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Internal Audit Environment > 10. Management and Leadership > Flashcards

10. Management and Leadership Flashcards

0
Q

With respect to leadership and authority, — derives from someone’s position or formal status.

A

Authority

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1
Q

What eight factors within the internal environment can managers manipulate to exercise control?

A 
Strategic and operational OBJECTIVES
Systems and Processes
Technology
Finance
Organisational Structure
People
Culture and the informal organisation
Power
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2
Q

With respect to leadership and authority, — is less formally based a more about the individual, personal qualities, behaviour, interactions, responses to situations, people and management skills.

A

Leadership

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3
Q

What five different sources of power and influence were identified by French and Raven?

A 
Legitimate power
Reward power
Coercive power
Referent power
Expertise power
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4
Q

— power derives from a formal position and the authority that goes with it?

A

Legitimate power

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5
Q

Legitimate power derives from a — position and the authority that goes with it.

A

Formal

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6
Q

— power arises from the ability of the leader to incentivise others by means of rewards?

A

Reward power

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7
Q

— power derives from the leader’s ability to use negative incentives to influence people.

A

Coercive power

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8
Q

— power derives from charismatic qualities in the leader.

A

Referent power

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9
Q

— power derives from being recognised as an authority on a particular subject or skilled in a particular area.

A

Expertise power

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10
Q

Yukl and Falbe identified nine tactics that managers may use to exert their influence. What are they?

A

Rational persuasion
Inspirational appeal
Consultation

Ingratiation
Exchange
Personal appeal

Coalition
Legitimation
Pressure

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11
Q

What are the four dimensions of the ‘Competing Values Framework’ management model?

A

Control versus flexibility
Internal versus external focus
Goal oriented versus person centred
Change versus continuity and consolidation

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12
Q

What are the four ‘models’ highlighted by the competing values framework?

A

Rational goal models
Internal process models
Human relations models
Open systems models

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13
Q

— — models stress control and maximisation of output through mechanistic goal-oriented approaches.

A

Rational goal models

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14
Q

— — models focus on the use of internal processes to coordinate and manage activity effectively.

A

Internal process models

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15
Q

— — models advocate a more people-centred, flexible and decentralised management model.

A

Human relations models

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16
Q

— — models see the organisation as inextricably linked with its environment through systems that draw upon the external context for their inputs

A

Open systems models

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17
Q

— — models of management are in the modernistic and scientific tradition.

A

Rational goal models

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18
Q

With respect to rational goal models of management, who originally developed to idea of ‘scientific management’?

A

Frederick Taylor

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19
Q

What five methods of management did Taylor propose?

A

Place manager in control of planning and organisation
Rely on scientific thinking and prescriptive methods for defining tasks
Use most appropriate person for task
Use training to develop worker
Use financial incentives for ensuring productivity and quality

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20
Q

Name two representative thinkers of the ‘internal process model’ approach to management.

A

Max Weber

Henri Fayol

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21
Q

With respect to internal process models, Max Weber advocated — as being the best approach for ensuring efficiency, discipline, effectiveness and control.

A

Bureaucracy

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22
Q

WRT internal process models, what are the five desirable features of bureaucracy according to Weber?

A

Clear rules and regulations

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23
Q

How many management principles did Henri Fayol develop?

A

Fourteen

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24
Q

The first of Henri Fayol’s management principles is — — —

A

Division of labour

25
Q

The second of Henri Fayol’s management principles is a— and r—

A

Authority and responsibility

26
Q

The third of Henri Fayol’s management principles is d—

A

Discipline

27
Q

The fourth of Henri Fayol’s management principles is u— of c—

A

Unity of command

28
Q

The fifth of Henri Fayol’s management principles is u— of d—

A

Unity of direction

29
Q

The sixth of Henri Fayol’s management principles is s— of personal interest to the general interest.

A

Subordination

30
Q

The seventh of Henri Fayol’s management principles is that r— should be fair and satisfying.

A

Remuneration

31
Q

The eighth of Henri Fayol’s management principles is c— or d— as required

A

Centralisation or decentralisation

32
Q

The ninth of Henri Fayol’s management principles is the s— c—, that is, lines of authority and communication ought to facilitate quick decision making.

A

Scalar chain

33
Q

The tenth of Henri Fayol’s management principles is o—

A

Order

34
Q

The eleventh of Henri Fayol’s management principles is e—, that is, fair and friendly management.

A

Equity

35
Q

The twelfth of Henri Fayol’s management principles is s— of posts and structure.

A

Stability

36
Q

The thirteenth of Henri Fayol’s management principles is i—

A

Initiative

37
Q

The fourteenth of Henri Fayol’s management principles is e— d– c—

A

Esprit de corps

38
Q

Name two people commonly associated with Human Relations models of management

A

Mary Parker Follett

Elton Mayo

39
Q

WRT human relations models, Mary Parker Follett argued that organisations should be built on a— g—

A

autonomous groups

40
Q

According to Mary Parker Follett, c— is important to develop group ownership of outcomes.

A

Conflict

41
Q

According to Mary Parker Follet, leadership may shift depending on what?

A

The situation, and whoever discovers best way of handling it.

42
Q

WRT Human Relations models of management, Elton Mayo highlighted that — needs have a profound effect on motivation, performance and productivity.

A

Social

43
Q

In Open Systems theory of management, the organisation is seen as i— l— to the external environment, drawing on inputs to feed its systems.

A

Intrinsically linked

44
Q

According the open systems models of management, f— is important for the organisation to survive and grow.

A

Feedback

45
Q

Unlike closed systems, open systems have more than…

A

One right way of doing things.

46
Q

List the three main perspectives for considering leadership.

A

Traits
Behaviours
Situations (or Contingency)

47
Q

From the traits perspective of leadership, the central focus is on p— c—

A

Personal characteristics

48
Q

Wrt the traits perspective on leadership, how may attributes of successful leaders did John Gardner identify?

A

Fourteen

49
Q

What are the first seven traits of leadership identified by John Gardner?

A 
Physical vitality
Intelligence
Willingness to accept responsibility
Task competence
Understanding of followers
Skill in dealing with people
Need to achieve
50
Q

What are the second set of seven traits of leadership identified by John Gardner?

A 
Capacity to motivate
Courage and resolution
Capacity to win and hold trust
Capacity to manage, decide, set priorities
Confidence
Ascendence and assertiveness
Adaptability
51
Q

With respect to behaviours models of leadership, what two dimensions of leadership behaviour were identified by the Ohio State University Model?

A

ORGANISING the work of subordinates through task-setting, scheduling and performance management
TAKING CARE OF subordinates by showing a willingness to help, recognition and appreciation

52
Q

Wrt behaviours models of leadership, what are the two axes on Blake and Mouton’s managerial grid?

A

Concern for TASKS

Concern for PEOPLE

53
Q

What are the five leadership styles as represented on Blake and Mouton’s managerial grid?

A

Team style
Produce or perish style
Country club style
Impoverished style

Middle of the road style

54
Q

The team style represents a p— and p— leadership style

A

Participative and proactive

55
Q

The produce or perish style represents a f— and a— style of leadership where performance is the highest concern.

A

Formal and authoritative

56
Q

The country-club style is highly e— centric

A

Employee-centric

57
Q

The impoverished style is h— - o—, relying on things taking care of themselves

A

Hands-off

58
Q

Theory — managers are those that believe human beings inherently dislike work and will do as little as possible, avoiding responsibility.

A

X

59
Q

Theory — managers believe people respond to encouragement, want to succeed, and will seek responsibility.

A

Y

Internal Audit Environment (14 decks)

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