Terms SWOT Analysis: Strengths e.g. What do you do better than the competition Weaknesses e.g. what could do with improvement Opportunities e.g. what trends could lead to increased sales? Threats e.g. what competitors organisation? SMART: Specific What is the objective? Measurable What standards must be set? Achievable Is the objective feasible? Result Oriented/Relevant Is the objective relevant? Timely Is the objective traceable? Management Stages: Set future objectives and map out Planning activities necessary to achieve those objectives, and to be effective, the objectives of individuals, teams, and management should be coordinated to support the firm's mission Organising Determine how the firm's resources are arranged and coordinated to perform tasks to achieve desired goals Leading Energise people to contribute their best individually and in cooperation with other people Controlling Measure performance, compare to objectives, implement necessary changes, and monitor progress Definition Framework for identifying and analysing the internal and external factors that can have an impact on a project, product, place, or person are the advantages have over your
Fiedler's contingency model Span of control The number of subordinates who report directly to a manager Transactional leadership leadership based on an exchange process, in which followers are rewarded for good performance and punished for poor performance Transformational leadership leadership that, enabled by a leader's vision and inspiration, exerts significant influence Charismatic leadership the behavioural tendencies and personal characteristics of the leader that create an exceptionally strong relationship between them and their followers Contingency Logical patterns managers devise and apply similar response to common types of problems Environmental scanning Gathering, analysing, and dispensing information for tactical or strategic purposes interpreting environmental factors Goals An organisation's desired future state A blueprint for attaining goals Plan Management by Objectives (MBO) Set goals, Develop action plan, Review process if does not work go back to step 2, Appraise overall performance Single Use Plans Plans that cover unique, one time only event Standing Plans Plans used repeatedly to handle frequently recurring events Group performance is dependent upon the interaction between leadership style and situational favourableness
Decentralisation Referent Power Power given to an individual due to respect and/or desire to be that individual Coercive Power Using orders to make someone do something, the capacity to punish or withhold positive outcomes as a means of influencing other people Legitimate Power Power derived through one's position, such as police officer or elected official Morals Fundamental values of right and wrong Ethics Motivation based on ideas of right and wrong Feedforward Control Control process - anticipates problems before they arise Concurrent Control Control process - Deal with problems as they arise Feedback Control Control process - Gathering information about performance deficiencies after they occur Theory X Workers are basically lazy, error prone, motivated by money, and should be directed from above Theory Y Workers given challenge and freedom are motivated to achieve self-esteem and to demonstrate their competence and creativity Hertzberg Theory Degree to which decision making authority is given to lower levels in an organisation's hierarchy Hygiene Factors: Salaries,