A - LESSON 4: Directing and Supervising the Laboratory Flashcards
1
Q
refers to the means employed to encourage all personnel in the organization to accomplish whatever assignment may be given them by management in order to achieve the objectives in the manner they were planned and organized.
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Directing
2
Q
entails responsibility for assuming that policies and procedures are followed.
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Supervising
3
Q
Formal and informal organizational structure, policies, and procedures through which leadership is exercised.
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Major leadership systems
4
Q
Its key elements include the mechanisms for making, communicating, and executing decisions, and for selecting and training leaders and managers.
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Major leadership systems
5
Q
Effective leadership system
➢ [?] the capabilities and requirements of workforce members and other stakeholders,
➢ sets [?] for performance and performance improvement.
➢ builds [?] based on the organization’s vision and values and the pursuit of shared goals.
➢ encourages and supports [?] and appropriate risk taking,
➢ subordinates [?] to purpose and function
➢ avoids [?] that require long decision paths.
➢ includes [?] for the leaders to conduct self-examination, receive feedback, and improve.
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respects
high expectations
loyalties and teamwork
initiative
organizational structure
chains of command
mechanisms
6
Q
Principles of leadership
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Trait
Personality
7
Q
Distinguishing personal characteristics
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Trait
8
Q
a combination of traits that classifies as individual’s behavior
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Personality
9
Q
follows the Traits approach to personality and experts agree that i t is valid and it effectively captures the salient aspects of personality that are stable
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Five Factor Model or ‘Big Five’ of Personality
10
Q
designed to take care of cultural differences in socialization and allows self, peer, observer and stranger ratings to measure personality
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Five Factor Model or ‘Big Five’ of Personality
11
Q
➢ Leadership and extraversion traits.
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Surgency
12
Q
✓ Interesting in getting ahead
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Surgency
13
Q
✓ Leading through influencing
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Surgency
14
Q
✓ Individuals are outgoing
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Surgency
15
Q
✓ Likes to meet new people
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Surgency
16
Q
✓ Willing to confront others
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Surgency
17
Q
➢ Traits related to getting along with others.
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Agreeableness
18
Q
✓ Characteristics include warm, easygoing, compassionate, friendly, and sociable.
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Agreeableness
19
Q
✓ Individuals typically are sociable and have lots of friends.
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Agreeableness
20
Q
➢ Traits related to emotional stability.
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Adjustable
21
Q
✓ The fine line between stable and unstable.
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Adjustable
22
Q
✓ is being calm, good under pressure, relaxed, and secure
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Stable
23
Q
✓ is nervous, poor under pressure, insecure
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Unstable
24
Q
➢ Includes traits related to achievement.
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Conscientiousness
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➢ Traits include high credibility, conformity, and organization.
Conscientiousness
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➢ Individuals typically work hard and put in extra time and effort to meet goals.
Conscientiousness
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➢ Trait related to being willing to change and try new things.
Openness to Experience
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➢ Individuals typically are willing to take calculated risks.
Openness to Experience
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EFFECTIVE LEADER TRAITS
Dominance
Flexibility
Stability
Self Confidence
Sensitivity to Others
Intelligence
High Energy
Locus of Control
Integrity
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DERAILED LEADRERSHIP TRAITS
Bullying Style
Viewed as being cold / arrogant
Betrayed personal trust
Self centered
Unable to delegate
Low performing organization
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A framework for specifying the extent of a leader’s concern for production and people
Leadership Grid
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Benchmark Leadership Grid styles include:
✓ Authority-Compliance
✓ Country Club Management
✓ Impoverished Management
✓ Middle-of-the-Road Management
✓ Team Management
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Developed by R. R. Blake and J. S. Mouton
Managerial Grid Model of Leadership
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helps Managers to analyze their leadership style s through a technique known as grid training
Managerial Grid Model of Leadership
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Managerial Grid Model is based on two behavioral dimensions
Concern for people
Concern for production
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This is the degree to which a leader considers the needs of team members, their interests, and areas of personal developmen to accomplish a task.
