CCP Advanced Level
Leadership and Management flashcards
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Complete Flashcard Reference
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What are Mintzberg's ten managerial roles, in their three groups?
Interpersonal: figurehead, leader, liaison. They come from the manager's formal authority. Informational: monitor, disseminator, spokesperson. They come from the manager's place at the centre of information flows. Decisional: entrepreneur, disturbance handler, resource allocator, negotiator. They depend on the information gathered in the second group.
What are the five levels of Maslow's hierarchy of needs, and what is his central claim?
From the base: physiological, safety, social, esteem, self-actualisation. A largely unmet lower need dominates behaviour, so an employee worried about job security responds poorly to an appeal to achievement until that security is addressed.
When a manager delegates a task, what passes to the subordinate and what does not?
Delegated: the task, the authority to complete it, and the responsibility (the obligation) to perform it. Not delegated: accountability, the ultimate ownership of the outcome. The manager stays answerable for the result.
What are the effects of a narrow and a wide span of control?
Narrow span: close supervision and quick communication, but more managers and more levels, so a tall, costly organisation that is slow for information travelling upward. Wide span: a flat organisation that is cheaper and faster and gives subordinates more autonomy, but risks overloading the manager and leaving staff without direction.
How do feedforward, concurrent and feedback control differ?
Feedforward: acts before the activity by checking inputs, such as inspecting raw materials or vetting a new hire. Concurrent: acts during the activity, by supervising and adjusting as work proceeds. Feedback: acts after the activity by comparing results with standards. The most common, and the least able to prevent loss.
Which environmental analysis tool suits which question: PESTEL, SWOT or Porter's Five Forces?
PESTEL: the broad macro-environment (political, economic, social, technological, environmental, legal). SWOT: internal strengths and weaknesses combined with external opportunities and threats. Five Forces: the competitive intensity of an industry.
What is Simon's bounded rationality, and what is satisficing?
The rational model assumes a decision-maker who knows every alternative and every consequence and picks the best. Bounded rationality recognises limited information, time and ability to process it. So decision-makers satisfice: they search until they find an option that is good enough, then stop.
What is the critical path of a project, and what is float?
The critical path is the longest path through the activity network, and it sets the project's duration. A one-day delay on a critical activity delays the whole project by a day, and crashing critical activities is how to finish sooner. Float is how far a non-critical activity can slip with no effect on the finish date.
What are the elements of the marketing mix, and what is added for services?
The 4Ps: product, price, place (distribution) and promotion. For services, the 7Ps add people, process and physical evidence. The decisions must be consistent: a premium price with discount-store distribution sends signals that cancel out.
What are Lewin's three stages of change, and where do most change programmes fail?
Unfreeze: create readiness by showing the present situation cannot continue. Change: move people to the new ways of working, with support and training. Refreeze: embed the new behaviour in systems, structures and rewards. Most fail at refreezing: the pressure is removed and the organisation returns to what it knew.
What are Katz's three managerial skills, and how does their importance change with level?
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What are the four ideas of Taylor's scientific management, and the main criticism?
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What is the difference between Fayol's unity of command and unity of direction?
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What are the features of Weber's ideal bureaucracy, and what was it meant to achieve?
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What did the Hawthorne studies find, and why did it matter?
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What do the quantitative, systems and contingency schools of management hold?
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What are McGregor's Theory X and Theory Y, and why are they called self-fulfilling?
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How does leadership differ from management?
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What is the difference between power and authority?
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What are the four leadership styles?
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How do Fiedler and Hersey and Blanchard differ on situational leadership?
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What is the difference between transactional and transformational leadership?
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What are the five conflict-resolution modes?
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What does ethical leadership 'setting the tone at the top' mean?
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What are the steps of the planning process, and the three types of plan by time horizon?
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What is the difference between standing plans and single-use plans?
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How does management by objectives work, and what are its weaknesses?
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How do decisions under certainty, risk and uncertainty differ?
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What are the weaknesses of group decisions, and how do the Delphi and nominal group techniques counter them?
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What are the main strength and weakness of functional, divisional, matrix and network structures?
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In what order does the staffing process run?
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What are the trade-offs between internal and external recruitment?
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What are the four steps of the control process?
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What question does each layer of the environment ask: internal, micro and macro?
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What are Porter's Five Forces?
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What is the difference between entrepreneurship and intrapreneurship?
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What is the difference between creativity and innovation?
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What do the letters of SCAMPER stand for?
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What does each form of intellectual property protect: patent, trademark, copyright and trade secret?
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What are the five stages of the project life cycle?
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How do a project's scope, time and cost constraints interact?
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Why does a project need a baseline survey?
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What are the five marketing orientations, in sequence, and the assumption behind each?
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What is marketing myopia?
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What are segmentation, targeting and positioning?
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What are Kotter's eight steps for leading change?
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Which remedy suits which cause of resistance to change?
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What are the levers for strategic change, and the methods of introducing it?
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How should a leadership and management case study be worked through?
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What is the focus of each level of management: top, middle and first-line?
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How does management differ from administration?
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What did Mintzberg find when he watched what managers actually did?
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What attributes and skills mark a good leader?
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Alongside power and authority, what does accountability mean, and does it cover a failure to act?
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What separates the internal environment from the external environment?
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How do programmed and non-programmed decisions differ, and where should senior managers spend their time?
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What are the steps of the decision making process?
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Why is intrapreneurship hard in a large organisation, and what does a programme need to succeed?
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What is the difference between marketing research and marketing intelligence?
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How does incremental change differ from transformational change, and planned change from emergent change?
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How to revise with these cards
- Answer out loud or on paper before you turn the card: recalling is what fixes it.
- Go through the deck in short sessions of ten to fifteen minutes, every day.
- Shuffle once you know the order, so you are not answering from memory of the sequence.
- When a card catches you out, read the chapter it links to, then try the topic in a past paper.