3.2.1 Flashcards
role of managers
planning
directing
organising
controlling
planning
setting targets
estimating resources needed
budgeting
forecasting
organising
co-ordinating teams
allocating resources
giving instructions to subordinates
controlling
reporting on performance e.g. financial reporting
monitoring targets and budgets
enforcing company policy and rules
monitoring employee performance
e.g. conducting appraisals
directing
giving guidance and instruction
motivating employees
delegating authority
trait theory
The belief that leaders and managers hold certain traits that distinguish them from other people.
behavioural theory
The behavioural theory of leadership suggests that there is an appropriate style of management or leadership determined by the context, situation and nature of the task.
middle of the road
Neither aspect is focused on entirely. Manager might care, but does not get the balance right. Hence neither the task nor employees’ well-being are completely satisfied.
team leader
High focus on both. In theory this should be highly successful as the employees’ needs should be aligned to those of the organisation. Employees feel involved and have a stake in the
success of the business.
produce or perish
Authoritarian. Driven by targets and getting the task done. Cares little for well-being or feelings of employees.
impoverished
Perhaps focused on self and not leading the organisation.
Dissatisfaction and disorganisation.
An ineffective manager.
country club
A relaxed working environment.
Manager is concerned with
relationships and motivation of employees. Task may not get done.
why is the Blake moulton grid useful
the Blake and Mouton Grid can be used to help managers reflect on their own practice and identify strategies to improve their management/leadership skills.
what does the tannenbaum Schmidt continuum show
This shows where a manager’s approach lies on a continuum, ranging from the manager imposing strict authority at one extreme, through to employees having full freedom to act as they choose at the other extreme.
the continuum can be used to make what
choices about which approach to adopt, but no advice is given on how the approach should be chosen based on the circumstances.
tells/sells
authoritarian leader
top-down decisions
consults
leader gains ideas and opinions from team before making the decision
joins/delegates
ideas and opinions valued by leader and decisions made as a team
abdicates
laissez-faire leadership style
advantages of autocratic
- focused on getting the task done high levels of control suitable for unskilled workforce
- speeds up decision-making process
- important in times of crisis - suitable for implementing a clear vision held by the leader
disadvantages of autocratic
- can lead to low levels of motivation if employees don’t feel respected or valued
- no opportunity for employees to be involved in decision making
- no opportunity to collect ideas and opinions of the workforce that might be valuable
- employees might not feel as though they have a stake in the business
advantages of democratic
- develops a team spirit - more opportunity for employees to buy in’ to the task if they feel they have had a say
- allows a manager to collect ideas and opinions from the whole workforce
disadvantages of democratic
- decision making can take a long time when done by committee
- employees may not see the ‘bigger picture’ and vote for decisions that benefit them
advantages of laissez faire
allows employees autonomy to make their own decisions, often leading to higher levels of creativity and motivation amongst workers
disadvantages of laissez faire
- lack of control over the workforce - deadlines and targets might be missed
- tasks may not be coordinated very well
There are a number of factors to take into account when trying to identify the best approach to management/ leadership.
labour force, nature of task, timescale, personality and tradition.
