unit 3 aos1 kk7,8,9

management skills (CLIPDD)

C - communication
L - leadership
I - interpersonal
P - planning
D - delegation
D - decision making

communication

Communication is the skill of effectively transferring information from one party to another which is two way communication and the ability to listen to feed back.

communication characteristics

-Communication can be verbal or non verbal

- Managers will communicate both internally and externally

- Two way communication is often important to help a manager gain feedback from employees

leadership

Leadership is the skill of motivating others in order to achieve a business's objectives.

characteristics of leadership

- Objectives give people direction, leading motivates people to work hard towards that direction

- Good leadership leads to improve morale and achievement of objectives

- Good leaders need to: be good communicators, provide support, act as a mentor

interpersonal

is the skill of creating positive interactions with other employees, to foster beneficial professional relationships.

characteristics of interpersonal

- Having good interpersonal skills allows the manager to communicate accurately and honestly yet maintain strong relationships

- Helps build a strong culture where relationships are valued

- Able to motivate and encourage others

planning

Planning is the process of determining a business's objectives and establishing strategies to achieve these aims.

delegation

Delegation is the skill of assigning work tasks, responsibility and authority to other employees who are further down in a business's hierarchical structure.

characteristics of delegation

- Delegating tasks can free up time for the manager

- Helps improve the skills and experience employees

-It can help build trust between the manager and employee which can help build a positive culture

decision making

Decision-making is the ability to make a choice on a course of action from a range of alternatives.

characteristics of decision making

-Decision making can be completed by the manager alone or as part of a group

- Decisions will range from straight forward to complex and managers need to assess the risk associated with each decisions

planning skill for autocratic

- all business decisions are made. by the manager, therefore they are responsible for assigning resources needed otherwise achieve business objectives

decision making skill relationship to autocratic

- a managers centralised control over business decision means that they must be able to select a suitable course of action from a range of plausible options

communication skill relationship to autocratic

- a managers intructions must be clear and concise so unskilled workers can achieve an adequate understanding of their work tasks

- feedback is provided to employees but not recieved by the manager due to one way communication

delegation skill relationship to autocratic

- complex tasks and responsibilities are not often handed down to employees as they are likely to be unskilled. Therefore, a mangers rarely uses delegation

interpersonal skill relationship to autocratic

- managers do not provide reasining for their decision and employees are expected to follow their instructions, reducing the use of a managers interpersonal skills

leadership skills relationship to autocratic

managers are not as concerned with sharing the business's vision with inexperienced workers, who are already expected to carry out instructions, and are more likely to be motivated. by financial incentives rather than personal connection to the business

planning skills relationship to persuasive

- all business decisions are made by the manager,therefore they are responsible for assigning resources that are needed to achieve business objectives

decision making skills relationship to persuasive

- a managers centralised control over business decisions means that they must be able to select a suitable course of action from a range of plausible options

communication skills relationship to persuasive

- a mangers instructions must be clear and concise for employees to adequately understand how to complete their work tasks to an appropriate standard

- feedback is provided to employees but not recieved b the manager due to one way communication

delegation skills relationship to persuasive

- a manger decides which complex tasks can be assigned to employees who possess the necessary skills and knowledge to complete them appropriately

interpersonal skills relationship to persuasive

- managers provide employees with reasoning for the business decisions they make which can foster trust and promote professional workplace relationships

leadership skills relationship to persuasive

- managers are not concerned with sharing the business's vision with inexperienced work, who are already expected to carry out instructions, and more likely to be motivated by financial incentives rather than personal connection to the business.

planning skills relationship to consultative

- all business decisions are made by the manager, therefore they are responsible for assigning the resources for strategies that are needed to achieve business objectives

decision making skill relationship to consultative

- centralised control means that only mangers are responsible for considering all possible decision making options and selecitng the most appropriate direction for the business

communication skill relationship to consultative

- instructions and information given to employees should be clear and concise to ensure they understand how to effciently complete their work tasks

- a manager recives feedback from employees during the collaborative process and should strive to interpret these opinions correctly

delegation skill relationship to consultative

- a manager decides which complex tasks can be assigned to employees wjo possess the necessary skills and knowledge to complete them appropriately

interpersonal skill relationship to consultative

- managers engage with employees to gain insights and ideas, promoting professional workplace relationships and placing value on employee involvement in discussions

leadership skill relationship to consultative

- managers involving employees in discussions can help motivate them to complete their work tasks and understand the vision of the business

planning skill relationship to participative management

-employees are involved in the planning process and help determine the strategies that are used to achieve business objectives

decision making skill relationship to participative management

- decentralised control means that all employees are included in the deicison making process and the manager has reduced responsibility in making business decisions

communication skill relationship to participative management

- managers should facilitate discussion between employees so that work can be coordinated and completed to an appropriate standard

- a manager receives feedback from employees when they share their insights during collaborative processess and managers should strive to interpret their opinions correctly

delegation skill relationship to partcipative management

- employees and managers are both responsible for assigning work tasks to employees who are capable of completing them to a high standard

interpersonal skill relationship to participative management

- a manager must seek to understand how each employee approaches work so that business productivity can be optimised

- failure to form positive professional workplace relationships can result in the business failing to meet objecties

leadership skill relationship to participative management

- managers should dhsare the vision and purpose of the busienss with employees to motivate them to strive towards achiving objectives

- a managers ability to lead by example can influence how well employees work in a group, which can affect the overall effciency and effectiveness of the business

planning skill relationship to laissez faire management

- as employees determine the startegies used for the business to meet its objectives, a manger rarely utilises this skills

deicison making skill relationship to laissez faire management

- as most business decisions are made by employees, who are highly skilled and capable of understanding the many conditions in which the business operates a manager rarely utilises this skill

communication skill relationship to laissez faire management

- managers should facilitate discussion between employees to coordinate work tasks and ensure they are completed to an appropriate standard. This allows business objectives to be achieved in a timely manner.

