1. Unit 3
Chapters 5 and 6

2. Management
Management is the process of setting objectives and the ability to achieve results through people. An objective is a goal or target to be achieved. Management is a process involving the achievement of goals by working with and through people.

3. Characteristics Decisiveness Self motivation Achievement Self belief
Hard working
Time management

4. Management in action Home – planning and organising a holiday
School – organising teachers and students timetable
Community – planning a local disco in the GAA
Business – controlling finances
Government – leading a government department

5. Management vs Enterprise
Manager
Runs the business
Not much risk, only his job
Ensures entrepreneurs ideas are carried out
Long term activities, day to day running
E.g. Michael O’Leary
Entrepreneur
Sets up the business
Takes all the risk
Comes up with the idea
Short term activities with a long term goal
E.g. Tony Ryan

6. Skills
Leadership
Motivation
Communication

7. Leadership
The ability to influence and direct people to follow a particular path an achieve particular goals through setting a positive example and motivating workers through delegation and responsibility.

8. Types of Leadership – Autocratic
Likes control.
Makes all the decisions and doesn’t consult employees.
Uses fear to motivate.
Benefits
Time saved
Things are all done the same way
Problems
Opinions left out
Overload of work on manager
No motivation
High staff turnover

9. Democratic Delegates tasks Brainstorms with employees
Trusts employees with their own ideas
Benefits
Best ideas available
Motivation
Intrapreneurship
High staff morale
Problems
Takes too long to make decision
Poor decisions could be made from trying to accommodate too many opinions

10. Laissez Faire
Manager doesn’t interfere with how employees do their work.
Gives goals and leaves it entirely up to them,
Delegates a lot as he trusts his employees.
Uses reasoned arguments to get them to co‐operate
Benefits
High intrapreneurship
Manager has free time
Employees enjoy working
Problems
Problems go unnoticed
Lack of clarity
Employees may make bad decisions

11. Delegation Important part of leadership.
Giving employees an important task to carry out and giving him all the responsibility of that task.
Manager has more time to deal with important things and employee feels like an important part of the workforce.
E.g. asking the HR manager to completely take care of the interview process as the manager hasn’t got the time to

12. Motivation
Involves the manager energising employees and providing them with incentives so that they will work harder for the business.
Manager ants employees to work towards achieving the goals of the company and their own personal goals.
Motivated workers:
Work hard
Improve skills
Enjoy work
Produce excellent results

13. Maslow's Hierarchy of Needs

14. This states that:
Everything we do is done to satisfy one of these 5 needs.
We are motivated by a lot more then just money.
When one need is satisfied, we move on to the one above it on the pyramid

15. Self Actualisation - Need to reach full potential
Self Actualisation - Need to reach full potential. More challenging work.
Esteem - need for respect and self respect. Praise or promotions.
Social - friendship and love. Staff parties.
Safety - need for feel safe and secure. Employment contract.
Physiological - essential human needs. Pay, canteen.

16. McGregor’s theory x and theory y
Believes employees don’t like work, are all lazy and prefer to be told what to do (takes a pessimistic view).
Motivates by the hard approach (threats and punishments) and the soft approach (promise of more money).
He does not delegate to employees.
Employees resent being treated like this, become un-­co-­ operative and will try to get most money for least work.

17. Theory Y:
Believes employees enjoy work and want more responsibility.
Motivates by offering promotions and titles. He praises employees for good work.
He delegates to employees.
This results in happy, co-­operative employees who work hard.