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FBT > Chapter 18 > Flashcards

Chapter 18 Flashcards

1
Q

What is leadership?

A

an interpersonal influence directed towards the achievement of a goal or goals

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2
Q

What is management?

A

the effective use and co-ordination of business resources in order to achieve key objectives with maximum efficiency

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3
Q

What is a supervisor?

A

a person given responsibility for planning and controlling the work of a group of employees

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4
Q

What is authority?

A

the right to give orders and the power to exact obedience

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5
Q

What is responsibility?

A

The liability if a person to be called to account for his/her actions. Cannot be delegated by others

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6
Q

What is power?

A

The ability to do something

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7
Q

What are French and Raven’s 5 sources of power?

A
  • Reward
  • Coercive
  • Referent
  • Expert
  • Legitimate
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8
Q

What is reward power?

A

when one person is able to reward another person for carrying out their duties or meeting other requirements

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9
Q

what is coercive power?

A

when one person has the ability to punish another person for failing to carry out their orders satisfactorily

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10
Q

What is referent power?

A

often occurs when one person identifies with, or wishes to imitate another

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11
Q

What is expert power?

A

when on person is regarded by others as having special expertise or knowledge that others dont

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12
Q

what is legitimate power?

A

derived from being in a position of authority within the organisation

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13
Q

What are other sources of power?

A

resource power - based on control over key resources

negative power - ability to use disruptive behaviour and attitudes to prevent things from happening

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14
Q

What is Fayol’s 5 functions of management?

A
  • Plan
  • Organise
  • Command
  • Co ordinate
  • Control
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15
Q

What did Taylor believe the objective of management was?

A

to secure the maximum prosperity for both employer and employee

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16
Q

How would you accomplish Taylor’s scientific management method?

A

4 key principles

  • science of work (best way to do a job)
  • Scientific selection and development of workers
  • all work has to be planned, measured and controlled
  • equal division of work and responsibility between workers and management
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17
Q

What is some criticism with the classical models?

A

Most modern theorists would argue that a more progressive approach is needed where;

  • it is recognised that there is not always a ‘best’ way of doing particular job
  • managers realise that employees can have valuable insights into a job and can make important suggestions for improvements, and
  • many workers are motivated by factors other than financial rewards
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18
Q

Who developed the human relations school?

A

Elton Mayo

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19
Q

What did Mayo argue?

A
  • employee behaviour depends primarily on group relations and management to worker communication, rather than working practices or physical conditions
  • wage levels were not the dominant motivating factor for most workers
  • ultimately, worker attitudes, group relationships and leadership style were the key factors that determined productivity
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20
Q

Peter Drucker argued that all managers perform what 5 basic functions?

A
  • Develop people
  • Establish yardsticks (performance)
  • Motivate and communicate
  • organise
  • set objectives
21
Q

What were Mintzberg’s Interpersonal skills?

A

Figurehead
Leader
Liaison

22
Q

What were Mintzberg’s Informational skills?

A

Monitor
Disseminator
Spokesperson

23
Q

What were Mintzberg’s Decisional skills?

A

Entrepreneur
Disturbance handler
Resource allocator
Negotiator

24
Q

What are the 3 main groups of leadership theories?

A

Trait theories, style theories and contingency theories

25
Q

What are trait theories?

A

Leaders are born not made

26
Q

What are style theories?

A

Argue that certain leadership approaches or ‘styles’ can be learnt and used by a manager, depending on the situation

27
Q

What did Blake and Mouton design?

A

a managerial grid which charts people-orientated vs task-orientated styles

28
Q

What are the 5 parts to the managerial grid?

A
  1. 1 Impoverished
  2. 1 Task management
  3. 9 Country club
  4. 9 Team management
  5. 5 Middle of the road management
29
Q

What are some adv of the managerial grid?

A

shows areas where management faults can be identified and can then provide basis for training and managerial development

30
Q

what are some dis adv to the managerial grid?

A

the grid assumes that leadership style can be categorised into the 2 dimensions and that results can be plotted on the grid

31
Q

What is Ashridge management college four main management styles?

A
  • Tells (autocratic)
  • Sells (persuasive)
  • Consults (participative)
  • Joins (democratic)
32
Q

What is tells management style?

A

Manager makes all the decisions and issue instructions which are to be obeyed without question

33
Q

What is sells management style?

A

manager still makes all the decisions, but believes that team members must be motivated to accept them in order to carry them out properly

34
Q

What is conusults management style?

A

manager confers with the team and takes their views into account, although still retains final say

35
Q

What is joins management style?

A

the leader and the team members make the decision together on the basis of consensus

36
Q

What are contingency theories?

A

These suggest there is no correct style. Instead, successful leadership involves adapting to the particular circumstances in which the leader finds themselves

37
Q

What are Adair’s action - centred leadership?

A

Task needs
Individual needs
Group need

38
Q

What things are involved with task needs?

A 
Setting objectives 
planning tasks
allocating responsibilities
Allocating responsibilities
setting performance standards
39
Q

What things are involved with group needs?

A

Communication
Team building
motivating
discipline

40
Q

What things are involved with individual needs?

A

coaching
counselling
developing
motivating

41
Q

What is Fiedler’s contingency theory?

A

He identified 2 distinct styles of leadership:

1) Psychologically distant managers
2) Psychologically close managers

42
Q

What type of leadership are psychologically distant managers?

A

Reserved and formal

43
Q

what type of leadership are psychologically close managers?

A

open and informal

44
Q

What does Fiedler suggest the most effective style of leadership would be affected by?

A
  • leader/member relations
  • task structure
  • leader position power
45
Q

what did Bennis argue in terms of leadership?

A

2 types of leadership:

  • transactional leadership
  • transformational leadership
46
Q

What is transactional leadership?

A

see the realationship with their followers in terms of a trade: they give followers the rewards they want in exchange for a service, loyalty and compliance

47
Q

What is transformational leaders?

A

see their role as inspiring and motivating others to work at levels beyond mere compliance. Only transformational leadership is said to be able to change team/organisational cultures and move them in a new direction

48
Q

What did Kotter set out to do?

A

Set out to change approaches to deal with resistance:

  • Participation and involvement
  • Eductaion and communication
  • Facilitation and support
  • negotiation and agreement
  • manipulation and co-optation
49
Q

What does heifetz argue?

A

that the main role of managers is to help people to face reality and mobilise them to make changes where necessary.
A true leader doesn’t have to have all the answers - instead encourage people to tackle challenges

FBT (24 decks)

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