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Laboratory Management > A - LESSON 4: Directing and Supervising the Laboratory > Flashcards

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.

A

Directing

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2
Q

entails responsibility for assuming that policies and procedures are followed.

A

Supervising

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3
Q

Formal and informal organizational structure, policies, and procedures through which leadership is exercised.

A

Major leadership systems

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4
Q

Its key elements include the mechanisms for making, communicating, and executing decisions, and for selecting and training leaders and managers.

A

Major leadership systems

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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.

A

respects
high expectations
loyalties and teamwork
initiative
organizational structure
chains of command
mechanisms

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6
Q

Principles of leadership

A

Trait
Personality

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7
Q

Distinguishing personal characteristics

A

Trait

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8
Q

a combination of traits that classifies as individual’s behavior

A

Personality

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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

A

Five Factor Model or ‘Big Five’ of Personality

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10
Q

designed to take care of cultural differences in socialization and allows self, peer, observer and stranger ratings to measure personality

A

Five Factor Model or ‘Big Five’ of Personality

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11
Q

➢ Leadership and extraversion traits.

A

Surgency

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12
Q

✓ Interesting in getting ahead

A

Surgency

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13
Q

✓ Leading through influencing

A

Surgency

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14
Q

✓ Individuals are outgoing

A

Surgency

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15
Q

✓ Likes to meet new people

A

Surgency

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16
Q

✓ Willing to confront others

A

Surgency

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17
Q

➢ Traits related to getting along with others.

A

Agreeableness

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18
Q

✓ Characteristics include warm, easygoing, compassionate, friendly, and sociable.

A

Agreeableness

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19
Q

✓ Individuals typically are sociable and have lots of friends.

A

Agreeableness

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20
Q

➢ Traits related to emotional stability.

A

Adjustable

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21
Q

✓ The fine line between stable and unstable.

A

Adjustable

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22
Q

✓ is being calm, good under pressure, relaxed, and secure

A

Stable

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23
Q

✓ is nervous, poor under pressure, insecure

A

Unstable

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24
Q

➢ Includes traits related to achievement.

A

Conscientiousness

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25
Q

➢ Traits include high credibility, conformity, and organization.

A

Conscientiousness

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26
Q

➢ Individuals typically work hard and put in extra time and effort to meet goals.

A

Conscientiousness

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27
Q

➢ Trait related to being willing to change and try new things.

A

Openness to Experience

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28
Q

➢ Individuals typically are willing to take calculated risks.

A

Openness to Experience

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29
Q

EFFECTIVE LEADER TRAITS

A

Dominance
Flexibility
Stability
Self Confidence
Sensitivity to Others
Intelligence
High Energy
Locus of Control
Integrity

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30
Q

DERAILED LEADRERSHIP TRAITS

A

Bullying Style
Viewed as being cold / arrogant
Betrayed personal trust
Self centered
Unable to delegate
Low performing organization

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31
Q

A framework for specifying the extent of a leader’s concern for production and people

A

Leadership Grid

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32
Q

Benchmark Leadership Grid styles include:

A

✓ Authority-Compliance
✓ Country Club Management
✓ Impoverished Management
✓ Middle-of-the-Road Management
✓ Team Management

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33
Q

Developed by R. R. Blake and J. S. Mouton

A

Managerial Grid Model of Leadership

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34
Q

helps Managers to analyze their leadership style s through a technique known as grid training

A

Managerial Grid Model of Leadership

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35
Q

Managerial Grid Model is based on two behavioral dimensions

A

Concern for people
Concern for production

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36
Q

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.

A

Concern for people

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37
Q

This is the degree to which a leader emphasizes concrete objectives, organizational efficiency, and high productivity when deciding how best to accomplish a task

A

Concern for production

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38
Q

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.

A

Country Cl ub Style Leadership High People and Low Production

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39
Q

He hopes that this will increase performance. He is almost incapable of employing the more punitive, coercive and legitimate powers.

A

Country Cl ub Style Leadership High People and Low Production

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40
Q

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.

A

Country Cl ub Style Leadership High People and Low Production

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41
Q

Conversely, this manager is virtually incap able of employing more disciplinary coercive and legitimate powers.

A

Country Cl ub Style Leadership High People and Low Production

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42
Q

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.

A

Country Club Style Leadership High People and Low Production

43
Q

Produce or Perish Leadership management style is characterized by a concern for production as the only goal.

A

Produce or Perish LeadershipHigh Production and Low People

44
Q

Employees are viewed as obstacles to performance results unless obedience to the manager’s wishes is explicitly granted.

A

Produce or Perish LeadershipHigh Production and Low People

45
Q

the manager is authoritarian or compliance

A

Produce or Perish LeadershipHigh Production and Low People

46
Q

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

A

Produce or Perish LeadershipHigh Production and Low People

47
Q

There is little or no allowance for cooperation or collaboration. He pressures his employees through rules and punishments to achieve the company goals.

A

Produce or Perish LeadershipHigh Production and Low People

48
Q

There is little or no allowance for cooperation or collaboration. He pressures his employees through rules and punishments to achieve the company goals.

A
49
Q

delegate-and-disappear management style and a lazy approach.

A

Impoverished Leadership-Low Production and Low People

50
Q

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.

A

Impoverished Leadership-Low Production and Low People

51
Q

Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble.

