Chapter 3 Flashcards

1
Q

List 4 Theory X assumptions

A
  • Working is inherently distasteful
  • most people are not ambitious
  • people have little capacity for problem solving
  • people are motivated by anxiety and their security
  • people need to be closely controlled.
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2
Q

List 4 Theory Y assumptions

A
  • Work is as natural as play
  • people have the creativity for solving organisational issues
  • people are self-motivated to complete their tasks
  • people can be self-directed if properly motivated
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3
Q

State & explain the five basic hierarchy of needs (Abraham Maslow)

A
  • physiological - food, shelter, clothing
  • security & Safety - job security, insurance
  • social - belonging/acceptance
  • self-esteem - respect of others
  • self-actualization - fulfilling potential.
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4
Q

What is the difference between ‘functional’ & ‘team’ roles?

A

Functional: roles that have to be performed due to job/role.
Team: reflect the natural preferences/innate abilities.

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5
Q

State 3 circumstances where Belbin’s work could be useful to a manager.

A
  • When allocating specific tasks within the team.
  • When developing team members.
  • When recruiting new members of staff.
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6
Q

What does Emotional Intelligence focus on?

A

How the individual manages:
- Their own emotional state.
- The relationships they have with others.

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7
Q

What does ‘Personal Competence’ mean?

A
  • Their own emotional state.
  • This ensures they are in touch with their own feelings, drivers and preferences.
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8
Q

What does ‘Social Competence’ mean?

A
  • The relationships they have with others.
  • This is about being able to appreciate other people’s points of view and to sense and anticipate how they are likely to respond.
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9
Q

What domains are within Personal competence?

A
  • Self-awareness.
  • Self-management.
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10
Q

What domains are within Social competence?

A
  • Social awareness.
  • Relationship management.
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11
Q

What is self-awareness?

A
  • Emotional self-awareness.
  • Accurate self-assessment.
  • Self-confidence.
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12
Q

What is self-management?

A
  • Self-control
  • Transparency
  • Adaptability
  • Achievement
  • Initiative
  • Optimism
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13
Q

What is social awareness?

A
  • Empathy
  • Organisational awareness
  • Service
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14
Q

What is relationship management?

A
  • Inspirational leadership
  • Influence
  • Developing others
  • Change catalyst
  • Conflict management
  • Building bonds
  • Teamwork and collaboration
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15
Q

What are Dr Steven Covey’s 7 habits?

A
  • Be proactive.
  • Start with the end in mind.
  • Put first things first.
  • Think win/win.
  • Seek first to understand, then to be understood.
  • Synergise.
  • Sharpen the saw.
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16
Q

State the 2 key type of behaviour which Hershey and Blanchard identified the leader could demonstrate.

A
  • Task behaviour
  • Relationship behaviour.
17
Q

State the Hershey and Blanchard leadership styles.

A
  • Sell.
  • Tell.
  • Delegate.
  • Participate.
18
Q

What are Herzberg’s ‘Motivators’?

A

Recognition
Advancement
Growth
Work itself
Advancement
Responsibility

RAGWAR

19
Q

What are Herzberg’s ‘Hygiene’ factors?

A

Working conditions
Relationship with supervisor and peers
Administration
Pay
Supervision
Status
Security

WRAPSSS

20
Q

State the 8 steps of John Kotter’s change management.

A
  • Establish sense of urgency.
  • Form a powerful guiding coalition.
  • Create a vision.
  • Communicate the vision.
  • Empower others to act on the vision.
  • Plan for and create short term wins.
  • Consolidate improvements and produce more change.
  • Institutionalise change.
21
Q

List the 5 stages of team development identified by Bruce Tuckman

A
  • Forming
  • Norming
  • Storming
  • Performing
  • Adjourning
22
Q

Identify the four scales used by the Myers Briggs Type Indicator to categorise an individual’s behavioural preferences

A
  • Extroversion / Introversion - How we focus our energy
  • Sensing / Intuition - How we gather information
  • Thinking / Feeling - How we make decisions/process information
  • Judging / Perceiving - How we react to the work
23
Q

What are examples of ‘Leading’ within the ‘Leadership v. Management’ model?

A
  • Inspiring people to follow
  • Influencing
  • Setting out visions & values
  • Asking
  • The person
  • Using a range of leadership styles based on the situation or need
  • Delegating and giving thoughtful responsibility to staff
  • Coaching
  • Encouraging responsibility and taking initiative
  • A longer-term strategy
24
Q

What are examples of ‘Managing’ within the ‘Leadership v. Management’ model?

A
  • Organizing and controlling people
  • Directing
  • Setting targets and manage against them
  • Telling
  • The task and process
  • Using a narrower range of skills to get the job done
  • Managing activities closely to ensure work gets done
  • Instruction
  • Encouraging following instruction
  • Short-term tactics
25
Q

What are Belbin’s Team Roles?

A
  • Coordinator
  • Resource Investigator
  • Shaper
  • Plant
  • Monitor/Evaluator
  • Specialist
  • Team worker
  • Completer/finisher
  • Implementer