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Flashcards in Managing People Deck (25)
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1
Q

What is management?

A

It’s the process of administering and controlling g a project. It’s the process of planning, decision making, organising, learning, motivating and controlling Human Resources, finances, physical and information resources of an organisation to reach its goals in an efficient and effective manner.

Strategic management is the identification, selection and implementation of an organisations long term goals and objectives.

2
Q

What is project management?

A

It is the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters.

3
Q

Describe different motivational theories

A

Maslow hierarchy of needs: focussed on psychological needs of employees.
Physiological, safety, social, esteem, self actualisation

Herzbergs motivators and hygiene factors:

Job satisfactions: achievement, recognition, the work itself, responsibility, advancement, growth

Dissatisfaction: company policies, supervision, relationships with supervisor, work conditions, salary, status, security.

4
Q

What’s the importance of managing a team?

A
  • reducing conflicts amongst team members
  • improved employee and team relations
  • without good people and teamwork it will be a struggle to succeed at the project
  • ensure goals and deadlines are being met efficiently and effectively
  • keeps the project organised and controlled
  • keeps teams motivated
5
Q

Describe the different management styles.

A

Democratic – Majority rules. Manager let their employees participate in the decision making process because they value their team’s diversity of ideas, and understand that people are the key to a team’s success.
Persuasive – is most effective when used in situations where you know more about the subject matter than the team you are leading. Persuading your team that your ideas are good.
Laisse-faire – Managers monitor their team’s activities, but they’re completely hands off – they expect their team to perform up to a certain level even though they don’t proactively help or check in with their employees.
Visionary – communicates a purpose and direction that her employees believe in, which convinces her team to work hard to execute her vision.

6
Q

What is constructive feedback?

A
  • Providing ideas and views to people to help them improve.
  • Provide positives followed by improvement suggestion and then another positive.
  • Focus on the situation and not the person.
  • Be specific
  • Comment on things that are actionable.
  • Give recommendations
  • Don’t make assumptions.
  • Providing opportunities for improvement.
7
Q

What Human resource legislation are you aware of?

A

Civil rights Act 1964 and 1991 – Made it illegal to discriminate against employees or potential recruits for reasons of race, colour, religion, sex and national origin. It forces employers to follow fairness practices related to hiring, training, pay, benefits and virtually all other activities and responsibilities related to human resource management.

Employment law – protecting workers with general employment issues and civil rights and data protection.

Employment
Consumer rights
H&S
Equality
working time regulations
GDPR
8
Q

What are SMART objectives?

A

Goal setting. Specific, measurable, achievable, relevant, time bound.

9
Q

Describe a time when you have had to motivate a team?

A

Well Gap analysis FP

10
Q

Describe a time when you had to manage a team or situation.

A

End of defects RCPath.

11
Q

How was you handling the continued frustrations of the client?

A

Regular liaison with the client to give trust that we were dealing with the situation.
Being honest with my capabilities and speaking to senior members when needed.
Regular meetings.
Listening and actioning in timely manner.

12
Q

What are the different types of management style?

A
  • Autocratic
  • Democratic
  • laissez-faire
  • persuasive
13
Q
What is:
Autocratic?
Democratic?
Laissez-faire?
Persuasive?
A
  • Autocratic – ‘do as I say’ not considering ideas/suggestions from others. Take control of decision making. Health and safety is an example.
  • Democratic – take feedback from others, open forum, healthy communication, manager listens to others before finalising.
  • Laissez-faire – hands off, allow team to make decisions. Delegate. Can have lack of role awareness and accountability.
  • Persuasive – Manager makes decisions, but map out the benefits to colleagues and employees, doesn’t need colleague input – convince others you are doing the right thing.
14
Q

Why might communication breakdown?

A
  • No clear communication strategy
  • Not following the communication strategy
  • Bigger picture not looked at.
15
Q

What did you do to facilitate a remedy for the breakdown?

A
  • Listened to feedback from both parties.
  • Facilitated a workshop
  • Set out a clear agenda.
  • ‘mediated’ an agreement and clear plan of action, taking into account both parties points.
  • Agreed on a strategy going forwards.
16
Q

How can you measure if a job was successfully managed?

A
  • Can hold interim feedback sessions
  • Hold a feedback session post completion
  • Can review communication, management etc.
17
Q

What is in a communication strategy?

A
  • Can be found in the project execution plan
  • Lines of communication e.g. who needs to be informed, consulted, key party stakeholders.
  • Can be a RACI matrix e.g. Responsible, Accountable, Consulted, Informed
18
Q

What is the role of HR in an organisation?

A
  • Meet training needs of staff
  • Ensuring employee welfare and relations are positive
  • Advise managers on how to tackle challenges
  • Ensure appraisals, training etc are being carried out correctly.
19
Q

What is the climate and culture necessary for a high performing team?

A
  • Set clear expectations/goals – team need to have a clear vision and also know what they are expected to do- what success looks like.
  • Awareness of team’s strengths and weaknesses – clear on individual’s strengths, work to them and look to support on the weaknesses.
  • Show appreciation- provide recognition. This can be feedback or remuneration.
  • Encourage innovation – encourage team to be creative and listen to ideas.
  • COMMUNICATION
20
Q

What is the difference between leadership and management?

A

• Leader provides vision and inspire
• Manager is to set tasks to achieve the vision
- Leaders are change agents, managers maintain the status quo.
- Leaders are unique, managers copy.
- Leaders take risks. managers control risks.
- Leaders are in for the long-haul, managers think short term.
- leaders grow personally, managers rely on existing proven skills.
- leaders build relationships, managers build systems and processes.
- leaders coach, manager direct.
- Leaders create fans, managers have employees.

21
Q

Name the three types of legislation governing human rights, resources and employment.

A

Employment Act 2008
Equality Act 2010
corporate manslaughter and Corporate homicide Act 2007
Working time directive.

22
Q

What are CBRE’s RISE values?

A

Respect: Treat everyone with dignity, value their contribution and help one another succeed.
Integrity - uphold the highest ethical standards in our business practices.
Services - Dedicate ourselves to making a meaningful impact with our clients and in our communities.
Excellence - Aspire to be the best in everything we do and drive for continuous improvement.

23
Q

What does the role of human resources management include?

A
  • Human capital management
  • Knowledge management
  • Resourcing
  • Job analysis
  • Recruitment and selection – tools and methods
  • Retention and succession
  • Performance and reward
  • Talent management
  • Employee relations
  • Career and personnel development
24
Q

What is the decision making process?

A
  • Identify and diagnose the problem
  • Develop alternatives
  • Evaluate alternatives
  • Make and implement decision
  • Evaluate results
25
Q

What is the role of a manager?

A

A manager is responsible for overseeing a team, it is responsible for planning, directing, overseeing the operations and health of the business or project. it is responsible for managing risk and leading the team to meet project goals.