are trying to achieve the
Management by objectives: managers behave differently/their same goal, one of them will emerge as
behaviour changes with it. Contingency a leader to the others.
Managers set and pass objectives that leadership is where there are already
will help the organisation achieve its procedures and standard protocols to
business goals. These are delegated to According to John Adair (1979), action
prevent or resolve problems. Paul centred management has three core
subordinates below the managers, but Hersey created the situational
managers may also set objectives for responsibilities: (keeping focused on 3
leadership model and the contingency key areas)
themselves. These objectives need to leadership model was devised by Fred
be SMART and be re-established Fiedler. • Achieving the task
frequently. “Challenging yet achievable • Managing the team
objectives” - Peter Drucker • Managing
individuals
The Action centred model is an
example of functional leadership.
Definitions of
Management and
The concept of leadership
Transformational and transactional: Leadership: continuum for management
behaviour:
Transformational approach is where the
bigger picture is considered and a more Leadership continuum is a concept
strategic view to achieve goals. This originally defined by Robert
involves investing time and effect in the Tannenbaum and Richard Schmidt
short-term to achieve long-term goals. (1958, updated in 1973).
Whereas transactional approaches Their theory suggests an imaginary line
Autocratic Democratic along which various styles of
include is concerned with achieving the
goal quickly and with little disruptions to management/leadership can be placed
Tells Sells Consults/invites Joins to help explain how behaviours
normal working processes. Typically a influence the decisions made.
short-term goal. Autocratic on the left and
Democratic/Laissez-Faire on the right.
,A2 Slides:
Planning: Organising: Coordinating:
Managers need to implement strategic Managers need to organise certain This involves working well with others.
objectives which can only be carried out tasks and events to certain individuals A manager needs to be well
through a plan. to achieve a goal. coordinated so that they can effectively
communicate with
Managers need to check the work can subordinates/co-workers.
be completed with pre-determined
boundaries.
Functions of
Monitoring:
Management:
Managers need to monitor their
subordinates and plans so that their
effectiveness can be measured and
Controlling: changes can be made. This is also
crucial for achieving objectives within
A manager needs to control their specified time frames.
subordinates effectively to make sure
that they are getting work done and to a
high standard.
Delegating:
Every manager will assign tasks to
other employees, this will help them to
achieve a certain goal. To ‘delegate’
means to ‘give’ or ‘pass down’.
,A2 Slides:
Inspiring: Energising: Influencing stakeholders:
Leaders will inspire other employees to This is very similar to inspiring. Leaders A stakeholder is anyone who is effected
do well. This increases their motivation will focus more on motivating other by or is interested in any decision made
and productivity and will help them to employees and focus more on by a particular business. Different
achieve their assigned tasks. guidance. stakeholders will have different levels of
influence on business decisions.
Functions of Determining best path to achieve
success:
Leadership:
Leaders will almost always strive for
long-term success. This means that
Envisioning: they will take a more transformational
leadership approach.
A leader envisions the goals and future
of the organisation, they appreciate the
past of the organisation and
inspire/imagine future possibilities with
others.
,A3 Slides:
Definition: Vision, Mission and Influence of business culture on Policies and procedures:
Values: management practices:
This is the quality of policies and
These statements form the foundation Leadership and management styles are procedures followed by a business, do
for all activities in a business. fully shaped off of the businesses they meet the bare
culture. Different business cultures will minimum/requirement or do they go
The vision statement is where/what the obviously require different management beyond?
business will become in the future/what and leadership styles/procedures to
they strive to achieve. ensure effectiveness.
The mission statement is how the
business differentiates itself from other
businesses.
The value statement is the set of
standards in the business such as
diversity or common beliefs.
Business Structure of the workforce and how
people work:
Culture:
Typically in organisations, employees
will be grouped into different functional
Management styles: departments based on their duties. This
allows them to be managed more
Is there a more democratic approach or effectively.
top down approach?
How does the nature of the business
(industry and operations) effect the type
of leadership/management style.
,B1 Slides: Democratic:
This style is where a manager
Paternalistic:
delegates more responsibility and This is similar to the autocratic style
Autocratic: authority to other employees. This where decisions are still made by
makes the employees more involved managers at the top of the organisation,
This is where all decisions are made by with decision making as they have a but before doing so they consult other
the managers/people at the very top of bigger influence. It involves consulting employees to get their opinions. There
the organisation and other employees and communicating and leaders taking is still less delegation then the
views and opinions have no influence in into account the views and opinions of democratic style but more than the
the decision making as they are not the workforce before implementing new autocratic style. Employees will feel
involved in it. Communication in this systems. This can improve motivation more comfortable and valued as they
style is top-down where it flows from of employees, however it can cause believe the decisions made are in their
senior management to low slow decision making. best interests, however the leader may
subordinates (one-way). The main not listen to their opinions or disregard
benefit is that it provides a clear them and it will be more of an autocratic
direction for the business, however it style. Potentially longer decision
may get too dictatorial. making as the leader has to consult
employees.