Concern for people
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This is the degree to which a leader emphasizes concrete objectives, organizational efficiency, and high productivity when deciding how best to accomplish a task
Concern for production
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Country Club Style Leadership style of leader is most concerned about the needs and the feelings of members of his or her team. relationshiporiented manager has a high conce In this environment, the rn for people but a low concern for production. He pays much attention to the security and comfort of the employees.
Country Cl ub Style Leadership High People and Low Production
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He hopes that this will increase performance. He is almost incapable of employing the more punitive, coercive and legitimate powers.
Country Cl ub Style Leadership High People and Low Production
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The or ganization will end up to be a friendly atmosphere but not necessarily very productive. The (1,9) boss mainly uses reward power to preserve discipline and to support his subordinates in accomplishing their goals.
Country Cl ub Style Leadership High People and Low Production
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Conversely, this manager is virtually incap able of employing more disciplinary coercive and legitimate powers.
Country Cl ub Style Leadership High People and Low Production
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This inability results from his fear that using such powers could jeopardize his relationships. Thus, the supervisor seldom attempts to impose his will on other people, preferring to accept the ideas of others instead of forcing his own.
Country Club Style Leadership High People and Low Production
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Produce or Perish Leadership management style is characterized by a concern for production as the only goal.
Produce or Perish LeadershipHigh Production and Low People
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Employees are viewed as obstacles to performance results unless obedience to the manager’s wishes is explicitly granted.
Produce or Perish LeadershipHigh Production and Low People
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the manager is authoritarian or compliance
Produce or Perish LeadershipHigh Production and Low People
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A taskIn oriented manager, he has a high concern for production and a low concern for people. He finds employee needs unimportant and simply a means to an end. He provides his employees with money and expects performance back
Produce or Perish LeadershipHigh Production and Low People
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There is little or no allowance for cooperation or collaboration. He pressures his employees through rules and punishments to achieve the company goals.
Produce or Perish LeadershipHigh Production and Low People
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There is little or no allowance for cooperation or collaboration. He pressures his employees through rules and punishments to achieve the company goals.
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delegate-and-disappear management style and a lazy approach.
Impoverished Leadership-Low Production and Low People
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The manager shows a low concern for both people and production. He or she avoids getting into trouble. His main concern is not to be held responsible for any mistakes.
Impoverished Leadership-Low Production and Low People
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Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble.
Impoverished Leadership-Low Production and Low People
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This leader is mostly ineffective. He or she has neither a high regard for creating systems for getting the job done nor for creating a work environment that is satisfying and motivating.
Impoverished Leadership-Low Production and Low People
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A result is a place of disorganization, dissatisfaction, and disharmony
Impoverished Leadership-Low Production and Low People
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a kind of realistic medium without ambition
Middle-Of-The-Road Leadership-Medium Production and Medium People
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a balanced and compromised style
Middle-Of-The-Road Leadership-Medium Production and Medium People
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The manager tries to balance the competing goals of the company and the needs of the workers.
Middle-Of-The-Road Leadership-Medium Production and Medium People
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The manager gives some concern to both people and production, hoping to achieve acceptable performance. He believes this is the most anyone can do.
Middle-Of-The-Road Leadership-Medium Production and Medium People
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Consequently, compromises occur where neither the production nor the people’s needs are fully met.
Middle-Of-The-Road Leadership-Medium Production and Medium People
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The supervisor views it as the most practical management technique.
Middle-Of-The-Road Leadership-Medium Production and Medium People
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It is also an outcome when production and people issues are seen as in conflict.
Middle-Of-The-Road Leadership-Medium Production and Medium People
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The defining characteristic of this style “is not to seek the best position for both production and people… but to find the position that is in between both, about halfway.”
Middle-Of-The-Road Leadership-Medium Production and Medium People
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When dealing with subordinates, the (5,5) manager prefers relaxed and shared conversations – these allow’ him to slay popularly.
Middle-Of-The-Road Leadership-Medium Production and Medium People
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Group membership is also enjoyed as committees allow’ the supervisor to spread the responsibility for decision-making
Middle-Of-The-Road Leadership-Medium Production and Medium People
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the manager pays high concern to both people and production
Team Leadership-High Production and High People
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Motivation is high.
