Ch 6. Management Skills of Leadership & Motivation

Question 1

Leadership (2)

Answer 1

• The ability to influence other people to go in a particular direction and achieve a particular goal.
• It involves - Directing staff
  - Setting a clear example of what is expected
  - Delegating work

Question 2

Corporate culture

Answer 2

The general atmosphere and patterns of behaviour within a workplace

Question 3

Delegation

Answer 3

Giving authority for carrying out tasks to others

Question 4

Benefits of delegation (5)

Answer 4

• Gives managers more time
• Less stress
• Staff gain experience
• Staff become more skilled and flexible
• Work that gets shared gets done quicker

Question 5

Why do some managers not delegate (2)

Answer 5

• Staff may not be able to do their work

- Fear of their position being undermined

Question 6

Different types of leaders (3)

Answer 6

• Autocratic
• Democratic
• Laissez-faire

Question 7

Autocratic leaders

Answer 7

Don’t like sharing their authority with subordinates but prefer to make most of the decisions themselves

Question 8

Characteristics of autocratic leaders (5)

Answer 8

• Have little trust
• Unwilling to delegate
• Ignore opinions
• Use authority to get their own way
• Use intimidation to persuade others

Question 9

Advantages of an autocratic style (4)

Answer 9

• Quick decisions
• Work done the way the manager wants it
• Discipline
• Useful in a crisis or emergency situatuion

Question 10

Disadvantages of an autocratic style (3)

Answer 10

• Stressful
• Staff de-motivated
• Conflicts

Question 11

Democratic leaders

Answer 11

Willing to discuss issues with staff and to delegate power and responsibility where necessary

Question 12

Characteristics of democratic leaders (4)

Answer 12

• Have trust
• Delegate authority
• Discuss with staff
• Use reasonable argument to persuade others

Question 13

Advantages of a democratic style (4)

Answer 13

• Better quality decisions
• More time and less stress for managers
• Staff more motivated,, good industrial relations
• Promotes staff initiative and intrapreneurship

Question 14

Disadvantages of a democratic style (2)

Answer 14

• Slower decision making

- Quality of decision making decline from too many opinions

Question 15

Laissez-faire leadership

Answer 15

Involves giving staff general goals and targets to aim for and then giving them the authority to achieve these in whatever way they think best

Question 16

Characteristics of laissez-faire leaders (5)

Answer 16

• Have trust
• Delegate authority
• Discuss with staff
• Use reasonable argument to persuade others
• Let staff make decisions

Question 17

Advantages of a laissez-faire style (3)

Answer 17

• Speedy decisions
• Challenges and motivates staff
• Encourages intrapreneurship

Question 18

Disadvantages of a laissez-faire style (2)

Answer 18

• Unable to handle responsibility

- Poor decisions from lack of supervision

Question 19

Motivation

Answer 19

Willingness of people to work hard and to contribute their best effort

Question 20

Motivation leads to (5)

Answer 20

• Increased productivity
• Greater intrapreneurship
• Improved industrial relations
• Easier staff recruitment and retention
• Repeat business

Question 21

2 theories of motivation

Answer 21

• Maslow’s Hierarchy of Needs

- McGregor’s Theory X and Y

Question 22

Maslow’s Hierarchy of needs

Answer 22

Says that all human needs can be arranged in a hierarchy in order of their importance

Question 23

Different needs in Maslow’s Hierarchy of Needs

Answer 23

• Physical
• Safety
• Social
• Esteem
• Self-actualisation

Question 24

Physical needs description and how its satisfied

Answer 24

• Sleep, rest, shelter, clothing, food

- Fair salary, working conditions, holidays

Question 25

Safety needs description and how its satisfied

Answer 25

• Security, predictability

- Secure employment, contract, union

Question 26

Social needs description and how its satisfied

Answer 26

• Friendship, relationships

- Friendly workplace, team work

Question 27

Esteem needs description and how its satisfied

Answer 27

• Status, respect and appreciation of others

- Attractive job title, praise for work well done

Question 28

Self-actualisation needs description and how its satisfied

Answer 28

• Realising your potential

- Meaningful work, challenging

Question 29

McGregor’s theory

Answer 29

Focuses on managers’ attitudes to staff

Question 30

Theory X (controller) managers believe employees… (4)

Answer 30

• Are lazy, dislike work
• Have no ambition
• Dislike change
• Motivated by money

Question 31

Theory X managers believe they should.. (4)

Answer 31

• Only offer financial incentives
• Closely supervise
• Avoid consulting with staff
• Threaten staff

Question 32

Theory Y (facilitator) managers believe employees… (4)

Answer 32

• Can enjoy work
• Have ambition
• Are open to change
• Motivated by more than money

Question 33

Theory Y managers believe they should… (4)

Answer 33

• Provide interesting and challenging work
• Provide staff with freedom
• Consult regularly
• Provide plenty of encouragement

Question 34

Disadvantages of Theory X (5)

Answer 34

• Reduced motivation
• Less creativity
• Poor reputation
• Higher staff turnover
• Reduced profitability

Question 35

Advantages of Theory Y (6)

Answer 35

• High motivation
• More creativity
• Better business reputation
• Lower staff turnover
• More positive industrial relations
• Increased profitability