Management and
Leadership
Laissez-Faire:
Transactional:
styles:
Also known as the ‘leave it alone’ style,
This style focuses on supervision and
this style includes managers setting
rather than control. Objectives will be
objectives for employees and those
assigned and tasks will be organised,
employees have the responsibility of
employees carry out these tasks for
making their own decisions to achieve
rewards. The obvious disadvantage is
those objectives. There is a high
that its difficult to find a reward that
delegation of power. Employees who
motivates and benefits all employees.
succeed in working independently will
Employees are pressured to complete
be benefited the most, leading to higher
tasks through the fear of punishments.
productivity. However this style is
criticised as it has poor role definition
for managers. Decision making may
lack the intended direction of the
company.
,B1 Slides:
Transformational: Charismatic:
This style focuses on trust rather than Charismatic leadership is where the
control. Employees are empowered and leader is inspirational and motivates
motivated through investments and their employees to do well which leads
training. Employees are made aware of to higher engagement. As this style is
the long term aims of the business. about persuading employees to do well
However a disadvantage is that they or do certain tasks, it may lead to
may become too focused on the long manipulation and narcissism.
term goals and miss opportunities.
Management and
Leadership
styles:
,B1 Slides:
Advantages and Disadvantages of Management and Leadership styles:
Pros of Autocratic Pros of Democratic Pros of Paternalistic Pros of Laissez-Faire
● Decisions can be made ● Employees feel more valued, ● Manager involves employees ● Used when employees are
quickly engaged and motivated in decision making, more knowledgeable than the
● Removes pressure from ● Decisions might be more ● Meets employees needs leader so it is effective in
inexperienced employees effective ● Employees are more satisfied specialist industries
● Focused targets and motivated ● Lots of delegation, which
● Decisions made will directly encourages creativity
correspond and work towards
the businesses goals
Cons of Autocratic Cons of Democratic Cons of Paternalistic Cons of Laissez-Faire
● Can be too controlling, ● Slow decision making ● Slow decision making ● Lack of role awareness and
● Often leads to ● Is ineffective if employees are ● Manager might not consider ● Low accountability
micromanagement inexperienced employees viewpoints ● Poor involvement
● No trust
,B1 Slides:
Advantages and Disadvantages of Management and Leadership styles:
Pros of Transactional Pros of Transformational Pros of Charismatic
● Focuses on supervision and ● Focuses on trust and ● Leader is inspirational and
trust rather than control and empowerment motivates employees to do
authority ● Employees are more well which increases
● Employees are rewarded engaged and skills are engagement
which can increase improved ● Employees feel more
motivation and productivity ● Lower labour turnover connected with the manager
which lowers labour turnover
rates
Cons of Transactional Cons of Transformational Cons of Charismatic
● Hard to find ● Can lead to employee ● By persuading employees to
incentives/rewards that will burnout do tasks, this style can lead
motivate and benefit all ● Can be too focused on long to manipulation and
employees term goals and miss narcissism
opportunities
, B2 Slides: Motivating:
Managers need to motivate their
Decision making:
employees and teams otherwise the
Setting objectives: work might not get done or will be
Managers need to have strong decision
completed to a low standard. Managers
An objective is a short-term goal that is making skills as poor decision making
with this skill will clearly communicate
sought out in order to achieve long-term will lead to demotivation and low
the duties and tasks to employees,
aims. These are SMART. This skill is productivity which harms the success of
encourage them when completing the
important as it gives employees a clear the business. Managers need to be well
tasks and praising them when the task
understanding of what to do. informed and need to be able to think
is complete. Managers will create
critically and analytically to come up
opportunities to learn if the employee is
with the best solutions to the current
unsuccessful at completing the task.
problem. They will consider the pros
and cons of their proposed decision,
possibly using SWOT analysis.
Management and Leading by example:
Leadership skills: Leading by example means managers
go above and beyond what is expected
of them to act as an advocate for the
Team building:
business. This means that they are
acting as a role model for their
This includes interpersonal skills. This
employees to encourage them to
is an important skill because it enables
improve.
employees to learn from each other and
improve communication and allow the
leader to convey the goals of the team
and individual roles.
