Chapter 5 Flashcards
3 theoretical approaches to managing people:
- scientific management approach
- human relations management approach
- process (administrative) management approach
Scientific management approach:
- increasing/improving output
- rewarding performance
Issues with scientific management approach:
-
Human relations management approach:
focus on morale, job satisfaction
Issues with human relations management approach:
-
Process (administrative) management approach:
- dominant paradigm today
- organization seen as a whole entity
Underlying processes of management:
- planning
- staffing
- organizing
- directing
- controlling and evaluating
Managerial functions:
-
Examples of how a sport manager practices managerial functions:
- planning
- staffing
- organizing
- directing
- controlling and evaluating
3 classifications of managers:
- top level managers
- middle level managers
- supervisory level managers
5 types of managerial skills:
- conceptual
- human relations
- technical
- links to levels of management
Parallels and differences in the roles of leaders and managers:
-
Approaches to the study of leadership:
-
Why are some people good leaders and others are not?
-
Models that represent observed patterns of effective leadership that can be learned:
-
3 components of contingency theory of leadership:
- leaders
- followers
- context
Contingency theory of leadership: leaders:
- must have power
- ability to influence
Contingency theory of leadership: followers:
must have expectations and values that align
Contingency theory of leadership: context:
- complexity
- task uncertainty
3 leadership styles:
- centred on tasks
- centred on employees
- transformational leadership
2 contemporary approach to leadership:
- full range of leadership model
- managerial leadership
3 parts to the full range of leadership model:
- transactional leadership
- nontranscational leadership
- transformational leadership
Transactional leadership:
- contingent reward
- active management by exception
- passive management by exception
Nontransactional leadership:
laissez-faire leadership
Transformational leadership:
- idealized influence
- inspirational motivation
- intellectual stimulation
- individualized consideration
Steps in decision making:
- defining and framing the problem
- identifying criteria for decision
- developing and evaluating alternatives
- selecting an alternative
- implementing the alternative
- evaluating the effectiveness of the decision
Power:
- ability to influence others
- control over resources
Distinction between power and authority:
-
6 sources of power:
- legitimate or positional power
- reward power
- coercive power
- referent power
- expert power
- information
Organizational diversity: supporting practices:
- change teams
- education
- top management support
- systematic integration
Strategies to improve organizational diversity:
- governance
- strategic planning
- communication and promotion
- membership involvement
