2.3 - Leadership And Managment

Question 1

What is management

Answer 1

Management in organizations, is made up of people that made sure tasks are accomplished. People are who make sure “things are done”.
There are different levels of management , from a CEO to an HR manager.

Question 2

What did henri fayol do

Answer 2

Henri Fayol (1916) outlined 5 mayor functions in management, that are used to this day

Question 3

What are henri fayols 5 major functions of management

Answer 3

• planning
• controlling
• coordination
• organisation
• commanding

Question 4

Why is planning important

Answer 4

Planning – Managers MUST plan. Setting objectives, strategies, etc. that will have implication on the organization.

Question 5

Why is organisation important

Answer 5

Organizing – Managers need to make sure the organization had enough resources to achieve its objectives. This requires, careful organization.

Question 6

Why is commanding important

Answer 6

Commanding – Managers need to make sure individuals know what they have to do and make sure they receive the appropriate instructions.

Question 7

Why is coordinating important

Answer 7

Coordinating – Managers must bring together the various resources to achieve objectives. They need to coordinate that various activities making sure each activity is done.

Question 8

Why is controlling important

Answer 8

Controlling – Managers control, they have the power to do it. They also have the power to expand or reduce the scale of operations if required.

Question 9

Compare a manager and a leader

Answer 9

• A Manager is focussed on getting tasks accomplished in a timely manner rather than leading people. A Manager is responsible for overseen the work of a group, monitor their progress and ensure its put to effect.
• A leader has a more “emotional” role , since a good leader inspires people to follow him/her voluntarily. A leader spends a lot of time and energy building relationships

Question 10

What are the attributes of a manger

Answer 10

➢Instructs and coordinates people
➢Helps subordinates to solve problems
➢Brings his/her expertise to bear
➢Has authority in the organization
➢Make the organization function, not challenge it

Question 11

What are the attributes of a leader

Answer 11

➢Motivates and inspires with their example
➢They often rely on “instinct”
➢They have a “vision”, that is followed by others
➢They challenge the organization, since they might not agree on how it functions.

Question 12

What are the 5 styles of leadership

Answer 12

Autocratic
Paternalistic
Democratic
Laissez-faire
Situational

Question 13

What are the 4 attributes influencing leadership styles

Answer 13

➢The subordinates (skills, education, motivation)
➢The decision (urgent, important, consequential)
➢The leader (character, experience, expectations)
➢The environment (creative, repressive, democratic)

Question 14

What is a autocratic

Answer 14

This style refers to when a leader dictates policies and procedures, decides what goals are to be achieved, and directs and controls all activities without any meaningful participation by the subordinates. Basically, one person controls all the decisions and takes very little inputs from other group members.

Question 15

What are the attributes of an autocratic

Answer 15

➢Hold on to as much power and decision-making as they possibly can
➢They do not consult employees before making a decision
➢Their orders should be obeyed, and employees should welcome this structured environment and the rewards they receive.
➢This style is used mainly with “unskilled workers”, not trusted and their ideas not valued. (i.e., Military)
➢This type of leadership will work in and organization that need to make urgent decisions and focusses on results.
➢It is beneficial since the authority is clear and decisions are made quickly.
➢It won’t work in cases of “skilled and educated workers”

Question 16

What is a paternalistic

Answer 16

➢A paternalistic leadership style shares some of the characteristics of the Autocratic leader but the main difference is that the Paternalistic leader sees employees as a “family”
➢They have great concern for their employees, and they provide them with a sense of “safety”
➢A paternalistic leadership style shares some of the characteristics of the Autocratic leader but the main difference is that the Paternalistic leader sees employees as a “family”
➢They have great concern for their employees, and they provide them with a sense of “safety”

Question 17

What is a democratic

Answer 17

A democratic leader involves employees in making decisions and informs them about the effect it might have on them.

Question 18

What are the characteristics of a democratic

Answer 18

➢The democratic leader consults the employees constantly, and in practice this is difficult since the last decision is made by the leader.
➢The results of this type of leadership can be positive since the employees feel like they have “voice” and their opinion matters.
➢It is likely to be most effective with “skilled and educated workers” than can bring input to the organizations
➢However, it might not always work since it will slow down decision making and can be costly

Question 19

What is laissez faire

Answer 19

A “Laissez-faire” leadership means to “leave alone”, giving the employees considerable freedom on how they do they work.

Question 20

What are the characteristics of laissez faire

Answer 20

➢Employees can set their own goals, make their own decisions and solve their problems.

➢This management style is appropriate when employees can be trusted and have the skills an education to do so (i.e., Lectures, researchers and professors in a University or doctor practitioners’ consultancy)
➢The benefit of this type of leadership is that individuals are allowed to be creative and innovative. However, the individuals’ interest may diverge from the organization.
➢Since there is very little guidance from the leader, the employee should be very disciplined and confident.

