Chapter 5

Question 1

3 theoretical approaches to managing people:

Answer 1

• scientific management approach
• human relations management approach
• process (administrative) management approach

Question 2

Scientific management approach:

Answer 2

• increasing/improving output

- rewarding performance

Question 3

Issues with scientific management approach:

Answer 3

-

Question 4

Human relations management approach:

Answer 4

focus on morale, job satisfaction

Question 5

Issues with human relations management approach:

Answer 5

-

Question 6

Process (administrative) management approach:

Answer 6

• dominant paradigm today

- organization seen as a whole entity

Question 7

Underlying processes of management:

Answer 7

• planning
• staffing
• organizing
• directing
• controlling and evaluating

Question 8

Managerial functions:

Answer 8

-

Question 9

Examples of how a sport manager practices managerial functions:

Answer 9

• planning
• staffing
• organizing
• directing
• controlling and evaluating

Question 10

3 classifications of managers:

Answer 10

• top level managers
• middle level managers
• supervisory level managers

Question 11

5 types of managerial skills:

Answer 11

• conceptual
• human relations
• technical
• links to levels of management

Question 12

Parallels and differences in the roles of leaders and managers:

Answer 12

-

Question 13

Approaches to the study of leadership:

Answer 13

-

Question 14

Why are some people good leaders and others are not?

Answer 14

-

Question 15

Models that represent observed patterns of effective leadership that can be learned:

Answer 15

-

Question 16

3 components of contingency theory of leadership:

Answer 16

• leaders
• followers
• context

Question 17

Contingency theory of leadership: leaders:

Answer 17

• must have power

- ability to influence

Question 18

Contingency theory of leadership: followers:

Answer 18

must have expectations and values that align

Question 19

Contingency theory of leadership: context:

Answer 19

• complexity

- task uncertainty

Question 20

3 leadership styles:

Answer 20

• centred on tasks
• centred on employees
• transformational leadership

Question 21

2 contemporary approach to leadership:

Answer 21

• full range of leadership model

- managerial leadership

Question 22

3 parts to the full range of leadership model:

Answer 22

• transactional leadership
• nontranscational leadership
• transformational leadership

Question 23

Transactional leadership:

Answer 23

• contingent reward
• active management by exception
• passive management by exception

Question 24

Nontransactional leadership:

Answer 24

laissez-faire leadership

Question 25

Transformational leadership:

Answer 25

• idealized influence
• inspirational motivation
• intellectual stimulation
• individualized consideration

Question 26

Steps in decision making:

Answer 26

• 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

Question 27

Power:

Answer 27

• ability to influence others

- control over resources

Question 28

Distinction between power and authority:

Answer 28

-

Question 29

6 sources of power:

Answer 29

• legitimate or positional power
• reward power
• coercive power
• referent power
• expert power
• information

Question 30

Organizational diversity: supporting practices:

Answer 30

• change teams
• education
• top management support
• systematic integration

Question 31

Strategies to improve organizational diversity:

Answer 31

• governance
• strategic planning
• communication and promotion
• membership involvement