CH6 - Leadership And Management Flashcards
What is the difference between management and leadership?
Leadership - providing direction, creating a vision and influencing others to share that vision and work towards achievement of organisational goals.
Management - process of getting things done through the efforts of other people. Managers tend to react to specific situations and short term problems.
Common feature of managements (Fayol 1916) Planning Organisation Coordinating Commanding Controlling
In 1989 Mintzberg identified 10 roles which managers fulfil in the course of their jobs. What are they?
Divide into 3 groups
Group 1
Interpersonal:
Figurehead-symbolic role in which manager is obliged to carry out social, inspirational, legal and commercial duties
Leader- relates to managers relationship with subordinates, especially in allocating tasks, hiring, training and motivating staff.
Liaison - manager must develop network of contacts outside chain of command though which information/ favours can be traded for mutual benefit.
Group 2 informational
Monitor- manager collects/sorts info used to build a general understanding of organisation and its environment as a basis for decision making.
Disseminator-manager responsible for distributing information for those who need it.
Spokesperson- manager responsible for transmitting info to external groups by acting in a PR capacity.
Group 3 - decisional
Entrepreneur-looking continually for opportunities and problems when situations requiring improvement are discovered.
Disturbance handler-manager has to respond to pressures over which the department has no control
Resource allocator- manger must choose among competing demands for money, equipment, personnel and management time.
negotiator - manager must take charge when their organisation engages in negotiations with others, acting as figurehead, spokesperson and resource allocator
To be able to analyse the nature of different relationships in the workplace, what are the concepts it is necessary to understand?
Power Authority Responsibility Accountability Empowerment Delegation
Power = the capacity to exert influence
What are the 5 bases of power French and raven identified?
Reward power- ie ability to promote or give financial reward
Coercive power-ability to give punishment. Eg suspend, dismiss reprimand, or make carry out unpleasant tasks. Reward and coercive power are similar because they are both limited to the size of reward/punishment that can be given.
Reverent power- identification with the person who has charisma. Could be regarded as imitative power which is often seen in the way children imitate parents. Psychologists believe this power is the most extensive since it can be exercised when the holder is not present or has no intention of exercising influence.
Expert power-doing what the expert says, however only extends to the experts field of expertise
Legitimate power- based on agreement and commonly held values which allow one person to have power over another. Eg an older person or one who has longer service in a company.
Authority is the right to exercise power. It allows individuals within an organisation to issue instruction for others to follow. What are the three bases for such authority according to max weber?
Charismatic authority- individual has some special quality of personality which sets them apart. Because charismatic authority is so dependent on the individual, difficulties arise when they have to be replaced.
Traditional authority - based on custom and practice. Personality is irrelevant as person inherits their authority because of the long standing belief in the right to rule which is sometimes handed down.
Rational legal - here the authority comes from the individuals position in the organisational chart. The ability to perform particular functions and their operations is based on following a written set of rules. This authority is not personal but is vested impersonally in the position held.
How do Weber’s 3 types of authority link to French and ravens power bases
POWER BASE. AUTHORITY BASE
coercive and legitimate. Traditional
Reward and referent. Charismatic
Expert. Rational -legal
Define responsibility
The obligation of an individual who occupies a particular position In the organisation to perform certain duties, tasks or make certain decisions. It is also the obligation to use authority to see that duties are performed.
Important point - the scope of responsibility must correspond to the scope of authority given.
What happens if the scope of responsibility and authority don’t correspond?
Responsibility without authority- eg if a manager is held responsible or timekeeping, but doesn’t have the authority to discipline people who are late. The manager is likely to become frustrated and demotivated.
Authority without responsibility- eg HR department employing staff, but not being held responsible for the quality of those staff
Define accountability
The need for individuals to explain and justify any failure to fulfil their responsibilities to their superiors in the hierarchy.
Define empowerment
Employees are given autonomy and responsibility to undertake tasks without being directed each step of the way by management (within set limits). This should free up management time and make staff feel valued and motivated.
Managers should-
Set clear boundaries and ensure employees know what is expected of them
Actively encourage employee development
Allow employees to contribute and listen to their views
Offer regular feedback
Lead by example
What is delegation
Main function of effective management. Manager Assigns part of their authority to a subordinate to fulfil their duties. Delegation can only occur if the manager possesses the authority to delegate.
Key point- responsibility can never be delegated!
What are the benefits of delegation?
Without it cheif exec would be responsible for Doing everything and people have physical and mental limitations.
Allows for career planning and development, aid continuity and cover for absence
Better decision making- those closer to the problem can make the decision allowing higher level managers to spend more time on strategic issues
Allowing the individual with appropriate skills to make decision improve time management
Gives people more interesting work, increases job satisfaction for subordinates and increased motivation encourages better work.
Why are some managers reluctant to delegate?
Managers often believe subordinates are not experienced enough to perform the tasks.
Managers believe doing routine tasks enables them to keep in touch with what’s happening in other areas of their department.
Manager may be insecure and feel subordinate can do a better job
Some managers don’t know how or what to delegate
Managers fear losing control
Initially delegation can take a lot of managers time and managers feel it would be quicker to do the job themselves
Koontz and O’Donnell state that to delegate effectively a manager must….?
Define limits of authority delegated to their subordinate
Satisfy themselves that the subordinate is competent to exercise that authority
Discipline themselves to permit the subordinate the full use of the authority without constant checks and interference.
Therefore a manager must ensure that-
The subordinate is not overloaded with too much delegated
Subordinate has reasonable skill and experience
Appropriate authority is delegated
Monitor and control is possible
No feeling of passing the buck
All concerned know the task has been delegated
Time set aside for coaching and guidance
What are the Different methods of delegation?
Abdication- leaves issue without any formal delegation. Crude and ineffective
Custom and practice - most junior staff opens mail etc
Explanation- manager brief subordinate on how task should be done (not too little, not too much)
Consultation- people if organised are immensely powerful; by contributing or withholding cooperation they can make a task a success or failure. Managers admit sometimes good ideas come from below.
Name the classical theories of management
Taylor
Fayol
Weber
Names the human relations theories of management
Mayo
Herzberg
Maslow
Name the Systems theory of management
Trist and bamforth
Name the contingency theories of management
Burns and stalker
Woodward
Morgan
What is the classical approach to management?
Emphasises technical and economic aspects of organisations.
It assumes behaviour in organisations is rational and logical.
Belief is that management could be learnt and codified.
Common interest of classical theories
- purpose and structure of organisations and planning of work
- technical requirements of each job
- principles of management
Explain scientific management (Taylor)
Where the object of management is to secure maximum prosperity for employer and employees
One best approach to job
Money is a motivator, employees paid piece rate once trained in best approach.
Well trained employees deliver high productivity
Win win for employees and organisation
Job broke down into separate functions and each function given to a individual. Taylor believed only by effective use of specialists the best use would be made of available resources.
