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8 Cards in this Set

  • Front
  • Back

Functional management structure

Advantages-


- Task specialisation


- Resource allocation


- Staff specialisation




Disadvantages-


- Rivalries may form


- Narrow focus


- Lack of flexibility

Divisional management structure

Advantages-


- Increased flexibility


- Development of expertise


Disadvantages-


- Rivalries may form


- Work can be duplicated

Matrix management structure

Advantages-


- Enhanced communication


- Enhanced decision-making


- Cross pollination of ideas




Disadvantages-


- Conflicting instructions


- Cost - meetings


- Time - meetings

Autocratic management style

Advantages-


- Time efficient


- Direct and clear communication


- Suits high risk situations




Disadvantages-


- Subordinates less job satisfaction and motivation


- Subordinates less likely to accept position


- Less content for decision-making

Persuasive management style

Advantages-
- Time efficient
- Suits high risk situations
- Subordinate acceptance of decisions is higher

Disadvantages-

- Limited content for decision-making


- Low subordinate job satisfaction


- Causes division between management and employees

Consultative management style

Advantages-
- Improved content of decision-making
- Subordinate acceptance of decisions is higher
- Higher subordinate motivation/job satisfaction

Disadvantages-

- Time consuming


- Unsuitability of subordinate involvement


- Subordinates may not want to contribute

Participative management style

Advantages-
- Improved content of decision-making
- Subordinate acceptance of decisions is high
- Motivation ad job satisfaction
- Encourages career development

Disadvantages-

- Time consuming


- Unsuitability of subordinate involvement


- Conflict of opinions

Laissez-faire management style

Advantages-


- Improved content of decision-making


- Subordinate acceptance of decisions is high


- Motivation and job satisfaction


- Encourages career development




Disadvantages-


- Time consuming


- Unsuitability of subordinates


- Conflict of opinions


- Unequal contributions