Chapter 6 - Leadership and management Flashcards

1
Q

Management is (Fayol 1916):

A
forecasting and planning objectives
organising resources
co-ordinating company and individual objectives
commanding
controlling
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Leadership

A

providing direction
creating a vision
influencing others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Power

A
reward: promotions, financial
coercive (force): dismiss, suspend, unpleasant tasks
referent: charisma
expert: knowhow
legitimate power: age or experience
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Authoritiy

A

Right to exercise power

Charisma: quality or personality
Traditional: based on custom or practice
Rational-legal: based on org position

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Raven vs Weber

A

RAVEN
Coercive-legitimate
Reward and Referent
Expert

WEBER
Traditional
Charismatic
Rational-Legal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Responsibility

A

Scope of responsibility must correspond to the authority given

responsible without authority: becomes frustrating
authority without responsibility: become irresponsible

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

empowerment

A

autonomy and responsibility are delegated

set clear boundaries and expectations
actively encourage employee development
communicate openly, open door policy
allow employees to contribute
offer feedback
lead by example
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

delegation pro’s and reluctance

A

manager assigns part of his authority

responsibility can never be delegated

PRO

  • overcome individuals capacity limitations
  • career planning, continuity and absence cover
  • better decision making
  • improves time management
  • more interesting work, job satisfactions

RELUCTANCE

  • employees considered not able enough
  • managers would like to keep in touch
  • insecure managers are not delegating
  • insecure managers fear that subordinates are able to do a better job
  • managers do not know how to delegate
  • fear of loosing control
  • delegation requires initial handover effort
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Methods of delegation

A

abdication - leave issues without formal delegation
custom and practice - age old system (junior level makes coffee)
explanation - manager briefs conceptually how the task should be done
consultation - powerful and efficient: good ideas from below

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Classic theories of management

A
TAYLOR: 
1 best approach using study methods
trained employees should be paid based on piece rating
training improves productivity
win:win
FAYOL:
division of work
authority
leadership
unity of direction
remuneration
centralisation
scalar chain (of authority)
order
equity
subordination of other interests
stability of tenure of personnel
initiative (from everybody)
esprit de corps (harmony and teamwork)

WEBER
efficient bureaucracy (ie large corporations)
- hierarchy of authority
- strict rules and regulations for decision making

->disadvantages:
slow responses to change
lack of fast communication channels
staff not involved in decision making
rules stifle initiatives and innovations
->main characteristics:
specialization
hierarchy
rules
impersonality
appointed officials
career officials
full-time officials (professionalism requires commitment
public/private division: limited liability framework
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Human Relations: Mayo

A

Mayo (workers conditions experiment):

  • psychological contract (unwritten)
  • motivation is increased showing interest in them
  • team work increases productivity
  • socializing at work is motivating
  • communication between workers and mgmt influences motivation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Human Relations: Herzberg

A

Hygiene factors

Motivators

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Maslow’s hierarchy of needs

A
Self - fulfillment
Ego
Social
Safety and Security
basic-physiological
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Systems Theory

A

Trist and Bamforth 1040

individual and group needs for motivation
social and technology factors are interlinked

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Mechanistic vs Organic Organisations

A
Mechanic:
task specialization
responsibilities and authority clearly defined
coord. & comm. responsibility at each mgmt level
Selective downward comm.
hierarchy
locally recruited
stable conditions

Organic:
skills, experience, specialist is valuable
integrated efforts across matrix structure
leadership based on consultation&involvement
commitment to task achievement
employees from a variety of sources
more responsive to change

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Contingency theory

Joan Woodward

A

unit and small batch co’s (craft industry): short hierarchies, small groups with high skill levels; middle job satisfaction

large batch or mass production co’s (cars): short line of command, semi skilled workforce; low job satisfaction

heavily mechanised process tech (cement, oil, food): taller hierarchies, only high skilled work force, highest satisfaction

tasks, technology, people and structure are interrelated

17
Q

Disadvantage of mechanised org

A

mechanised org’s are not as adaptive to change
mindless and unquestioning bureaucracy
goal of org unit vs. goal of org divergent
dehumanising upon employees

