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CIMA E2 > Chapter 4 - Leadership and Management > Flashcards

Chapter 4 - Leadership and Management Flashcards

1
Q

What is management?

A

Process of getting things done through the efforts of other people

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2
Q

What are the common functions of management that are identified by Fayol?

A

Forecasting and planning
Organising
Co-ordinating
Commanding
Controlling

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3
Q

What management concepts are important?

A

Power
Authority
Responsibility
Accountability
Empowerment
Delegation

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4
Q

What is the definition of power?

A

Capacity to exert influence to make someone act according to your own preferences

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5
Q

What five sources of power did French and Raven identify?

A

Reward Power
Coercive Power
Referent Power
Expert Power
Legitimate Power

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6
Q

What is the definition of authority?

A

The right to exercise power

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7
Q

What are the three bases of authority that Weber suggested?

A

Charismatic Authority
Traditional Authority
Rational - legal authority

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8
Q

What is the definition of responsibility?

A

The obligation of an individual who occupies a particular position in the organisation to perform certain duties, tasks or make certain decisions.

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9
Q

What is the definition of accountability?

A

The need for individuals to explain and justify any failure to fulfil their responsibilities to their superiors in the hierarchy.

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10
Q

What is the definition of empowerment?

A

Employee empowerment is where employees are given autonomy and responsibility to undertake tasks without being directed at each step by management.

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11
Q

What must management do to empower staff?

A

Management has to have trust in their capabilities and be willing to allow employees to make decisions, within set limits.

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12
Q

What is the definition of delegation?

A

The process whereby a manager assigns part of his or her authority to a subordinate to fulfil their duties

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13
Q

What are the advantages of delegation?

A

Senior relieved of less important activities
Greater flexibility
Allows career development
Brings together skills and ideas
Greater motivation

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14
Q

What are the disadvantages of delegation?

A

Over-supervision can waster time and is de-motivating
‘passing the buck’
Manager only delegates boring work or impossible tasks
Manager reluctant to delegate
Inadequate training

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15
Q

What does the classical approach to management emphasise and assume?

A

Emphasise the technical and economic aspects of organisations
Assumes that behaviours in organisations is rational and logical

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16
Q

What is the objective of management in scientific management (Taylor)?

A

Objective of management is to secure the maximum prosperity for both employer and employee:
one best approach to the job, using work study methods
once employees were trained in the best approach then payment should be based on piece-rate (believed money to be a motivator)
well-trained employees delivered high productivity
win:win for both employee and organisation.

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17
Q

What is Weber’s bureaucracy based on?

A

Formalisation and standardisation
Based on hierarchy of authority
Strict rules and regulations govern decision making
Specialisation in duties, segregated ‘offices’ and levels

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18
Q

What negative connotations does the term bureaucracy tend to have?

A

slow response to change
lack of speedy communication
little need for involving staff in decision-making
rules stifle initiative and innovative ideas
no recognition of important informal relationships

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19
Q

What are 5 tiers of Maslow’s hierarchy of needs?

A

Self-actualisation
Ego/Esteem
Social/Belonging
Safety/Security
Basic/Physiological

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20
Q

What are the Herzberg’s hygiene factors?

A

Dissatisfaction

Company policies
Supervision
Working conditions
Rate of pay
Job security

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21
Q

What are the Herzberg’s motivators?

A

Satisfaction

Achievement
Advancement
Personal Growth
Responsibility
Recognition

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22
Q

What is the Trist and Bamforth systems theory?

A

Trist and Bamforth carried out research into the structure and operation of the ‘longwall’ method of mining in County Durham in the 1940s. It highlighted the interactions between social needs and technological activities.

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23
Q

What did Trist and Bamforth findings highlight?

A

Close-knit groups had been broken up
Communication was difficult because of the geographical spread of workers
New payment schemes caused jealousy among the workforce
Too much specialisation and individuality was built into the jobs

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24
Q

What does the Burns and Stalker contingency theory suggest?

A

The effectiveness of various managerial practices, styles and techniques will vary according to the particular circumstances of the situation

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25
Q

What are the two major types of organisations that Burns and Stalker distinguished?

A

mechanistic and organic
mechanistic system was seen to be appropriate in fairly stable conditions where the management of change was not seen to be an important factor.
The organic system is seen to be more responsive to change, and is therefore recommended for organisations moving into periods of rapid changes in technology, market orientation, or tasks

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26
Q

What is the difference between management and leadership?

A

While management is getting things done through the efforts of others, leadership is the process of influencing others to work willingly towards goals, to the best of their capabilities, or ‘getting other people to do things willingly’.

27
Q

What are the different types of leaders?

A

Charismatic - influence from personality
Traditional - influence from social prejudice
Situational - being in the right place and the right time
Appointed - influence from the position held
Functional - influence by doing things well

28
Q

What are the physical traits of leaders?

