Chapter 1: Theoretical Basis of Management Flashcards
Power
The potential to influence others
Position Power
The power vested in people by virtue of the roles they play in an organization
Personal Power
The potential to influence others by virtue of personal characteristics and personality attributes
Counter Power
The potential to influence the behavior of a superior
Authority
the aspect of power, granted to either groups or individuals, that legitimizes the right of the group or individual to make decisions on behalf of others
Legitimacy
the aspect of power that gives the leader the right to make a request and provides the obligation of the subordinate to comply
Zone of Indifference
a hypothetical boundary of legitimacy, outside of which requests or orders will be met with mere compliance or refusal
Honeymoon Effect
the period of time, usually immediately after arriving in a new position, in which persons are more likely to be granted extra authority to make decisions
Leadership
A subset of power that involves influencing the behavior and attitudes of others to achieve intended outcomes
Transactional Leadership
the simple exchange between leaders and followers of one thing for another
Transformational Leadership
the aspect of leadership that uses both change and conflict to elevate the standard of the social system
Unity of Command
a principle of scientific management that requires a single superior to direct the work of an employee
Scientific Management
a collection of management theories developed in the early 1900s whose emphasis is on the strict control of work to maximize production through increases in efficiency
Hawthorne Effect
placebo effect; a phenomenon that occurs when the subjects in an experimental study alter their behavior simply because of the process of being studied, even when the independent variable produces no effect
Total Quality Management
continuous quality improvement; management system that emphasizes continuous improvement in the process by which work is accomplished to create improvements in a product; continuous focus on needs and desires of clients
Management
the element of leadership that involves planning, decision making, and coordination of the activities of a group
Interpersonal Role
managerial role, emanating from the possession of formal authority, that requires the manager to interact and form relationships with others in the organization
Figurehead Role
interpersonal role that requires the authority holder to represent the group, usually a visible public capacity
Liaison Role
interpersonal role that requires leader to interact with others in group, including superiors, subordinates, and coequals
Informational Role
functions that require manager to collect, use, and disseminate information
Monitor Role
informational role that requires leader to observe and keep abreast of changes that will affect the group and its activity
Disseminator Role
informational role that requires leader to communicate with members of group
Interference
anything that distorts the message sent from the sender to the receiver
Spokesperson Role
informational role that requires communication with organizational influencers and members of organization’s public
Internal Influencers
organization decision makers
Decisional Role
portion of manager’s work that requires her to use authority to make decisions
Entrepreneurial Role
type of decisional role in which the leader initiates and designs controlled change within an organization
Disturbance Handler Role
type of decisional role in which the leader manages conflict
Allocator of Resources Role
decisional role where the leader exercises authority to determine how organizational assets will be deployed
Negotiator Role
decisional role which the leader uses authority to bargain with members of the internal/ external audience
