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Business Studies Abbotts College Northcliff Gr12 > Chapter 10 - Management & Leadership > Flashcards

Chapter 10 - Management & Leadership Flashcards

Business Ventures

1
Q

Define/Elaborate on the meaning of leadership

A

The ability of an individual or a group of individuals to influence and guide followers or other members of an organization

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2
Q

Define/Elaborate on the meaning of management

A

Planning, organising, leading and controlling employees to achieve goals.

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3
Q

Outline/Differentiate/distinguish between leadership and management.

A

Leadership:

+ Role in organisation: motivators of change, motivate, guide, strategic thinking, communication

+ Purpose: leadership is a relationship

+ Functions: setting vision, inspiring, communicating ideas, gaining acceptance + Examples: innovating and coming up with new business strategies, recognising potential people

Management:

+ Role in organisation: administrators, controlling or directing the people and resources according to the principles of the vision already set

+ Purpose: management is a function

+ Functions: POLC (Planning, organising, leading, control)

Examples: drawing up budgets, writing business plans and monitoring progress

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4
Q

Discuss/Explain/Distinguish between the following leadership styles: Democratic/ Participative

A
  • This style of leadership invites the team to contribute ideas and participate in the decision-making process
  • It draws in the skills and expertise of the whole group although there must still be a specific leader who will guide and control the process
  • A democratic leader must decide on who will form part of the decision-making group
  • Working this way leads to better ideas and more creative solutions to problems
  • This leadership style promotes commitment since there is wide discussion and agreement prior to the decision being taken
  • Increased productivity usually follows
  • It takes time for everyone to be consulted
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5
Q

Discuss/Explain/Distinguish between the following leadership styles: Autocratic/ Authoritarian

A
  • Autocratic managers like to take decisions on their own without consulting the staff, they consider it to be the quickest, most efficient method of making decisions (but remember it’s difficult to motivate staff it they were not involved in decision making)
  • Autocratic leaders keep strict control over their followers by direct supervision
  • Communication will be from the top down to the rest of the staff, there will be a clear command much as you would find in armed forces
  • This often occurs in very large businesses where it is not practical to consult with everyone on every management issue
  • In times of crises and emergencies there needs to be authoritarian leadership so that decisions are taken, and orders given for action as quickly as possible
  • The leader issues the instructions and the staff follow the instructions and complete the jobs that they are assigned to do (I say… You do)
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6
Q

Discuss/Explain/Distinguish between the following leadership styles: Liassez-Faire/Free Reign

A
  • This style is sometimes referred to as the hands-off approach because the task is delegated to various followers with little or no direction given to them
  • The have complete freedom to make decisions about the completion of their work and are allowed a high degree of autonomy and self-rule
  • They can however request guidance if they so wish, but the leader will not be directly involved in decision-making
  • Leaders have very little involvement the decisions and only step in where there is conflict or employees need some information
  • This style can be very empowering for the staff, as they are completely trusted to do their job
  • This approach could be disastrous if team members mistake or misunderstand what they are working towards
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7
Q

Discuss/Explain/Distinguish between the following leadership styles: Charismatic

A

o Decisions are communicated in such a way that it becomes a joint vision

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8
Q

Discuss/Explain/Distinguish between the following leadership styles: Transactional

A
  • Transactional leaders focus their leadership on motivating their followers through a system of rewards and punishments
  • In this way they trade things such as approval or increases for performance
  • In the same way if their followers do not perform as required, they punish them
  • In the workplace this varies from withdrawing approval to , in extreme cases, disciplinary action
  • The system is based on the following
    • Contingent reward: provides rewards of various sorts for effort and good performance
    • Management by exception: leader intervenes when workers do not meet acceptable levels, initiates corrective action
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9
Q

Discuss/Explain/Distinguish between the following leadership styles: Bureaucratic

A

Leaders/managers make sure employees follow rules and policies.

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10
Q

Advantages/ Positives: Democratic

A
  • Workers are involved in the decision-making process and feel empowered
  • Staff bring a variety of skills and inputs into the decision-making process
  • Greater variety of ideas encourages innovation
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11
Q

Disadvantages/Negatives: Democratic

A
  • Incorrect decisions can be taken if the staff are inexperienced
  • The discussions and debates can take a fair amount of time
  • Not suitable for crisis situation
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12
Q

Advantages/ Positives: Autocratic

A
  • Very useful to use when quick decisions to be taken
  • Works in large organisations where it is not practical to consult with everyone
  • Useful when managing employees who have low-skills
  • Good for crisis situation
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13
Q

Disadvantages/Negatives: Autocratic

A
  • Creates divide between leaders and staff
  • Lack of motivation and productivity from staff because of lack of two-way communication
  • Loss of respect
  • Little input from role players
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14
Q

Advantages/ Positives: Liassez-Faire/ Free Reign

A
  • Workers make the decisions and feel empowered and motivated
  • Staff bring a variety of skills and inputs into the decision-making process
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15
Q

Disadvantages/Negatives: Liassez-Faire/ Free Reign

A
  • Incorrect decisions can be taken if the staff are inexperienced
  • This style can prevent goals from being reached if the staff loses their direction and focus
  • Can be time-consumin
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16
Q

Advantages/ Positives: Charismatic

A
  • Workers with low morale can be inspired
  • Workers believe in their leader and thrive on praise
  • Subordinates enjoy working with the leader and value their opinion
17
Q