Question 21

What is a situational leader

Answer 21

➢Different situations require different styles of leaderships. This is determined by the type of workers (skilled or unskilled).
➢The nature of the situation will determine the style of leader. For example, in an emergency situation the leader might shift from Democratic to Autocratic. Or in a situation that does not have any consequence on the organization but on the morale of the employees, the autocratic leader might turn Democratic.
➢The benefit of Situational leadership is that leaders match their style to the circumstances . Nevertheless, if a leader changes “styles” too often is not seen as reliable.

Question 22

What do ethical consideration influence

Answer 22

Management and leadership styles

Question 23

What do managers focus on in terms of ethical considerations

Answer 23

Managers tend to do the right thing for the organisation

Question 24

What do leaders do in terms of of ethical consideration

Answer 24

Leaders ficus on doing the right thing for their people

Question 25

How do leaders affect the ethical consideration

Answer 25

Leaders guide organizations towards ethical ends. For example, a leader might be prepared to take the blame if a subordinate made a mistake. In this sense, the Leader might intervene if the manager wants to fire an employee who made a mistake.
Assuming that the employee made a mistake due to his/her inexperience, the leader might argue that the employee deserved a “second change” . The leader is taking a personal risk, that may be rewarded with the loyalty of the employee.

Question 26

How do managers affect ethical considerations

Answer 26

Managers are often criticized on the issue of ethical considerations. The Managers are seen “rule followers” and often judged on their commitment with the organization and NOT their people.

This criticism to manager is often unfair, since managers have the very difficult task on using the ethical obligations with the organization and NOT the employees,

In this sense, the manager sees the employee as a liability, if he/she made a mistake that affect the organization, then the employee should be fired.

The manager believes that the “right thing to do” for the organization is fire the worker, without thinking on personal circumstances.

Question 27

How do cultural differences affect leadership and management

Answer 27

Cultural differences also affect leadership and Management, since people from different parts of the world and from different cultures have different expectations

Question 28

What model did Geert hofstede create

Answer 28

Geert Hofstede (Chapter 1 of Unit 2) worked in this area developing a Cultural Dimension Theory It basically describes “the effects of a society’s culture on the values of its members, and how these values relate to behaviour, using a structure derived from factor analysis”.

➢In simple words, Hofstede studied the links between international cultures and organizational cultures.

Question 29

What are the 5 components of the Hofstede model

Answer 29

1. Power distance
2. Individualism verses collectivism
3. Long term orientation
4. Uncertainty avoidance
5. Masculinity verses femininity

Question 30

What is power distance

Answer 30

measures the extent to which subordinates expect or accept unequal distribution of power within an organization or country (i.e., low power distance rates reflect a society that believes in equal rights, like the Scandinavian countries)

Question 31

What is individualism vs collectivism

Answer 31

measures to what extent people feel they should care for themselves (Individualism) or be cared by others; family networks or society (Collectivism).

Question 32

What is uncertainty avoidance

Answer 32

measures to what extent people in an organization or country prefer structured routines (certainty) over flexible structures. He fund that people with high degree of uncertainty avoidance (certainty) we more loyal to their employers.

Question 33

What is masculinity vs femininity

Answer 33

to what extent a culture focusses on gender values. Masculinity refers to ambitious, aggressive, competitive, selfish and materialism behaviour. While femininity refers to focusing on relationships and overall quality of life.

Question 34

What is long term vs short term orientation

Answer 34

measures to what extent some cultures value the benefits of sacrificing today for the future. Countries or people with the long-term orientations tent to be more perseverant.

Question 35

What did hofstede add to his model

Answer 35

Where; Indulgence stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun while, Restraint stands for a society that suppresses gratification of needs and regulates it by means of strict social norms.

Question 36

How can you relate and use the hofstede theory in relation with management and leadership styles

Answer 36

The important thing is how to relate and use Hofstede theory with management and leadership styles. They will depend on the culture of an organization or country.
➢For example, Autocratic leaders may work better with cultures with a high degree of Power Distance.
➢On contrast, cultures with low Power Distance might prefer a democratic leader.

Question 37

How is someone managerial role influenced by multiple factors

Answer 37

➢Leaning on scientific methods, involving research, logic, data, and empirical evidence. This approach aims to minimize the risks associated with decision-making.
➢When quick decisions are imperative, managers may find it more suitable to rely on their intuition, drawing from past experiences, hunches, and gut feelings regarding the specific case at hand.

Question 38

What is scientific thinking and management

Answer 38

involves making decisions and solving problems by gathering essential information and data and then carefully analysing them to arrive at well-informed choices. This approach relies on managers’ objectivity, rationality, and logic, rather than relying on instincts or subjectivity. The BMT used for this still of management is “ Descriptive Statistics”

Question 39

What is intuitive thinking/management

Answer 39

Intuitive thinking/management refers to decision making and problem solving that are based on instinct and experiences. It relies on individuals’ knowledge, insights, gut feelings, inner voice, or faith. Managers often resort to intuitive decision-making, especially when faced with ethical dilemmas.