A

Impoverished Leadership-Low Production and Low People

52
Q

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.

A

Impoverished Leadership-Low Production and Low People

53
Q

A result is a place of disorganization, dissatisfaction, and disharmony

A

Impoverished Leadership-Low Production and Low People

54
Q

a kind of realistic medium without ambition

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

55
Q

a balanced and compromised style

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

56
Q

The manager tries to balance the competing goals of the company and the needs of the workers.

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

57
Q

The manager gives some concern to both people and production, hoping to achieve acceptable performance. He believes this is the most anyone can do.

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

58
Q

Consequently, compromises occur where neither the production nor the people’s needs are fully met.

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

59
Q

The supervisor views it as the most practical management technique.

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

60
Q

It is also an outcome when production and people issues are seen as in conflict.

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

61
Q

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.”

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

62
Q

When dealing with subordinates, the (5,5) manager prefers relaxed and shared conversations – these allow’ him to slay popularly.

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

63
Q

Group membership is also enjoyed as committees allow’ the supervisor to spread the responsibility for decision-making

A

Middle-Of-The-Road Leadership-Medium Production and Medium People

64
Q

the manager pays high concern to both people and production

A

Team Leadership-High Production and High People

65
Q

Motivation is high.

A

Team Leadership-High Production and High People

66
Q

This soft style is based on the propositions of Theory Y of Douglas McGregor.

A

Team Leadership-High Production and High People

67
Q

The manager encourages teamwork and commitment among employees.

A

Team Leadership-High Production and High People

68
Q

This style emphasizes making employees feel part of the company-family and involving them in understanding the organizational purpose and determining production needs.

A

Team Leadership-High Production and High People

69
Q

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.

A

Team Leadership-High Production and High People

70
Q

In a (9,9) system the manager strives for sound and imaginative opinions, letting others partake in the decision making the process.

A

Team Leadership-High Production and High People

71
Q

He is not afraid to use ideas that are divergent from his own, but rather focuses on the value of the ideas.

A

Team Leadership-High Production and High People

72
Q

Emotions and thoughts are used to solve .problems through teamwork because this supervisor is concerned with arriving only at the best possible solutions.

A

Team Leadership-High Production and High People

73
Q

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”.

A

Team Leadership-High Production and High People

74
Q

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.

A

Team Leadership-High Production and High People

75
Q

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

A

Team Leadership-High Production and High People

76
Q

Managers’ attitudes, expectations, and treatment of employees explain and predict behavior and performance behavior and performance of employees

A

Pygmalion Effect

77
Q

SITUATIONAL LEADERSHIP MODELS

A
  1. Contingency Approach
  2. Fiedler’s Contingency Theory
  3. Continuum of leadership
78
Q

o Leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics

A

Contingency Approach

79
Q

o The best style of leadership is determined by situational factors

A

Fiedler’s Contingency Theory

80
Q

o Leadership style may be relationship-motivated or task-motivated

A

Fiedler’s Contingency Theory

81
Q

o Leadership style is relatively enduring and difficult to change

A

Fiedler’s Contingency Theory

82
Q

o Leaders should be matched to situations according to their style

A

Fiedler’s Contingency Theory

83
Q

o The leadership continuum was originally written in 1958 by Tannenbaum and Schmidt and was later updated in the year 1973.

A

Continuum of leadership

84
Q

o Their work suggests a continuum of possible leadership behavior available to a manager and along which many leadership styles may be placed.

A

Continuum of leadership

85
Q

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

A

Normative theories

86
Q

What’s the point of normative theories?

A

The desire to know what to do - practical guidance
The desire to understand ourselves
The desire to be consistent

87
Q

consists of guiding, super-vising and motivating the subordinates towards the achievement of planned goals.

A

Direction

88
Q

It implies moving to action.

A

Direction

89
Q

It is the process by which actual performance of subordinates is guided towards common goals.

A

Direction

90
Q

implies expert overseeing of subor-dinates -at work in order to guide and regulate their efforts.

A

Supervision

91
Q

Every manager has to supervise the work of his (?) to see that they do their work as desired.

A

subordinates

92
Q

is one important element of the pro-cess of directing. But supervision is particularly important at the operating level of management.

A

Supervision

93
Q

Many organizations use this

A

Big Five Model of Personality

94
Q

It has universal application.

A

Big Five Model of Personality

95
Q

Leaders need to know their

A

personality type

96
Q

Best predictor of job performance is

A

conscientiousness dimension

97
Q

was one of the most influential management models to appear in the 1960s

A

Blake and Mouton’s Managerial Grid Model

98
Q

it also provided a foundation for even more complex contingency approaches to leadership

A

Blake and Mouton’s Managerial Grid Model

99
Q

considers the match between the manager’s personality and the situation

A

Fiedler’s Contingency model

100
Q

which stresses that the leader not only understands himself but also the other persons in the organization along with the social environment as well

A

Tannenbaum and Schmidt’s Continuum of Leader Behavior

101
Q

was the next logical step in the evaluation of management thinking

A

Managerial Grid Model

102
Q

Blake and Jane Mouton based the framework of Grid on the sound logic of noted theorists Abraham Maslow and Douglas McGregor.

A

Managerial Grid Model

103
Q

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.

A

Managerial Grid Model

Laboratory Management (13 decks)

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