10. Management and Leadership Flashcards
With respect to leadership and authority, — derives from someone’s position or formal status.
Authority
What eight factors within the internal environment can managers manipulate to exercise control?
Strategic and operational OBJECTIVES Systems and Processes Technology Finance Organisational Structure People Culture and the informal organisation Power
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.
Leadership
What five different sources of power and influence were identified by French and Raven?
Legitimate power Reward power Coercive power Referent power Expertise power
— power derives from a formal position and the authority that goes with it?
Legitimate power
Legitimate power derives from a — position and the authority that goes with it.
Formal
— power arises from the ability of the leader to incentivise others by means of rewards?
Reward power
— power derives from the leader’s ability to use negative incentives to influence people.
Coercive power
— power derives from charismatic qualities in the leader.
Referent power
— power derives from being recognised as an authority on a particular subject or skilled in a particular area.
Expertise power
Yukl and Falbe identified nine tactics that managers may use to exert their influence. What are they?
Rational persuasion
Inspirational appeal
Consultation
Ingratiation
Exchange
Personal appeal
Coalition
Legitimation
Pressure
What are the four dimensions of the ‘Competing Values Framework’ management model?
Control versus flexibility
Internal versus external focus
Goal oriented versus person centred
Change versus continuity and consolidation
What are the four ‘models’ highlighted by the competing values framework?
Rational goal models
Internal process models
Human relations models
Open systems models
— — models stress control and maximisation of output through mechanistic goal-oriented approaches.
Rational goal models
— — models focus on the use of internal processes to coordinate and manage activity effectively.
Internal process models
— — models advocate a more people-centred, flexible and decentralised management model.
Human relations models
— — models see the organisation as inextricably linked with its environment through systems that draw upon the external context for their inputs
Open systems models
— — models of management are in the modernistic and scientific tradition.
Rational goal models
With respect to rational goal models of management, who originally developed to idea of ‘scientific management’?
Frederick Taylor
What five methods of management did Taylor propose?
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
Name two representative thinkers of the ‘internal process model’ approach to management.
Max Weber
Henri Fayol
With respect to internal process models, Max Weber advocated — as being the best approach for ensuring efficiency, discipline, effectiveness and control.
Bureaucracy
WRT internal process models, what are the five desirable features of bureaucracy according to Weber?
Clear rules and regulations
How many management principles did Henri Fayol develop?
Fourteen
The first of Henri Fayol’s management principles is — — —
Division of labour
The second of Henri Fayol’s management principles is a— and r—
Authority and responsibility
The third of Henri Fayol’s management principles is d—
Discipline
The fourth of Henri Fayol’s management principles is u— of c—
Unity of command
The fifth of Henri Fayol’s management principles is u— of d—
Unity of direction
The sixth of Henri Fayol’s management principles is s— of personal interest to the general interest.
Subordination
The seventh of Henri Fayol’s management principles is that r— should be fair and satisfying.
Remuneration
The eighth of Henri Fayol’s management principles is c— or d— as required
Centralisation or decentralisation
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.
Scalar chain
The tenth of Henri Fayol’s management principles is o—
Order
The eleventh of Henri Fayol’s management principles is e—, that is, fair and friendly management.
Equity
The twelfth of Henri Fayol’s management principles is s— of posts and structure.
Stability
The thirteenth of Henri Fayol’s management principles is i—
Initiative
The fourteenth of Henri Fayol’s management principles is e— d– c—
Esprit de corps
Name two people commonly associated with Human Relations models of management
Mary Parker Follett
Elton Mayo
WRT human relations models, Mary Parker Follett argued that organisations should be built on a— g—
autonomous groups
According to Mary Parker Follett, c— is important to develop group ownership of outcomes.
Conflict
According to Mary Parker Follet, leadership may shift depending on what?
The situation, and whoever discovers best way of handling it.
WRT Human Relations models of management, Elton Mayo highlighted that — needs have a profound effect on motivation, performance and productivity.
Social
In Open Systems theory of management, the organisation is seen as i— l— to the external environment, drawing on inputs to feed its systems.
Intrinsically linked
According the open systems models of management, f— is important for the organisation to survive and grow.
Feedback
Unlike closed systems, open systems have more than…
One right way of doing things.
List the three main perspectives for considering leadership.
Traits
Behaviours
Situations (or Contingency)
From the traits perspective of leadership, the central focus is on p— c—
Personal characteristics
Wrt the traits perspective on leadership, how may attributes of successful leaders did John Gardner identify?
Fourteen
What are the first seven traits of leadership identified by John Gardner?
Physical vitality Intelligence Willingness to accept responsibility Task competence Understanding of followers Skill in dealing with people Need to achieve
What are the second set of seven traits of leadership identified by John Gardner?
Capacity to motivate Courage and resolution Capacity to win and hold trust Capacity to manage, decide, set priorities Confidence Ascendence and assertiveness Adaptability
With respect to behaviours models of leadership, what two dimensions of leadership behaviour were identified by the Ohio State University Model?
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
Wrt behaviours models of leadership, what are the two axes on Blake and Mouton’s managerial grid?
Concern for TASKS
Concern for PEOPLE
What are the five leadership styles as represented on Blake and Mouton’s managerial grid?
Team style
Produce or perish style
Country club style
Impoverished style
Middle of the road style
The team style represents a p— and p— leadership style
Participative and proactive
The produce or perish style represents a f— and a— style of leadership where performance is the highest concern.
Formal and authoritative
The country-club style is highly e— centric
Employee-centric
The impoverished style is h— - o—, relying on things taking care of themselves
Hands-off
Theory — managers are those that believe human beings inherently dislike work and will do as little as possible, avoiding responsibility.
X
Theory — managers believe people respond to encouragement, want to succeed, and will seek responsibility.
Y
