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4 - Directing and Supervising Flashcards

1
Q

Determine whether it is DIRECTING or SUPERVISING:

  • Ways and means
A

Directing

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2
Q

Determine whether it is DIRECTING or SUPERVISING:

  • to encourage all personnel
A

DIRECTING

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3
Q

Determine whether it is DIRECTING or SUPERVISING:

  • to accomplish all assignments
A

DIRECTING

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4
Q

Determine whether it is DIRECTING or SUPERVISING:

  • goals in the most efficient manner
A

DIRECTING

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5
Q

Determine whether it is DIRECTING or SUPERVISING:

  • Overseeing the work of subordinates
A

SUPERVISING

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6
Q

Determine whether it is DIRECTING or SUPERVISING:

  • by their superiors
A

SUPERVISING

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7
Q

Determine whether it is DIRECTING or SUPERVISING:

  • act of watching & directing work & workers.
A

SUPERVISING

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8
Q

Determine whether it is DIRECTING or SUPERVISING:

  • It is wide, and include motivation, communication, supervision, training & leadership.
A

DIRECTING

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8
Q

Determine whether it is DIRECTING or SUPERVISING:

  • entails responsibility in assuming that policies and procedures are followed
A

SUPERVISION

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9
Q

Determine whether it is DIRECTING or SUPERVISING:

  • must be written, comprehensive, current, clearly stated and reinforced by discussion and example
A

DIRECTING

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9
Q

Determine whether it is DIRECTING or SUPERVISING:

  • Direction is generally at top level.
A

Directing (Wide)

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10
Q

Determine whether it is DIRECTING or SUPERVISING:

  • He has to deal, guide and lead workers directly under his commands.
A

Supervising (Narrow)

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10
Q

Determine whether it is DIRECTING or SUPERVISING:

  • Direction being at the top level, formulates polices and takes important decision.
A

Directing (Wide)

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10
Q

Determine whether it is DIRECTING or SUPERVISING:

  • Generally, direction is related to supervision which is the intermediate link between the workers and management
A

Directing (Wide)

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11
Q

Determine whether it is DIRECTING or SUPERVISING:

  • It is restricted to the lower level management.
A

Supervising (Narrow)

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11
Q

Servant leaders operate on 2 levels:

A
  1. fulfillment of their subordinates’ goals and needs
  2. realization of the larger purpose or mission of their organization.
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11
Q

Determine whether it is DIRECTING or SUPERVISING:

-Leads the efforts of medium and lower Level executives.

A

Directing (Wide)

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12
Q

Determine whether it is DIRECTING or SUPERVISING:

  • Direction being at the top level, formulates polices and takes important decision.
A

Directing (Wide)

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13
Q

Levels of Level 5 Leadership

A

Level 1 - INDIVIDUAL: Capable (Contributes talent, skills, knowledge)

Level 2 - TEAM MEMBER: Contributing (contributes individually; works well in group

Level 3 - MANAGER: Competent (Manages team members and assets to reach set objectives)

Level 4 - LEADER: Effective (Stimulates high standards; champions dedication to vision)

Level 5 - EXECUTIVE: Level 5 (Builds excellence through dedication and humility)

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13
Q

Determine whether it is DIRECTING or SUPERVISING:

-Financial & non financial incentives.

A

Directing (Wide)

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14
Q

Determine whether it is DIRECTING or SUPERVISING:

  • It is only one of the elements of direction.
A

Supervising (Narrow)

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14
Q

Determine whether it is DIRECTING or SUPERVISING:

  • Supervision at lower level only for implementation.
A

Supervising (Narrow)

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14
Q

Determine whether it is DIRECTING or SUPERVISING:

  • It cannot provide incentives but it can only recommend rewards in special case.
A

Supervising (Narrow)

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15
Q

6 Contemporary Leadership

A
  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
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15
Q

Determine whether it is DIRECTING or SUPERVISING:

  • Efforts of employee under his commands.
A

Supervising (Narrow)

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15
Q

What Contemporary Leadership:
Has the Level 5 Hierarchy

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Level 5 Leadership

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15
Q

What Contemporary Leadership:
These leaders give things away—power, ideas, information, recognition, credit for accomplishments, even money.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Servant leadership