18
Q

Leadership: Sources of leaders

A

elected
emerge
appointed

19
Q

Leadership: Types of leaders

A
charismatic
traditional
situational
appointed
functional (doing what they do well)
20
Q

Leadership: benefits

A
reduces employee dissatisfaction
effective delegation
team spirit
develop skills and confidence in the group
enlist support and co-operation
21
Q

Leadership: definition

A

influencing others to do what they want them to do - a dynamic process

22
Q

Skills of leaders

A

use power effectively and responsibly
comprehend human beings
ability to inspire
ability to generate motivated climate

23
Q

Managers vs Leaders

A

Managers tend to adopt impersonal or passive attitudes towards goals
Leaders are personal and active

Managers: low level of emotion, leaders: have empathy
Leaders: sense of identity

Managers: regulators
Leaders: search opportunities

Mangers react
Leaders transform

24
Q

Leadership

Personality, trait or qualities theories

A

physical: drive, energy, appearance and height
personality: adaptability, enthusiasm and self-confidence
social: co-operation, tact, courtesy and admin abilities

IQ
initiative
motivation
self-assurance
helicopter: rise above the others
other: enthusiasm, sociability, integrity, courage, imagination, determination, energy, faith, virility.
25
Q

Leadership

Style

A

autocratic or authoritarian
democratic or participative
free rein or delegate style

26
Q

Douglas McGregor X&Y

A

Douglas McGregor X: lazy employees, need direction, etc
=> authoritarian

Douglas McGregor Y: employees enjoy work, self direction and control
=> democratic

27
Q

Kurt Lewin (1930)

A

Authoritarian
Democratic
Laissez-faire

28
Q

Likert’s 4 systems of mgmt

A

System 1: exploitative authoritative (fear and threats)
System 2: Benevolent, authoritative (policy driven, communication is restricted)
System 3: Consultative (some involvement is sought, leader asks for opinion)
System 4: Participative (involve teams in goal setting, communication up and down)

29
Q

Tannenbaum and Schmidt

Continuum of leadership

A

authoritarian

  • manager tells decision
  • managers sells d.
  • tells and talks d.
  • consults
  • involves
  • delegates
  • abdicates (group functions within limits)

democratic

30
Q

Blake and Mouton

Managerial Grid

A

Concern for people vs concern for production

Task-centered leadership: get the job done
Group-centered leadership: maintain group or stress factors
Task-orientated: people are commodity
Country-club: people are supported and inadequacies are overlooked
Impoverished: issues are blamed downward
Middle road: push productivity and consider people
Team: (likely idealistic) high concern for people generates high productivity

31
Q

Contingency or situational theories

Adair - Action centered leadership

A

Task roles: initiating, info seeking, diagnosing, opinion seeking

Individual maintenance role: goal setting, feedback, counseling, developing

Group maintenance: communicating, team building, disciplining

32
Q

Contingency or situational theories

Fiedler - contingency model

A

PDM’s Psycho-distant managers
seek to keep their distance
withdrawn and reserved
prefer formal communication

PCM’s
do not seek to formalize roles
prefer informal contacts instead of staff meetings
rather person than task oriented

Best situation driven leadership style:

  • leader - member based
  • task structure based
  • leader position power (based on formal authority/responsibility)
33
Q

Contingency or situational theories

Hersey and Blanchard

A

Leadership style: Relationship power Task Maturity

Delegate low low M4
Participate high low M3
Selling high high M2
Telling low high M1

34
Q

Transactional and Transformational leaders

Bennis

A

Transactions:
rewards in exchange for service, loyalty and compliance

Transformational:
inspiring and motivational: push employees beyond their compliance - able to transform organizations

35
Q

Transformational leaders

Boyd

A
  • anticipatory skills
  • visioning skills
  • value-congruence skills
  • empowerment
  • self-understanding