chapter 46

Question 1

what do managers/leaders do ?

Answer 1

-communicate
-control
-co ordinate
-lead
-motivate
-plan
-decision making
-evaluating progress

Question 2

what are constraints which impinge on any leader or manager ?

Answer 2

-the skills of the leaders ability to lead
-ability to make decisions
-strengths
-structure of the organisation
-nature of the market
-competition
-budget
-objectives of the business
-state of the economy

Question 3

how can the levels of success be measured

Answer 3

-level of profit the business achieved
-level of labour turnover within manager department
-targets

Question 4

how many styles of leadership is there

Answer 4

4

Question 5

what is lewins style of leadership

Answer 5

in 1939 lewin and his co workers identified 3 styles of leadership decision making. these were autocratic, democratic and laissez faire.

Question 6

what is the autocratic style

Answer 6

-sets the work and expects it to be performed precisely
-does not involve employees
-strict
-doesn’t believe in employee automony
-think employees are motivated by money
-believe in close supervision

Question 7

what is the democratic style

Answer 7

-encourages employees input in decision making
-believe in employee autonomy
-encourage 2 way communication
- believes motivation of employees isn’t simply financial

Question 8

what is the laissez faire style

Answer 8

-remote from employees
-provides little direction for employees
-adopts let them get on with it approach
-requires employees to set their own tasks and objectives

Question 9

what is another style of leadership

Answer 9

paternalistic (this isn’t lewins)
-want the work force to feel involved in decision making
-consulting employees
-persuading employees to accept his or her view regardless of employees own views.

this is usually associated with japanese companies

Question 10

define centralsiation

Answer 10

the amount of control exercised by senior executives over decision making. business is highly centralised when middle managers and employees have little autonomy.

Question 11

theories of leadership styles
theory x and theory y

Answer 11

this theory is by douglas mcgregor.
it’s a theory of how managers view employees.
and theory x and theory y are 2 broad sets on assumptions of employees.

Question 12

what is theory x

Answer 12

managers view employees as
-lazy, disliking work and responsibility
-motivated by money
-lacking the will and ability to work unsupervised

this is usually adopted when being managed in autocratic style

Question 13

what is theory y

Answer 13

managers view employees as
-enjoying work
-willing to accept responsibility
-creative
-not just motivated by money

usually adopted when being managed in a democratic style

Question 14

what is another way of considering how managers manage

Answer 14

considering task and people needs.

a manager who has the desire to get the job done will be task orientated and a manager who’s aim is to make employees contented and keep them in high spritis are people orientated.

one of the best ways to approach this was developed by blake and mouton leadership grid.

on the horizontal axis there was task needs and people needs are on the vertical axis.

Question 15

theories of leadership styles- blake and mouton leadership grid 1950

Answer 15

it concentrated on the trade off between task and people needs which then influenced the style of leadership.

authoritarian leadership- it’s concenred with the task rather than the employees. they believe the needs of the employee must always take second place to completing the task. motivation is a secondary consideration, lack of attention to employees can lead to resentment.

impoverished leadership- this manager will have a lack of concern for either task or people needs. there unable to devise procedures to ensure the work is completed, very ineffective towards everything. morale and productivity is very low.

team leadership- this manager has a strong and equal regard for employee and task needs. they believe that if employees are treated as genuine stakeholders their needs and the businesses will be in harmony

Question 16

what is the 5 aspects of the Blake and mouton leadership grid

Answer 16

country club, authoritarian, impoverished, team leader, middle of the road

Question 17

what is country club leadership

Answer 17

this manager is concerned about the well being and feelings of the team rather than completing the required tasks. morale is high but employees may take advantage and if deadlines are missed there may be repercussions.

Question 18

what is authoritarian leadership

Answer 18

authoritarian leadership- it’s concerned with the task rather than the employees. they believe the needs of the employee must always take second place to completing the task. motivation is a secondary consideration, lack of attention to employees can lead to resentment.

Question 19

what is impoverished leadership

Answer 19

this manager will have a lack of concern for either task or people needs. there unable to devise procedures to ensure the work is completed, very ineffective towards everything. morale and productivity is very low.

Question 20

what is team leadership

Answer 20

this manager has a strong and equal regard for employee and task needs. they believe that if employees are treated as genuine stakeholders their needs and the businesses will be in harmony

Question 21

what is middle of the road leadership

Answer 21

it compromises between the 2 sets of needs, so neither set of needs is met and less than optimal outcomes are achieved. leaders might be indecisive.

