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AQA Applied Business Unit 12, Managing People

Prezi of Applied Business, AQA Unit 12 exam managing people
by

Chloe Trueman

on 9 May 2013

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Transcript of AQA Applied Business Unit 12, Managing People

Managing People Unit 12 Management:
Roles,
Responsibilities
and Skills The roles and responsibilities of management, include: Planning: A key management role is to look ahead. Planning helps to co-ordinate a businesses activities so that it is moving forward in a focused manner. Planning can entail a broad range of duties. These include:
Setting targets goals and objectives for the future.
Forecasting likely sales, over some future time period.
Planning marketing actions for the future.
Estimating the expected labour requirements of the organisation.
Financial planning

Through planning in this way, managers aim to work
towards strategic objectives and to minimize the
chances of the business failing. Organising: Managers have to bring together a range of resources to meet a business’s objectives. This can entail considerable organisation. A manager would need to:
Ensure that staff are well-trained.
Have enough stock to satisfy customers needs.
Make sure that stock is paid for promptly.
Keep accurate records of sales, employee performance and attendance.
Be aware of customers’ views. Leadership
Styles Organisational
structures Power and Authority Motivation Reporting: Can provide important information that managers can use in decision-making and planning. The reporting function for managers can take a number of forms.
Annual report and accountsOther financial informationMarket researchEmployee performance Monitoring and Evaluating: Monitoring the effectiveness of the business, and evaluating the impact of individual management decisions, is vital if managers are not to repeat mistakes. The skills of
effective management, include: Communication skills: Managers have a range of communication skills to carry out their jobs effectively. They need to be able to articulate their ideas and vision and to convey enthusiasm. Good managers may, at times, need to be able to argue points cogently and to persuade people to their point of view.

However, good managers appreciate that communication is a two– way process, and that listening is an important element of communication. Listening to the views of others can help to test ideas as well as to develop new products and methods of production.

Meeting are the most common form in which managers are required to communicate. It is important for managers to plan for meetings.

Managers also need effective written skills if they are to carry out their jobs effectively. The ability to quickly summariesise key points in the form of a report for others in the business is of real value. Technical Skills: A manager’s specific role within the organisation will determine the need for a particular range of skills. Some technical skills are common to managers throughout a business. Junior and middle managers are likely to need analytical ability and problem solving skills. Conceptual and strategic skills will become more important as managers are promoted and they have to develop medium and long-term strategies for
large parts of the business. Interpersonal skills: Good interpersonal skills are necessary if a manger is to work successfully with other people . If managers lack interpersonal skills, then they are likely to be of limited effectiveness in their role. Managers with effective interpersonal skills can motivate others and can co-ordinate the work of their employees. To do this, managers may need to coach and encourage employees as well as solving disputes and, perhaps more importantly, preventing conflict.
As well as their own staff and direct subordinates,managers have to work with other people too. They interact with customers, more senior mangers, supplies, trade union officials, government offices and the local community. Managers need to be comfortable in the company of
diverse groups, and they need to able to
communicate formally when required and to engage
in informal small talk. Organisation Skills: Managers have to organise people and other resources effectively to be successful. Organisational skills can take a number of forms.

Setting achievable targets
Planning workload
Time management
Creating effective teams Make decisions without asking anyone else.
They tell others what to do.
Employees have high dependency on leader.
De-motivates staff
Some businesses use this type of leader ship when essential decisions need to be made quickly. An example of this type of leadership would be Hitler.
Autocratic leaders: Democratic leaders: Encourage decision making.
Consults and persuades
Listens to others
Workers have ownership.
Helps motivation
Improves sharing of ideas and experiences in business.

Likes to involve workers, they listen to other people and ensure everyone can contribute to decisions. When they do make a decision they persuade others to agree or consult them first to ensure they are happy with it. Useful where creative ideas are important.
Highly motivational as people have control, over what they are doing as long as they complete there tasks in the time set.
Everyone encouraged to do what they think is best to do.
Relies on good team work.

There is a lack of overall direction for what employees have to do, other than being told to complete the work that they are set. Time consuming for decision making.

Literally means to ‘let it be’. Employees are left to do what they want as long as they complete there tasks and duties in time of there set deadline. An example of this is Google's workers. Laissez-faire leaders: Paternalistic leaders: Leaders like a father figure.
May consult with others.
Makes decisions.
Believes that staff need support.
Tries to do what is best for staff.
Believes that staff need direction.
Cares for staff.

Is broadly autocratic, but paternalistic leaders take the interests of the workforce into account when making decisions. Participative leaders: Highly democratic leadership style.
Give employees high degree of control over decision making and their working lives.
Involves the leader including one or more employees in the decision making process (determining what to do and how to do it).However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.
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