Team Leadership-High Production and High People
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This soft style is based on the propositions of Theory Y of Douglas McGregor.
Team Leadership-High Production and High People
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The manager encourages teamwork and commitment among employees.
Team Leadership-High Production and High People
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This style emphasizes making employees feel part of the company-family and involving them in understanding the organizational purpose and determining production needs.
Team Leadership-High Production and High People
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This method relies heavily on making employees feel they are constructive parts of the company. And this will result in a team environment organization based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.
Team Leadership-High Production and High People
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In a (9,9) system the manager strives for sound and imaginative opinions, letting others partake in the decision making the process.
Team Leadership-High Production and High People
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He is not afraid to use ideas that are divergent from his own, but rather focuses on the value of the ideas.
Team Leadership-High Production and High People
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Emotions and thoughts are used to solve .problems through teamwork because this supervisor is concerned with arriving only at the best possible solutions.
Team Leadership-High Production and High People
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A (9,9)-oriented manager is capable of acting sensibly to bring about effective results, maintaining consistency but finding innovative solutions to fit unique problems, and unusual circumstances”.
Team Leadership-High Production and High People
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Another of the manager’s primary goals in this system is to identify barriers that his subordinates may be encountering and then finding a way to remove them.
Team Leadership-High Production and High People
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This creates a team environment based on trust and respect which leads to high satisfaction and high satisfaction and motivation and, as a result, high production
Team Leadership-High Production and High People
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Managers’ attitudes, expectations, and treatment of employees explain and predict behavior and performance behavior and performance of employees
Pygmalion Effect
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SITUATIONAL LEADERSHIP MODELS
1. Contingency Approach
2. Fiedler’s Contingency Theory
3. Continuum of leadership
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o Leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics
Contingency Approach
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o The best style of leadership is determined by situational factors
Fiedler’s Contingency Theory
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o Leadership style may be relationship-motivated or task-motivated
Fiedler’s Contingency Theory
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o Leadership style is relatively enduring and difficult to change
Fiedler’s Contingency Theory
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o Leaders should be matched to situations according to their style
Fiedler’s Contingency Theory
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o The leadership continuum was originally written in 1958 by Tannenbaum and Schmidt and was later updated in the year 1973.
Continuum of leadership
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o Their work suggests a continuum of possible leadership behavior available to a manager and along which many leadership styles may be placed.
Continuum of leadership
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theories about what is right, wrong, good or bad which we can use in practical cases, e.g. it is always right to do what will make most people happy
Normative theories
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What’s the point of normative theories?
The desire to know what to do - practical guidance
The desire to understand ourselves
The desire to be consistent
87
consists of guiding, super-vising and motivating the subordinates towards the achievement of planned goals.
Direction
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It implies moving to action.
Direction
89
It is the process by which actual performance of subordinates is guided towards common goals.
Direction
90
implies expert overseeing of subor-dinates -at work in order to guide and regulate their efforts.
Supervision
91
Every manager has to supervise the work of his (?) to see that they do their work as desired.
subordinates
92
is one important element of the pro-cess of directing. But supervision is particularly important at the operating level of management.
Supervision
93
Many organizations use this
Big Five Model of Personality
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It has universal application.
Big Five Model of Personality
95
Leaders need to know their
personality type
96
Best predictor of job performance is
conscientiousness dimension
97
was one of the most influential management models to appear in the 1960s
Blake and Mouton’s Managerial Grid Model
98
it also provided a foundation for even more complex contingency approaches to leadership
Blake and Mouton’s Managerial Grid Model
99
considers the match between the manager’s personality and the situation
Fiedler’s Contingency model
100
which stresses that the leader not only understands himself but also the other persons in the organization along with the social environment as well
Tannenbaum and Schmidt’s Continuum of Leader Behavior
101
was the next logical step in the evaluation of management thinking
Managerial Grid Model
102
Blake and Jane Mouton based the framework of Grid on the sound logic of noted theorists Abraham Maslow and Douglas McGregor.
Managerial Grid Model
103
expanded upon McGregor’s and other’s theories at the time to provide a richer and more complete design between the manager’s concerns for production versus their concern for interpersonal relationships.
Managerial Grid Model