A

Drive, energy, appearance and height

29
Q

What are the personality traits of leaders?

A

Adaptability, enthusiasm and self-confidence

30
Q

What are the social traits of leaders?

A

co-operations, tact, courtesy and administrative ability

31
Q

What are the three main leadership styles?

A

Autocratic
Democratic
Free Rein

32
Q

What is a autocratic leadership style?

A

Do this now

33
Q

What is a democratic leadership style?

A

Let’s work together to solve this

34
Q

What is a free rein leadership style?

A

You go and sort this out

35
Q

What are McGregor’s two theories?

A

Theory X
Theory Y

36
Q

What is McGregor’s Theory X?

A

people dislike work and responsibility and will try to avoid both. They therefore need to be coerced. Management approach is autocratic.

37
Q

What is McGregor’s Theory Y?

A

employees enjoy their work, they are self-motivated and willing to work hard to meet both personal and organisational goals. Employees have real potential and the role of management is to help to release it

38
Q

What are the three leadership styles Lewin studied?

A

Democratic
Laissez faire
Authoritarian

39
Q

What is Lewin’s Democratic leadership style?

A

Most productive and satisfying

40
Q

What is Lewin’s laissez faire leadership style?

A

Next in production but not in satisfaction

41
Q

What is Lewin’s authoritarian leadership style?

A

Least productive of all with much frustration

42
Q

What did Blake and Mouton design?

A

The managerial grid, which charts people-orientated versus task-orientated styles

43
Q

What are the different points on the Blake and Mouton managerial grid?
9.9, 9.1, 1.9, 5.5, 1.1

A

9.9 Team Style
9.1 Task Orientated
1.9 Country Club
5.5 Middle Road
1.1 Impoverished

44
Q

What is the x axis on the Blake and Mouton managerial grid?

A

Concern for the task

45
Q

What is the y axis on the Blake and Mouton managerial grid?

A

Concern for the people

46
Q

What does the contingency theory suggest?

A

Contingency theory suggests that there is no one best approach to leadership. A good leader will change their style to suit the situation

47
Q

What is Adair and what is the three parts of it?

A

Action-centred leadership

Task needs
Group needs
Individual needs

48
Q

What model is Fielder?

A

Contingency model

49
Q

What two distinct styles of leadership did Fielder identify?

A

Psychologically distant managers (PDMs)
Psychologically close managers (PCMs)

50
Q

What three factors did Fielder suggest the most effective leadership style would influence the situation?

A

Leader/member relations - nature of relationship between leader and group
Task Structure - extent to which task is structured
Leader position power - degree of formal authority/responsibility allocated to the position

51
Q

What are transactional leaders?

A

these leaders see the relationship with their followers in terms of a trade: they give followers the rewards they want in exchange for service, loyalty and compliance.
Transactional leaders tend to be more passive

52
Q

What are 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.
Transformational leaders more proactive

53
Q

What range of skills are required by transformational leaders (Boyd)?

A

Anticipatory skills - providing foresight in a constantly changing environment
Visioning skills
Value-congruence skills - the leader should be in touch with individuals’ economic, psychological, physical and other important needs
Empowerment skills
Self-understanding

54
Q

What is distributed leadership

A

While traditional leadership has been viewed as the role of one person in charge of others, a distributed, or shared, leadership perspective recognises that there are multiple leaders.

55
Q

What is the visionary leadership style and when is it suitable?

A

Good communication skills, sees the big-picture and has a forward-looking focus. Inspires teams to shared goals.

The company or team needs to shift in a new direction.

56
Q

What is the coaching leadership style and when is it suitable?

A

Objective is to develop people for the future. Style is one-on-one and instructional

You have an employee with strong initiative who wants to develop professionally.

57
Q

What is the affiliative leadership style and when is it suitable?

A

Designed to create strong bonds between people. Gives positive feedback and promotes team building.

When there is a need to improve harmony, morale, communication and repair trust.

58
Q

What is the democratic leadership style and when is it suitable?

A

Builds consensus by encouraging participation

Most effective when direction is weak and the organisation can benefit from tapping into the skills, talents, and opinions of staff.

59
Q

What is the pacesetting leadership style and when is it suitable?

A

Leads by example and sets high standards

Can help motivate staff to achieve strict deadlines and tight schedules.

60
Q

What is the commanding leadership style and when is it suitable?

A

Military style where the leader demands compliance

Should be used only in crises requiring rapid redirection and change

61
Q

What is a virtual team?

A

A team made of members with complementary skills working towards a common purpose, but which is separated physically and must interact electronically.

62
Q

What challenges does leaders of virtual teams face?

A

Communication
Performance Management
Cultural Sensitivities

63
Q

What is business ethics?

A

set of moral rules that govern how businesses operate, how business decisions are made and how people are treated.

CIMA E2 (16 decks)

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