Exam Revision Slides:
,A1 Slides: Situational and contingency: Functional and action centred:
Situational is a theory which states that In any situation where a group of
as the business environment changes, individuals are trying to achieve the
Management by objectives: managers behave differently/their same goal, one of them will emerge as
behaviour changes with it. Contingency a leader to the others.
Managers set and pass objectives that leadership is where there are already
will help the organisation achieve its procedures and standard protocols to
business goals. These are delegated to According to John Adair (1979), action
prevent or resolve problems. Paul centred management has three core
subordinates below the managers, but Hersey created the situational
managers may also set objectives for responsibilities: (keeping focused on 3
leadership model and the contingency key areas)
themselves. These objectives need to leadership model was devised by Fred
be SMART and be re-established Fiedler. • Achieving the task
frequently. “Challenging yet achievable • Managing the team
objectives” - Peter Drucker • Managing
individuals
The Action centred model is an
example of functional leadership.
Definitions of
Management and
The concept of leadership
Transformational and transactional: Leadership: continuum for management
behaviour:
Transformational approach is where the
bigger picture is considered and a more Leadership continuum is a concept
strategic view to achieve goals. This originally defined by Robert
involves investing time and effect in the Tannenbaum and Richard Schmidt
short-term to achieve long-term goals. (1958, updated in 1973).
Whereas transactional approaches Their theory suggests an imaginary line
Autocratic Democratic along which various styles of
include is concerned with achieving the
goal quickly and with little disruptions to management/leadership can be placed
Tells Sells Consults/invites Joins to help explain how behaviours
normal working processes. Typically a influence the decisions made.
short-term goal. Autocratic on the left and
Democratic/Laissez-Faire on the right.
,A2 Slides:
Planning: Organising: Coordinating:
Managers need to implement strategic Managers need to organise certain This involves working well with others.
objectives which can only be carried out tasks and events to certain individuals A manager needs to be well
through a plan. to achieve a goal. coordinated so that they can effectively
communicate with
Managers need to check the work can subordinates/co-workers.
be completed with pre-determined
boundaries.
Functions of
Monitoring:
Management:
Managers need to monitor their
subordinates and plans so that their
effectiveness can be measured and
Controlling: changes can be made. This is also
crucial for achieving objectives within
A manager needs to control their specified time frames.
subordinates effectively to make sure
that they are getting work done and to a
high standard.
Delegating:
Every manager will assign tasks to
other employees, this will help them to
achieve a certain goal. To ‘delegate’
means to ‘give’ or ‘pass down’.
,A2 Slides:
Inspiring: Energising: Influencing stakeholders:
Leaders will inspire other employees to This is very similar to inspiring. Leaders A stakeholder is anyone who is effected
do well. This increases their motivation will focus more on motivating other by or is interested in any decision made
and productivity and will help them to employees and focus more on by a particular business. Different
achieve their assigned tasks. guidance. stakeholders will have different levels of
influence on business decisions.
Functions of Determining best path to achieve
success:
Leadership:
Leaders will almost always strive for
long-term success. This means that
Envisioning: they will take a more transformational
leadership approach.
A leader envisions the goals and future
of the organisation, they appreciate the
past of the organisation and
inspire/imagine future possibilities with
others.
,A3 Slides:
Definition: Vision, Mission and Influence of business culture on Policies and procedures:
Values: management practices:
This is the quality of policies and
These statements form the foundation Leadership and management styles are procedures followed by a business, do
for all activities in a business. fully shaped off of the businesses they meet the bare
culture. Different business cultures will minimum/requirement or do they go
The vision statement is where/what the obviously require different management beyond?
business will become in the future/what and leadership styles/procedures to
they strive to achieve. ensure effectiveness.
The mission statement is how the
business differentiates itself from other
businesses.
The value statement is the set of
standards in the business such as
diversity or common beliefs.
Business Structure of the workforce and how
people work:
Culture:
Typically in organisations, employees
will be grouped into different functional
Management styles: departments based on their duties. This
allows them to be managed more
Is there a more democratic approach or effectively.
top down approach?
How does the nature of the business
(industry and operations) effect the type
of leadership/management style.
,B1 Slides: Democratic:
This style is where a manager
Paternalistic:
delegates more responsibility and This is similar to the autocratic style
Autocratic: authority to other employees. This where decisions are still made by
makes the employees more involved managers at the top of the organisation,
This is where all decisions are made by with decision making as they have a but before doing so they consult other
the managers/people at the very top of bigger influence. It involves consulting employees to get their opinions. There
the organisation and other employees and communicating and leaders taking is still less delegation then the
views and opinions have no influence in into account the views and opinions of democratic style but more than the
the decision making as they are not the workforce before implementing new autocratic style. Employees will feel
involved in it. Communication in this systems. This can improve motivation more comfortable and valued as they
style is top-down where it flows from of employees, however it can cause believe the decisions made are in their
senior management to low slow decision making. best interests, however the leader may
subordinates (one-way). The main not listen to their opinions or disregard
benefit is that it provides a clear them and it will be more of an autocratic
direction for the business, however it style. Potentially longer decision
may get too dictatorial. making as the leader has to consult
employees.
