2.3: Leadership and Management

autocratic management

autocratic management

centralised and autonomous decision-making, without input from others in the organization

democratic management

Management style that actively involves the participation of employees in the decision-making process

functions of management

various roles and responsibilities of managers, i.e., coordinating, commanding, and controlling business operations

intuitive thinking (HL)

quick approach to management based on the manager’s own values, views, and/or gut feelings that are not always quantifiable

Laissez Faire leadership

hands-off approach to leadership by devolving decision-making power to the workforce

leadership

art of inspiring and motivating other people towards achieving a common organizational aim or vision

leadership style

Refers to the way in which managers and leaders provide direction for others

management

art of getting things done through others by setting clear objectives and organising organizational resources

manager

Someone with decision-making authority in an organization and has responsibility for problem-solving in order to achieve specific organizational goals

paternalistic management

involves treating workers as family members, so managers make decisions believed to be in the best interest of the workforce

scientific thinking

long approach to management based on objectivity, facts, and empirical evidence. This approach to management and leadership follows a formal and prescribed procedure

situational leadership

requires leaders to change and adapt their approach in response to different situations and circumstances

SMART Objectives

Peter Drucker’s framework for setting organizational objectives, which must be specific, measurable, achievable, realistic, and timely