Question 22

theories of leadership styles- what is carlyle and galton trait theory

Answer 22

they concentrate on the traits exhibited by successful leaders. there ideas were looked at in the 1980s and their thoughts suggested that the characterisitcs of a good leader were attributes leaders had but weren’t learnt.

examples of good attributes were-
1. intelligent
2. creative
3. self confidence
4. motivational
5. integrity

Question 23

what other model also looks at leadership traits

Answer 23

Zaccaro 2004 and 2007, they look more in detail at leadership traits and he tries to show the importance of these traits to have an effective leader.

Question 24

Theories of leadership styles- tannenbaum and schmidt

Answer 24

it’s known as the contingency approach. they concentrate on the style of leadership and suggest it highlights the degree of trade off between the control exerted by the leader and how it’s affected intereaction between the leader and the employees.

it has a continuum which has 4 styles
1. tell
2. sell
3. consult
4. participate

Question 25

tannenbaum and schmidt- what is tell

Answer 25

this style is where the leader informs the employees of their decision (very autocratic). the employees are expected to comply and accept as it doesn’t give them a chance to be involved in the decision making process.

Question 26

tannenbaum and schmidt- sell

Answer 26

this is where the leader makes a decision but also attempts to sell the decision to the employees. this shows there is some consideration of the employees and a degree of persuasion is taking place. more opportunity for feedback.

Question 27

tannenbaum and schmidt- consult

Answer 27

this style goes a step further than sell as the leader presents their ideas to the employees and then invite discussion offering a more collaborative approach.

Question 28

tannenbaum and schmidt- participate

Answer 28

shows the focus is on the employees and not the leader. the leader asks the employees to make the decision.

Question 29

theories of leadership styles- adair

Answer 29

it’s known as the action centred leadership.

adair suggests the leader has to try and balance the needs of all 3 elements and a failure to consider these is likely to lead to failure . however the 3 elements can conflict with eachother

it highlights 3 elements for all leadership elements which is
1. the achievement of the task
2. team or groups involved in the task
3. individual members of the team or group involved in the task.

Question 30

what is a senior manager

Answer 30

these are at the top of an organisation and are usually led by a chief executive officer CEO who will work closely with the board of directors.

there more concered with long term planning and strategy than day to day implementation of policy.

it’s important there department communicates properly so the business runs smoothly.

Question 31

what is middle managers

Answer 31

these have more operational control than senior executives are are responsible for them for implementing their strategy.

Question 32

what is junior managers

Answer 32

this can refer to management trainees and those in supervisory positions who have a degree of authority.

Question 33

what is line managers

Answer 33

they manage employees who have direct input into or are responsible for the delivery of products/services. there have a line authority which is the power to order subordinates in their department to perform appropriate tasks.

Question 34

what is staff managers

Answer 34

they exist to provide advice and support to the line managers. they have no line of authority over those whom they support

Question 35

what is the differecne between a leader and a manager

Answer 35

a leader is more inspirational whereas a manager manages via there organisational skills.

Question 36

what are characteristics of a leader

Answer 36

• followed by subordinates
• charismic
• creative
• embraces change
• risk taker
• inspires others to behave in a certain way

Question 37

what are characteristcs of a manager

Answer 37

• obeyed by subordinates
  -not very outgoing
• sets an example
• tells employee to follow a procedure
  -minimises risk

Question 38

examples of departments within a business

Answer 38

1. production management
2. marketing management
3. personal management
4. financial management

Question 39

what is production management

Answer 39

it involves more than just the making of products it’s also concered with a variety of issues e.g. quality/stock control, purchasing and maintenance.

Question 40

what is marketing management

Answer 40

this involves issues such as market research , development of pricing policies, promotional campaigns and ensuring the distribution of the product reaches the customers

Question 41

what is personal management

Answer 41

it is concerned with organising people, encompassing issues such as recruitment training, performance appraisal and offering advice to the line managers ensuring employees records are correct

Question 42

what is financial management

Answer 42

it is concerned with the house keeping of the business accounts. all receipts and payments need to be recorded to ensure the business is solvent and able to meet it’s financial objectives. it is also concerned with raising finance and it’s analysis of costs.