Year 13 BTEC Business - Unit 6: Management and Leadership

Vocabulary terms and definitions from the Year 13 BTEC Business Unit 6 curriculum covering management concepts, leadership styles, and human resources.

Delegation

Giving employees tasks based on their potential and aptitude to fulfil said task.

Situational & Contingency

A leader or manager will change their personality depending on the situation.

Functional and action-centered

Three core responsibilities that leaders/managers live by: achievement of task, managing the team, managing the individuals.

Transformational

Bigger picture and focuses on developing the employee(s) as a person.

Transactional

Short-term and focuses on achieving the desired results; the leader sets goals and closely tracks employees progress.

Leadership Continuum

A scale/line in which leadership styles can be determined in terms of their level of free-reign or autocracy.

Monitoring

Keeping track of the progress made by your employees towards their delegated task.

Planning

Strategies and steps on how you're going to achieve your goal.

Organizing

Gathering the resources and creating the necessary events to achieve the goal.

Coordinating

Working together to fulfil a task / the other functions of management.

Controlling

Taking charge of all actions and employees within the business.

Inspiring

Innovating and providing food for thought for the employees to then come up with unique concepts.

Energising

Another form of inspiration that entails giving the workers motivation.

Influencing Stakeholders

Creating a certain impression for stakeholders so that they take more interest in your business.

Envisioning

Long-term thoughts of consequence (negative or positive) in response to your actions and looking to the future to influence outcomes.

Route to achieve success

What steps are necessary to achieve your aim.

Business Culture

The way in which things are done in a company in terms of their social and office environment.

Autocracy

The manager/leader has complete control and the employees don't have a say; the leader does not ask employees for their ideas.

Democracy

The leader/manager still makes the decisions but takes input from the employees.

Paternalistic

A familial structure and environment in which the leader/manager is the parental figure or head of the large family.

Laissez-faire

A ‘hands-off’ style management where employees are completely free-reign and can do as they wish within reason.

Charismatic

When a leader pushes boundaries and engages with employees using their personalities and charm to motivate them.

Human Resources (HR)

A department – sometimes outsourced – that focuses on the wellbeing and productivity of its employees.

Labour Market Analysis

An evaluation of the supply and demand of certain skills needed or possibly needed in the future.

Sustainability

The ability to function with sufficient resources for long periods of time without draining your financial resources.

Market Intelligence

Factual information based on evaluations and analyses of multiple sets of data.

Labour Turnover

The percentage of employees that leave their jobs within a one-year period.

Aptitude

The natural ability to perform adequately at a task.

Core Workers

Full-time staff that work more hours.

Peripheral Workers

Part-time staff that work less hours and tend to be used for shift replacements.

Contingency

Having a plan B.

Functional

Structuring the organisation by department.

Coordination

Collaborating to complete of a task.

Influencing

Persuading stakeholders to agree with your approach to keep everyone satisfied.

Vision

Having a clear idea of where you want for the future.

Policies

Frameworks set in place to guide the running of an organisation.

Styles

The differing approaches people take to management.

Structure

The way the staff are organized in hierarchies.

Consulting

Giving or getting professional advice.

Motivating

Inspiring workers to get the best out of them.

Emotional Intelligenc e

Understanding the emotional wants and needs of your staff in different situations.

Managing Conflict

Ability to understand behaviour of staff and be able to resolve issues between them.

Forecasting

Prediction and planning for certain aspects.

Labour

Refers to the workforce.

Globalisation

Refers to the impact on globalisaton on HR.

Sources

Where we can get the required information from.