- A manger recieves feedback from employees when they share their insights during collaborative processess and managers should strive to interpret their opinions correctly

delegation skill relationship to laissez faire management

- managers should assign different tasks to employees based on their level of experience and knowledge

- highly skilled workers may be given authority over large portions of the business and a manager must select a competent employee accordindly.

interpersonal skill relationship to laissez faire management

- a manager must seek to understand how each employee approaches work so that business productivity can be optimised and objectives are met

- however the highly specialised nature of employees may mean that managers lose some contact with them, reducing the quality of the relationships that can be formed

leadership skill relationship to faire management

- managers should share the vision and purpose of the business with employees to motivate them to complete work tasks

- a managers ability to lead by example can influence how well employees work in a group, therefore affecting the overall efficiency and effectiveness of the business

corporate culture

Corporate culture is the shared values and beliefs of a business and its employees.

offical corporate culture

Official corporate culture involves the shared views and values that a business aims to achieve, often outlined in a written format.

example of offical corporate culture

- The mission statement
- Stated values
- Policies

real corprorate culture

Real corporate culture involves the shared values and beliefs that develop organically within a business, and are practised
on a daily basis by its employees.

example of real corporate culture

- Management style
- Dress code
- How employees treat eachother

similarities between offical corporate culture and real corporate culture

- both offical and real culture are concerned with the shared values and beliefs of people in the business

- both offical and real corporate culture aim to change the way employees interact with each other and the business

differences between offical corporate culture and real corporate culture

- offical corporate culture is often written in business docusment, whereas real corporate culture is usually unwritten

- Official corporate culture is institutionalised by formal documents and rules, whereas real corporate culture develops organically in unwritten interactions between employees.

- offical corporate culture includes the ideals of businesses, whereas real corporate culture includes what occurs in actuality

3 strategies that can be implemented to develop a positive corporate culture

- Clear mission and vision statements
- Employee support strategies (social events, flexible work and career development)
- Established policy and procedure documentation, code of conduct.

Clear mission and vision statements

Mission and vision statements outline a business's core values, purpose and long-term goals, providing employees with clear expectations about acceptable behaviour and decision-making. By clearly communicating what the business stands for, employees are more likely to align their actions with these values, leading to shared beliefs and a positive corporate culture .

Example: A business that emphasises innovation and ethical behaviour in its mission statement encourages employees to consistently work to high standards, reinforcing a culture of professionalism and trust.

Employee support strategies (social events, flexible work and career development)

Employee support strategies such as social events, flexible working arrangements and career development opportunities help employees feel valued and supported within the workplace. This improves morale, strengthens workplace relationships and increases employee satisfaction, all of which contribute to the development of a positive corporate culture .

Example: Allowing flexible working hours and hosting regular team-building events can improve work-life balance and teamwork, creating a supportive and cooperative workplace environment.

Established policy and procedure documentation, code of conduct.

Established policies and procedures, such as a code of conduct, help create clear standards for acceptable behaviour within the workplace. By outlining expected ethical practices and professional conduct, employees understand how they are required to behave. This reduces misunderstandings, promotes fairness and accountability, and ensures consistency in decision-making, all of which contribute to the development of a positive corporate culture.

Example: Implementing a clear anti-bullying policy and code of conduct ensures all employees are aware of behavioural expectations. This promotes respect and professionalism, creating a safe and supportive workplace environment.

what management style/s relates to the skill of planning

autocratic
persuasive
consultative

what management style/s relates to the skill of decision-making

autocratic
persuasive
consultative

what management style/s relates to the skill of communication

autocratic
persuasive
consultative

what management style/s relates to the skill of delegation

persuasive
consultative
participative
laissez-faire

what management style/s relates to the skill of interpersonal

consultative
participative
laissez-faire

what management style/s relates to the skill of leadership

consultative
participative
laissez-faire

shareholders/owners but shareholder definition

those that own the business who expect to make a return on their investment (owners are the shareholders of a company)

stakeholders

are individuals,groups or organisations who have a vested interest in the performance and activities of a business

e.g
•Owners
•Managers
•Employees
•Customers
•Suppliers
•General Community

limited liability

if the business goes into bankruptcy the owners assets are not at risk because it is two seperate legal entity

unlimited liability

if the business goes into bankruptcy then the businesses assets are at risk

business

an organisation that produces products to satisfy the needs and wants of consumers

company

an incorporated business having a seperate legal entity (has its own legal rights and personal liability is limited)

business objective

a desired outcome, goals or a specific result a business intends to achieve. It gives the business a direction and pathway to follow as it can implement strategies to achieve these objectives over time

market share

the portion of a market controlled by a product or company. This can reflect off the sales calculated for a period of time. ( is a business's percentage of total sales within an industry.)

competitors

rival businesses in an industry in order to compete and produce better goods and services

effectiveness

the degree to which a business has achieved its stated objectives.

efficiency

is how productively a business uses its resources when producing a good or service.

divendends

regular sums of money paid out to shareholders from a business's profit.

capital gain

Capital gain is an increase in the value of a share, meaning an investor can sell their shares at a higher price than what they originally purchased them for.

vested interest

is a strong reason or connection for involving oneself with a business that can involve personal benefit and gain.

Vested interest, expect employment opportunities business activities that lead to an improvement in the economy, Expect the business to show concern for the environment.

management styles

The behaviour/attitude of a manager when making decisions, motivating, directing staff and when implementing plans to achieve business goals