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16
Q

What Contemporary Leadership:
refers to individuals who know and understand
themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Authentic Leadership

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16
Q

What Contemporary Leadership:
transcends self-interest to serve others, the organization, and society.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Servant leadership

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17
Q

What Contemporary Leadership:
These leaders inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Authentic Leadership

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17
Q

5 Components of Authentic Leadership

A
  1. Pursues purpose with passion
  2. Practices solid values
  3. Connects with others
  4. Demonstrates self-discipline
  5. Leads with the heart as well as the head
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18
Q

What Contemporary Leadership:
To be authentic means being real, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Authentic Leadership

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19
Q

The impact of charismatic leaders
normally comes from: (3)

A
  1. stating a lofty vision of an imagined future that employees identify with,
  2. displaying an ability to understand and empathize with followers
  3. empowering and trusting subordinates to accomplish results
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19
Q

What Contemporary Leadership:
the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Interactive Leadership

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19
Q

What Contemporary Leadership:
referred to as “a fire that ignites followers’ energy
and commitment, producing results above and beyond the call of
duty.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Charismatic leadership

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20
Q

What Contemporary Leadership:
This c leader has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal
sacrifice.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Charismatic leadership

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20
Q

What Contemporary Leadership:
a leadership style characterized by values such
as inclusion, collaboration, relationship building, and caring.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Interactive Leadership

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20
Q

What Contemporary Leadership:
This leaders s tend to be less predictable because they create an atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Charismatic leadership

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20
Q

What Contemporary Leadership:
inspire followers not just to believe
in the leader personally, but to believe in their own potential to imagine and create a better future for the organization

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Transformational leadership

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20
Q

What Contemporary Leadership:
Although this leadership is associated with women’s style of leading, both men and women can be effective interactive leaders.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Interactive Leadership

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21
Q

What Contemporary Leadership:
Followers are willing to put aside their own interests for the sake of the team, department, or organization

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Charismatic leadership

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21
Q

What Contemporary Leadership:
similar to charismatic leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Transformational leadership

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21
Q

What Contemporary Leadership:
create significant change in both followers and the organization.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Transformational leadership

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22
Q

What Contemporary Leadership:
have the ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Transformational leadership

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22
Q

What Contemporary Leadership:
These leaders do not rely solely on tangible rules
and incentives to control specific transactions with followers.

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Transformational leadership

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23
Q

What Contemporary Leadership:
focus on intangible qualities, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and find common
ground to enlist followers in the change process

  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
A

Transformational leadership

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23
Q

This leaders excel at management functions. They are hardworking, tolerant, and fair-minded. They take pride in keeping things running smoothly and
efficiently.

A

Transactional leaders

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23
Q

This leader clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their subordinates

A

Transactional leaders

leader’s ability to satisfy subordinates may improve productivity

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24
Q

This leaders often stress the impersonal aspects of performance, such as plans, schedules, and budgets. They have a sense of commitment to the
organization and conform to organizational norms and values.

A

Transactional leaders

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25
Q

These leaders are is important to all organizations, but leading change requires a different approach.

A

Transactional leadership

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26
Q

10 Characteristics of a Leader

A
  1. Drive and passion
  2. Power motive
  3. Self-confidence combined with humility
  4. Trustworthy and honesty
  5. . Good intellectual ability, knowledge, and technical competence
  6. Optimism and Positivity
  7. Likeable
  8. Discipline
  9. Emotional Intelligence
  10. Good listener
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27
Q

3 Leadership styles

A
  1. Autocratic style of leadership
  2. Democratic style of leadership
  3. Laissez-faire (free-rein)
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28
Q

Determine what type of Leadership style:
A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits
employee participation

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Autocratic style of leadership

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28
Q

Determine what type of Leadership style:
STRENTH: One person authority, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business.

