Chapter 6 - Leadership and management Flashcards
Management is (Fayol 1916):
forecasting and planning objectives organising resources co-ordinating company and individual objectives commanding controlling
Leadership
providing direction
creating a vision
influencing others
Power
reward: promotions, financial coercive (force): dismiss, suspend, unpleasant tasks referent: charisma expert: knowhow legitimate power: age or experience
Authoritiy
Right to exercise power
Charisma: quality or personality
Traditional: based on custom or practice
Rational-legal: based on org position
Raven vs Weber
RAVEN
Coercive-legitimate
Reward and Referent
Expert
WEBER
Traditional
Charismatic
Rational-Legal
Responsibility
Scope of responsibility must correspond to the authority given
responsible without authority: becomes frustrating
authority without responsibility: become irresponsible
empowerment
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
delegation pro’s and reluctance
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
Methods of delegation
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
Classic theories of management
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
Human Relations: Mayo
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
Human Relations: Herzberg
Hygiene factors
Motivators
Maslow’s hierarchy of needs
Self - fulfillment Ego Social Safety and Security basic-physiological
Systems Theory
Trist and Bamforth 1040
individual and group needs for motivation
social and technology factors are interlinked
Mechanistic vs Organic Organisations
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
Contingency theory
Joan Woodward
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
Disadvantage of mechanised org
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
Leadership: Sources of leaders
elected
emerge
appointed
Leadership: Types of leaders
charismatic traditional situational appointed functional (doing what they do well)
Leadership: benefits
reduces employee dissatisfaction effective delegation team spirit develop skills and confidence in the group enlist support and co-operation
Leadership: definition
influencing others to do what they want them to do - a dynamic process
Skills of leaders
use power effectively and responsibly
comprehend human beings
ability to inspire
ability to generate motivated climate
Managers vs Leaders
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
Leadership
Personality, trait or qualities theories
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.