Disadvantages/Negatives Charismatic

A
  • It is not a style which can be learnt as it draws on personal charm and ability to inspire
  • All workers must have a joint vision
  • Many charismatic leaders do not have leadership qualities and can lead their followers into difficulty
18
Q

Advantages/ Positives: Transactional

A
  • Encourage employees to work hard because they will be rewarded.
  • Improve employees’ productivity and morale.
  • Employees know what is expected of them.
19
Q

Disadvantages/Negatives: Transactional

A
  • Work of employees must be monitored, which can be time consuming.
  • Some employees may be demotivated if they fail to reach targets.
  • Unsuitable for teamwork because of the punishment aspect if targets are not met
20
Q

Advantages/ Positives: Bureaucratic

A
  • Managers ensure that rules are always followed accurately.
  • Employees know what is expected of them, because they receive detailed instructions.
  • Quality of work can be ensured.
21
Q

Disadvantages/Negatives: Bureaucratic

A
  • Complicated official rules may seem unnecessary.
  • Very little room for error, so workers feel they are not always treated with dignity.
  • Lack of creativity may lead to stagnation amongst employees
22
Q

Situation to apply: Democratic

A

Best used:

Changes needs to be made to systems and processes. Better cooperation from employees can be expected because they were involved in making the changes.

Can also work well in creative-type businesses and manufacturing convers, in professional business where training, professional and leadership development takes place, and in non-profit organisations where ideas are needed to generate funds

23
Q

Situation to apply: Autocratic

A

Best used:

Situations where instant decisions are needed. This will work in a prisonlike environment or within the military system.

Can also be applied successfully when a natural disaster threatens, or quick evacuation is needed

24
Q

Situation to apply: Liassez - Faire/ Free Reign

A

Best used:

In an environment where coaching or mentoring takes place and managers help employees to achieve better things.

It is useful for when employees are knowledgeable and experienced in their job

25
Q

Situation to apply Charismatic

A

Best used:

This style is applied where a close relationship with the followers or employees is necessary. It can also be applied where office morale is low or there is no clear direction from the top.

It becomes the managers duty to get the employees working towards achieving the goals. Politicians especially use this with good results

26
Q

Situation to apply: Transactional

A
  • When the business wants to maximise employee performance.
  • When motivating workers to meet deadlines on short notice.
27
Q

Situation to apply: Bureaucratic

A
  • When routine work is being performed by employees.
  • When managers ensure that procedures are always followed accurately
28
Q

Describe the following theories of management and leadership: Leaders and followers

A
  • The Leaders and followers theory is based on the relationship that develops between the leader and those following the leader
  • The leader-follower relationship is based on respect and the ability of the one to influence the other
  • The key to this theory’s success is the relationship between the leader and the followers
  • It is essential to have enough honest and analytical communication
  • Followers who are not allowed to evaluate and openly communicate with their leaders will lose respect for the leader and will not follow through on tasks and requests given by their leader in the most productive manner
  • It is based on the relationship between the leader and the follower
29
Q

Describe the following theories of management and leadership: Situational leadership

A
  • This theory was an attempt to discover what the best style of leadership was for particular situations
  • To do this, features of the situations were considered such as:
    • The relationship between the leader and the employees
    • Whether the task was very structured or not
    • The extent to which the employees understood their roles
    • The situation leadership theory is based on the assumption that there is no single best style of leadership
  • The task will dictate what kind of leadership is required and successful leaders are able to adapt their style to meet those demands
  • The level of maturity of the individual or group they are going to lead will also determine the leadership behaviour
  • Some individuals or groups may be inexperienced and require quite a bit of instruction from the leader, while others may be more experienced and have a fairly good idea of how to go about things, they would require very little instruction
  • 4 levels of work maturity
    • High Competence - High Commitment
    • High Competence - Low Commitment
    • Low Competence - High Comitment
    • Low Competence - Low Comitment
30
Q

Describe the following theories of management and leadership: Transitional management/leadership

A
  • It happens in an organisation where change is unavoidable
  • This type of leadership is currently applied in SA
  • A wide range of stakeholders over the multiple levels of society are encouraged to create shared vision and goals which are then tested practically through experimentation, learning and adaptation.
  • It is applied to:
    • Direct the outcome of change
    • Lessen inborn uncertainty
    • Produce desirable social outcomes
    • Enhance flexibility during the transformation process.
    • It does not strive to control but to navigate, influence and redirect the choices of role players towards a common goal
31
Q

Describe the following theories of management and leadership: Transformational leadership

A
  • Can be defined based on the impact that the leader has on followers
  • Transformational leaders have the trust, respect and admiration of their followers
  • Transformational leadership encourages motivation, morale and performance of followers through a variety of instruments, such as connecting the followers sense of identity to work and the combined identity of the organisation
  • It includes being a role model for followers that inspires them and makes them interested in their work
  • This is done through:
    • Individualised consideration
    • Intellectual stimulation
    • Inspirational motivation
    • Idealised influence
32
Q

Explain the role of personal attitude in success and leadership

A
  • A leaders’ attitude –good or bad – can influence the success of a business enterprise
  • Attitude refers to the way one looks at life
  • One’s attitude is reflected in one’s conduct
  • Attitude reflects leadership – leaders understand that a positive attitude will set the right tone to encourage positive responses from others
  • Teams tend to adopt their attitude from their leader
  • If team members are acting negatively, or exhibiting low morale, it may be that the team leader’s attitude is influencing their thoughts and behaviour

Business Studies Abbotts College Northcliff Gr12 (19 decks)

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