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Autocratic style of leadership

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28
Q

Determine what type of Leadership style:
WEAKNESS: subordinates may become dependent upon the leaders and supervision
may be needed;

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Autocratic style of leadership

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29
Q

Determine what type of Leadership style:
WEAKNESS: this style can decrease motivation and increase staff turnover

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Autocratic style of leadership

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30
Q

Determine what type of Leadership style:
A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Democratic style of leadership

31
Q

Determine what type of Leadership style:
STRENTH: this style can be particularly useful when complex decisions need to be made that require a range of specialist skills

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Democratic style of leadership

32
Q

Determine what type of Leadership style:
WEAKNESS: this leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Laissez-faire (free-rein)

32
Q

Determine what type of Leadership style:
WEAKNESS: the decision-making process is severely slowed down, and the need of a consensus may avoid taking the ‘best’ decision for the business

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Democratic style of leadership

32
Q

Determine what type of Leadership style:
STRENTH: from the overall business’ point of view, job satisfaction and quality of work will improve.

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Democratic style of leadership

33
Q

Determine what type of Leadership style:
The leader delegates much authority to employees; the leader’s role is peripheral and
staff manage their own areas of the business

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Laissez-faire (free-rein)

33
Q

Determine what type of Leadership style:
STRENTH: the style brings out the best in highly professional and creative groups of employees.

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Laissez-faire (free-rein)

34
Q

Determine what type of Leadership style:
WEAKNESS: the leader therefore evades the duties of management and uncoordinated delegation occurs;

  • Autocratic style of leadership
  • Democratic style of leadership
  • Laissez-faire (free-rein)
A

Laissez-faire (free-rein)

34
Q

6 Leadership Responsibility

A
  1. To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals.
  2. To effectively communicate these plans to all personnel
  3. To provide efficient means for assuring compliance with policies and procedures
  4. To encourage free flow and exchange of ideas through
    all levels of the organization
  5. To assure an awareness by all personnel of current
    trends and practices in the delivery of hospital laboratory services
  6. To develop and maintain effective relations with the medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties
35
Q

6 Laboratory Methods

A
  1. To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual.
  2. To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures.
  3. To delegate the responsibility for efficiently monitoring compliance with policies and procedures.
  4. To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services
  5. To fully support and generously budget for a meaningful laboratory continuing program.
  6. To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting that call for laboratory representation.
36
Q

DETERMINE: Leadership Responsibility or Laboratory Method

  • To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals.
A

Leadership Responsibility

37
Q

DETERMINE: Leadership Responsibility or Laboratory Method

  • To effectively communicate these plans to all personnel
A

Leadership Responsibility

38
Q

DETERMINE: Leadership Responsibility or Laboratory Method
- To encourage free flow and exchange of ideas through
all levels of the organization

A

Leadership Responsibility

38
Q

DETERMINE: Leadership Responsibility or Laboratory Method
- To provide efficient means for assuring compliance with policies and procedures

A

Leadership Responsibility

39
Q

DETERMINE:Leadership Responsibility or Laboratory Method
- To assure an awareness by all personnel of current
trends and practices in the delivery of hospital laboratory services

A

Leadership Responsibility

40
Q

DETERMINE: Leadership Responsibility or Laboratory Method

  • To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual.
A

Laboratory Method

40
Q

DETERMINE:Leadership Responsibility or Laboratory Method
- To develop and maintain effective relations with the medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties

A

Leadership Responsibility

41
Q

DETERMINE: Leadership Responsibility or Laboratory Method
- To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures.

A

Laboratory Method

42
Q

DETERMINE: Leadership Responsibility or Laboratory Method
- To delegate the responsibility for efficiently monitoring compliance with policies and procedures.

A

Laboratory Method

43
Q

DETERMINE: Leadership Responsibility or Laboratory Method
- To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services

A

Laboratory Method

44
Q

DETERMINE: Leadership Responsibility or Laboratory Method
- To fully support and generously budget for a meaningful laboratory continuing program.

A

Laboratory Method

45
Q

6 Personal Characteristics of Leaders

A
  1. Physical Characteristics
  2. Intelligence and Ability
  3. Personality
  4. Social Characteristics
  5. Work-related Characteristics
  6. Social Background
45
Q

DETERMINE: Leadership Responsibility or Laboratory Method
- To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting that call for laboratory representation.

