Unit 6A Glossary
BTEC Level 3 Business Studies. Unit 6: Principles of Management
Attributes of leadership - inspiring, empowering, energising, influencing stakeholders, envisioning, determining the best route to success
Behavioural theories - An approach to human resource management that considers the individual behaviours of people at work.
Business culture - The norms, values, and beliefs that are held by staff in a particular business
Contingency theories - The view that different leadership styles are best suited to different situations
Controlling - Being aware of the activities of staff and who is underperforming and ensuring that they complete their part of the team responsibilities to ensure overall objectives are met.
Coordinating - Getting different functions of an organisation to work together to achieve common goals.
Delegating - giving managers and employees the power to run things and make decisions
Determining best route to success - The role of a leader to understanding the roles and activities that are required to achieve goals.
Empowering - A leadership trait which gives someone power and confidence
Energising - A leadership trait which brings positivity and enjoyment to their team.
Envisioning - A leadership trait that shows a good awareness of the strengths of the organisation and its teams and can set realistic and achievable future goals that will drive the organisation forward.
Factors that influence culture - Vision, mission, traditions, policies and procedures, equality, diversity and inclusion, leadership and management styles and recruitment.
Fayol - He set out five key skills that good managers perform on a daily basis to get the most out of their teams. These are planning, organising, coordinating, commanding and controlling.
Functions of management - Planning, organising, controlling, co-ordinating and commanding
Handy - He identified four types of organisational culture power, task, person and role
Hofstede - He identified 6 dimensions to an organisational culture; power distance index, individualism v collectivism, masculinity v femininity, uncertainty avoidance, long term v short term and indulgence v restraint.
Influencing stakeholders - A leadership communication trait which gains support of different groups of people affected by the business actions
Inspiring - A leadership quality where staff are encouraged to want to do something Johnson and
Scholes - They identified 6 categories of assumption made within an organisational culture; routines, stories, symbols, power structures, organisational structures and control systems
Leadership - The act of inspiring individuals and groups to achieve significant goals
Leadership continuum for management behaviour - A scale used to analyse leadership by how leader or subordinate centred their style is
Leadership traits - Behaviors and attitudes of leaders that help them achieve organisational goals
Management - Organising and supervising the work of others so that their tasks be accomplished quickly and effectively
Managerial Grid Model - A theory that managers have two behaviours, concern for the task and concern for people's wellbeing.
Monitoring - Observing the activities of subordinates so that feedback can be given Organising - Arranging staff, physical and financial resources in a way that most effectively achieves the team goals.
Planning - Setting goals for the future and deciding on the most appropriate course of action in order for those goals to be achieved.
Role theory - the way in which people perceive their own role and the role of others. At work this relates to how work and responsibility is split amongst employees and managers.
Schein - He identified 3 levels of organisational culture, basic assumptions. espoused values and artifacts
Situational theory - The view that a leader should be able to adapt their leadership style depending on the context
Taylor - He believed that people intrinsically avoid work and are only motivated by pay.
Traits and qualities - Characteristics of a person
Transactional leadership theory - A leadership style that embraces rules, procedures and short-term targets
Transformational leadership theory - Where leaders work with their teams to identify the changes needed and create visions for those changes