Management and
Leadership
Laissez-Faire:
Transactional:
styles:
Also known as the ‘leave it alone’ style,
This style focuses on supervision and
this style includes managers setting
rather than control. Objectives will be
objectives for employees and those
assigned and tasks will be organised,
employees have the responsibility of
employees carry out these tasks for
making their own decisions to achieve
rewards. The obvious disadvantage is
those objectives. There is a high
that its difficult to find a reward that
delegation of power. Employees who
motivates and benefits all employees.
succeed in working independently will
Employees are pressured to complete
be benefited the most, leading to higher
tasks through the fear of punishments.
productivity. However this style is
criticised as it has poor role definition
for managers. Decision making may
lack the intended direction of the
company.
,B1 Slides:
Transformational: Charismatic:
This style focuses on trust rather than Charismatic leadership is where the
control. Employees are empowered and leader is inspirational and motivates
motivated through investments and their employees to do well which leads
training. Employees are made aware of to higher engagement. As this style is
the long term aims of the business. about persuading employees to do well
However a disadvantage is that they or do certain tasks, it may lead to
may become too focused on the long manipulation and narcissism.
term goals and miss opportunities.
Management and
Leadership
styles:
,B1 Slides:
Advantages and Disadvantages of Management and Leadership styles:
Pros of Autocratic Pros of Democratic Pros of Paternalistic Pros of Laissez-Faire
● Decisions can be made ● Employees feel more valued, ● Manager involves employees ● Used when employees are
quickly engaged and motivated in decision making, more knowledgeable than the
● Removes pressure from ● Decisions might be more ● Meets employees needs leader so it is effective in
inexperienced employees effective ● Employees are more satisfied specialist industries
● Focused targets and motivated ● Lots of delegation, which
● Decisions made will directly encourages creativity
correspond and work towards
the businesses goals
Cons of Autocratic Cons of Democratic Cons of Paternalistic Cons of Laissez-Faire
● Can be too controlling, ● Slow decision making ● Slow decision making ● Lack of role awareness and
● Often leads to ● Is ineffective if employees are ● Manager might not consider ● Low accountability
micromanagement inexperienced employees viewpoints ● Poor involvement
● No trust
,B1 Slides:
Advantages and Disadvantages of Management and Leadership styles:
Pros of Transactional Pros of Transformational Pros of Charismatic
● Focuses on supervision and ● Focuses on trust and ● Leader is inspirational and
trust rather than control and empowerment motivates employees to do
authority ● Employees are more well which increases
● Employees are rewarded engaged and skills are engagement
which can increase improved ● Employees feel more
motivation and productivity ● Lower labour turnover connected with the manager
which lowers labour turnover
rates
Cons of Transactional Cons of Transformational Cons of Charismatic
● Hard to find ● Can lead to employee ● By persuading employees to
incentives/rewards that will burnout do tasks, this style can lead
motivate and benefit all ● Can be too focused on long to manipulation and
employees term goals and miss narcissism
opportunities
, B2 Slides: Motivating:
Managers need to motivate their
Decision making:
employees and teams otherwise the
Setting objectives: work might not get done or will be
Managers need to have strong decision
completed to a low standard. Managers
An objective is a short-term goal that is making skills as poor decision making
with this skill will clearly communicate
sought out in order to achieve long-term will lead to demotivation and low
the duties and tasks to employees,
aims. These are SMART. This skill is productivity which harms the success of
encourage them when completing the
important as it gives employees a clear the business. Managers need to be well
tasks and praising them when the task
understanding of what to do. informed and need to be able to think
is complete. Managers will create
critically and analytically to come up
opportunities to learn if the employee is
with the best solutions to the current
unsuccessful at completing the task.
problem. They will consider the pros
and cons of their proposed decision,
possibly using SWOT analysis.
Management and Leading by example:
Leadership skills: Leading by example means managers
go above and beyond what is expected
of them to act as an advocate for the
Team building:
business. This means that they are
acting as a role model for their
This includes interpersonal skills. This
employees to encourage them to
is an important skill because it enables
improve.
employees to learn from each other and
improve communication and allow the
leader to convey the goals of the team
and individual roles.