A

Laboratory Method

46
Q

Determine what Perosonal Characteristics of Leaders

Energy, Physical stamina

  1. Physical Characteristics
  2. Intelligence and Ability
  3. Personality
  4. Social Characteristics
  5. Work-related Characteristics
  6. Social Background
A

1

47
Q

Determine what Perosonal Characteristics of Leaders

Intelligence, cognitive ability, Knowledge, Judgement and Decisiveness

  1. Physical Characteristics
  2. Intelligence and Ability
  3. Personality
  4. Social Characteristics
  5. Work-related Characteristics
  6. Social Background
A

2

48
Q

Determine what Perosonal Characteristics of Leaders

Self-confidence, honesty and integrity, optimism, Desire to lead, Independence

  1. Physical Characteristics
  2. Intelligence and Ability
  3. Personality
  4. Social Characteristics
  5. Work-related Characteristics
  6. Social Background
A

3

49
Q

Determine what Perosonal Characteristics of Leaders

Sociability, Interpersonal skills, cooperativeness, Ability to enlist cooperation, Tact, Diplomacy

  1. Physical Characteristics
  2. Intelligence and Ability
  3. Personality
  4. Social Characteristics
  5. Work-related Characteristics
  6. Social Background
A

4

50
Q

Determine what Perosonal Characteristics of Leaders

Achievement drive, desire to excel, Consciencetiousness in pursuit of goals, Persistence against obstacles, tenancity

  1. Physical Characteristics
  2. Intelligence and Ability
  3. Personality
  4. Social Characteristics
  5. Work-related Characteristics
  6. Social Background
A

5

51
Q

Determine what Perosonal Characteristics of Leaders

Education, Mobility

  1. Physical Characteristics
  2. Intelligence and Ability
  3. Personality
  4. Social Characteristics
  5. Work-related Characteristics
  6. Social Background
A

6

52
Q

Determine what Ledearship/Managerial Grid:
Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friednly organization atmosphere and work tempo.

  • 1,1 (Low) Impoverished Management
  • 1,9 (High) Country Club Management
  • 5,5 Middle-of-the-Road Management
  • 9,1 (High) Authority Compliance
  • 9,9 (High) Team Management
A

1,9 (High) Country Club Management

– Low concern for production
– High concern for people

53
Q

Determine what Ledearship/Managerial Grid:
Exertion of minimum effort to get required work done is appropriate to sustain organization membership

  • 1,1 (Low) Impoverished Management
  • 1,9 (High) Country Club Management
  • 5,5 Middle-of-the-Road Management
  • 9,1 (High) Authority Compliance
  • 9,9 (High) Team Management
A

1,1 (Low) Impoverished Management

– Low concern for production
– Low concern for people

54
Q

Determine what Ledearship/Managerial Grid:
Adequate organization performance is possible trhough balancing the necessity to get out work with maintaining morale of people at a satisfactory level

  • 1,1 (Low) Impoverished Management
  • 1,9 (High) Country Club Management
  • 5,5 Middle-of-the-Road Management
  • 9,1 (High) Authority Compliance
  • 9,9 (High) Team Management
A

5,5 Middle-of-the-Road Management

55
Q

Determine what Ledearship/Managerial Grid:
Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect

  • 1,1 (Low) Impoverished Management
  • 1,9 (High) Country Club Management
  • 5,5 Middle-of-the-Road Management
  • 9,1 (High) Authority Compliance
  • 9,9 (High) Team Management
A

9,9 (High) Team Management

55
Q

2 Classification of Leadership/Managerial Grid

A
  • Concern for People
  • Concern for Production
56
Q

Determine what Ledearship/Managerial Grid:
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

  • 1,1 (Low) Impoverished Management
  • 1,9 (High) Country Club Management
  • 5,5 Middle-of-the-Road Management
  • 9,1 (High) Authority Compliance
  • 9,9 (High) Team Management
A

9,1 (High) Authority Compliance

– High concern for production
– Low concern for people

57
Q

Determine what Classification of Leadership /Managerial Grid:

Leaders are concern for the feelings,
needs, personal interest, problems,
and well-being of followers

  • Concern for People
  • Concern for Production
A

Concern for People

57
Q

Determine what Classification of Leadership /Managerial Grid:

Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards

  • Concern for People
  • Concern for Production
A

Concern for Production

58
Q

Leader Qualities (7)

A
  1. Focus on People
  2. Visionary
  3. Promotes change
  4. Defines purpose
  5. Nurtures
  6. Innovates
  7. Personal Power
58
Q

Manager Qualities (7)

A
  1. Focus on the Organization
  2. Rational
  3. Maitains stability
  4. Assigns tasks
  5. Organizes
  6. Position power
59
Q

Leader vs Manager

Focus on the organization

A

Manager QualityManager

59
Q

Leader vs Manager

Rational

A

Manager Quality

60
Q

Leader vs Manager

Maintains stability

A

Manager Quality

61
Q

Leader vs Manager

Organizes

A

Manager Quality

61
Q

Leader vs Manager

Assigns tasks

A

Manager Quality

62
Q

Leader Quality vs Manager Quality

Position Power

A

Manager Quality

63
Q

Leader vs Manager

Analyzes

A

Manager Quality

64
Q

Leader Quality vs Manager Quality

Focus on Poeple

A

Leader Quality

64
Q

Leader Quality vs Manager Quality

Visionary

A

Leader Quality

65
Q

Leader Quality vs Manager Quality

Promotes change

A

Leader Quality

66
Q

Leader Quality vs Manager Quality

Defines purpose

A

Leader Quality

67
Q

Leader Quality vs Manager Quality

Nurtures

A

Leader Quality

68
Q

Leader Quality vs Manager Quality

Innovates

A

Leader Quality

69
Q

Leader Quality vs Manager Quality

Personal power

A

Leader Quality

70
Q

VIRTUAL TEAM LEADERSHIP MODE:

a group made up of geographically or
organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies

A

Virtual team

A virtual team can be local, national, or global, with members **coming from one firm or many. **

70
Q

Determine what Stages of Team Development in Supervising/Directing:

the stage where individual personalities emerge. people become more assertive in clarifying their roles and what is expected of them

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Storming Stage

70
Q

5 Stages of Team Development in Supervising/Directing

A
  1. Forming Stage
  2. Storming Stage
  3. Norming Stage
  4. Performing Stage
  5. Adjourning Stage
70
Q

Determine what Stages of Team Development in Supervising/Directing:

uncertainty is high during this stage, and members usually accept what- ever power or authority is offered by either formal or informal leaders

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Forming Stage

70
Q

Determine what Stages of Team Development in Supervising/Directing:

is a period of orientation and getting acquainted

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Forming Stage

70
Q

Determine what Stages of Team Development in Supervising/Directing:

this stage is marked by conflict and disagreement. people may disagree over their perceptions of the team’s goals or how to achieve them

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Storming Stage

71
Q

Determine what Stages of Team Development in Supervising/Directing:

members break the ice and test one another for friendship possibilities and task orientation

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Forming Stage

72
Q

Determine what Stages of Team Development in Supervising/Directing:

members may jockey for position, and coalitions or subgroups based on common interests may form

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Storming Stage

73
Q

Determine what Stages of Team Development in Supervising/Directing:

conflict is resolved and team harmony and unity emerge

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Norming Stage

74
Q

Determine what Stages of Team Development in Supervising/Directing:

consensus develops on who has the power, who the leaders are, and what the various members’ roles are

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Norming Stage

75
Q

Determine what Stages of Team Development in Supervising/Directing:

members come to accept and understand one another. differences are resolved, and members develop a sense of team cohesion

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Norming Stage

76
Q

Determine what Stages of Team Development in Supervising/Directing:

the **team leader should emphasize
unity **within the team and **help to clarify team norms and values.

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Norming Stage

77
Q

Determine what Stages of Team Development in Supervising/Directing:

major emphasis is on problem solving and accomplishing the assigned tasks

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Performing Stage

78
Q

Determine what Stages of Team Development in Supervising/Directing:

they confront and resolve problems in the interest of task accomplishment

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Performing Stage

78
Q

Determine what Stages of Team Development in Supervising/Directing:

members are committed to the team’s mission. they are coordinated with one another and handle disagreements in a mature way

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Performing Stage

79
Q

Determine what Stages of Team Development in Supervising/Directing:

they confront and resolve problems in the interest of task accomplishment

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Performing Stage

80
Q

Determine what Stages of Team Development in Supervising/Directing:

they interact frequently and **direct their discussions and influence toward achieving team goals **

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Performing Stage

81
Q

Determine what Stages of Team Development in Supervising/Directing:

occurs in committees and teams that have a* limited task to perform* and are disbanded afterward

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A
  • Adjourning Stage
81
Q

Determine what Stages of Team Development in Supervising/Directing:

during this stage, the emphasis is on wrap- ping up and gearing down

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Adjourning Stage

82
Q

Determine what Stages of Team Development in Supervising/Directing:

task performance is no longer a top priority
- Forming Stage
- Storming Stage
- Norming Stage
- Performing Stage
- Adjourning Stage

A

The Adjourning Stage

82
Q

Determine what Stages of Team Development in Supervising/Directing:

task performance is no longer a top priority
- Forming Stage
- Storming Stage
- Norming Stage
- Performing Stage
- Adjourning Stage

A

Adjourning Stage

83
Q

Determine what Stages of Team Development in Supervising/Directing:

members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding

  • Forming Stage
  • Storming Stage
  • Norming Stage
  • Performing Stage
  • Adjourning Stage
A

Adjourning Stage

84
Q

5 Models of Handling Conflict in Directing/Supervising

A
  1. The dominating style (my way)
  2. The compromising style (halfway)
  3. The accommodating style (your way)
  4. The collaborating style (our way)
  5. The avoiding style (no way)
85
Q

Determine what Model of Handling Conflict in Directing/Supervising:

reflects assertiveness to get one’s own way and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting requirements

  1. The dominating style (my way)
  2. The compromising style (halfway)
  3. The accommodating style (your way)
  4. The collaborating style (our way)
  5. The avoiding style (no way)
A

The dominating style (my way)

Assertive, Uncooperative

86
Q

Determine what Model of Handling Conflict in Directing/Supervising:

reflects a moderate amount of both assertiveness and cooperativeness

  1. The dominating style (my way)
  2. The compromising style (halfway)
  3. The accommodating style (your way)
  4. The collaborating style (our way)
  5. The avoiding style (no way)
A

The compromising style (halfway)

87
Q

Determine what Model of Handling Conflict in Directing/Supervising:

it is appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure

  1. The dominating style (my way)
  2. The compromising style (halfway)
  3. The accommodating style (your way)
  4. The collaborating style (our way)
  5. The avoiding style (no way)
A

The compromising style (halfway)

88
Q

Determine what Model of Handling Conflict in Directing/Supervising:

reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important

  1. The dominating style (my way)
  2. The compromising style (halfway)
  3. The accommodating style (your way)
  4. The collaborating style (our way)
  5. The avoiding style (no way)
A

The accommodating style (your way)

Unassertive, Cooperative

89
Q

Determine what Model of Handling Conflict in Directing/Supervising:

reflects a high degree of both assertiveness and cooperativeness
1. The dominating style (my way)
2. The compromising style (halfway)
3. The accommodating style (your way)
4. The collaborating style (our way)
5. The avoiding style (no way)

A

The collaborating style (our way)

90
Q

Determine what Model of Handling Conflict in Directing/Supervising:

enables both parties to win, although it may require substantial bargaining and negotiation

  1. The dominating style (my way)
  2. The compromising style (halfway)
  3. The accommodating style (your way)
  4. The collaborating style (our way)
  5. The avoiding style (no way)
A

The collaborating style (our way)

91
Q

Determine what Model of Handling Conflict in Directing/Supervising:

is important when both sets of concerns are too important to be compromised, when* insights from different people need to be merged into an overall solution,* and when the commitment of both sides is needed for a consensus

  1. The dominating style (my way)
  2. The compromising style (halfway)
  3. The accommodating style (your way)
  4. The collaborating style (our way)
  5. The avoiding style (no way)
A

The collaborating style (our way)

92
Q

Determine what Model of Handling Conflict in Directing/Supervising:

appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or *when a disruption would be costly. *

  1. The dominating style (my way)
  2. The compromising style (halfway)
  3. The accommodating style (your way)
  4. The collaborating style (our way)
  5. The avoiding style (no way)
A

The avoiding style (no way)

92
Q

Determine what Model of Handling Conflict in Directing/Supervising:

reflects** neither assertiveness nor
cooperativeness

  1. The dominating style (my way)
  2. The compromising style (halfway)
  3. The accommodating style (your way)
  4. The collaborating style (our way)
  5. The avoiding style (no way)
A

The avoiding style (no way)

2S - LB (1 decks)

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