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Engineering Management > Chapter 8 > Flashcards

Chapter 8 Flashcards

1
Q

is that management function which “involves
influencing others to engage in the work behaviors
necessary to reach organizational goals

A

Leading

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2
Q

Bases of Power

A
  1. legitimate power
  2. reward power
  3. coercive power
  4. referent power
  5. expert power
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3
Q

A person who occupies a higher
position has _____ over persons in lower
positions within the organization

A

legitimate power

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4
Q

refer to money or other tangible
benefits like cars, house and lot, etc. Psychic rewards
consist of recognition, praises, etc.

A

Material rewards

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5
Q

When a person compels another to
comply with orders through threats or punishment, he is
said to possess

A

coercive power.

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6
Q

When a person can get compliance
from another because the latter would want to be identified with the former, that person is said to have

A

referent power

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7
Q

may be referred to as “the process of
influencing and supporting others to work enthusiastically
toward achieving objectives.

A

Leadership

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8
Q

Traits of Effective Leaders

A
  1. a high level of personal drive
  2. the desire to lead
  3. personal integrity
  4. self-confidence
  5. analytical ability or judgment
    e. knowledge of the compan,y, industry or technology
  6. charisma
  7. creativity
  8. flexibility
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9
Q

are those identified as willing to accept responsibility, possess vigor,
initiative, persistence, and health

A

Personal Drive

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10
Q

There are persons who have
all the qualifications for leadership, yet they could not
become leaders because they lack one special requirement:

A

the desire to lead.

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11
Q

When a person has sufficient personal
magnetism that leads people to follow his directives, this person is said to have

A

charisma

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12
Q

Ronnie Millevo defines ______ as “the
ability to combine existing data, experience, and preconditions from various sources in such a way that the result will be subjectively regarded as new, valuable, and inno·
votive, and as a direct solution to an identified problem
situation

A

creativity

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13
Q

Leadership Skills

A
  1. technical skills
  2. human skills, and
  3. conceptual skills.
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14
Q

These are skills a leader must
possesses to enable him to understand and make decisions
about work processes, activities, and technology.

A

Technical skills

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15
Q

These skills refer to the ability of a
leader to deal with people, both inside and outside the
organization.

A

Human skills

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16
Q

These skills refer to “the ability
to think in abstract terms, to see bow parts fit together
to form the whole.

A

Conceptual skills

17
Q

BEHAVIORAL APPROACHES TO
LEADERSHIP STYLES

A
  1. Ways Leaders Approach People
  2. Ways Leaders Uses Power
  3. Leaders Orientation Toward Tasks and People
18
Q

When the leader’s approach emphasizes rewards,
the style used is

A

positive leadership

19
Q

When punishment is emphasized by the leader, the style is said to be

A

negative leadership

20
Q

Leaders who make decisions
themselves, without consulting subordinates are called

A

autocratic leaders

21
Q

When a leader openly invite his subordinates to participate or share in decision,
policy-making and operation methods, he is said to be

A

participative leader

22
Q

Leaders who set objectives and
allow employees or subordinates relative freedom to do
whatever it takes to acoomphsh these obJectives, are called

A

Free-rein leader

23
Q

Leaders Orientation Toward Tasks and People

A
  1. Employee orientation
  2. Task orientation
24
Q

an effort to determine through research which managerial practices,and techniques are appropriate in specific situations.

A

contingency approach

25
Q

CONTINGENCY APPROACHES TO
LEADERSHIP STYLE

A
  1. Fiedler’s Contingency Model
  2. Hersey and Blanchard’s Situational Leadership Model
  3. Path-Goal Model of Leadership
    4· Vroom’s Decision Making Model
26
Q

According to ____, “leadership is effective
when the leader’e style is appropriate to the situation.”

A

Fred Fiedler

27
Q

suggests that the most important factor
affecting the selection of a leader’s style is the development (or maturity) level of subordinate.

A

Hersey and Blanchard Situational Leadership
Model

28
Q

Maturity has two components:

A
  1. job skills and knowledge, and
  2. psychological maturity
29
Q

is for people who lack compe-
tence but are enthusiastic and committed. They need
direction and supervision to get them started.

A

Directing

30
Q

is for people who have some
competence but lack commitment.

A

Coaching

31
Q

is for people who have compe-
tence but lack of confidence or motivation.

A

Supporting

32
Q

is for people who have both
competence and commitment.

A

Delegating

33
Q

stipulates that leader-
ship can be made effective oocause leaders can influence
subordinate’s perceptions of their work goals, personal
goals, and paths to goal attainment.

A

Path-Goal Model of Leadership

34
Q

where the leader focuses
on clear task assignments, standarda of successful performance, and work schedules.

A

Directive leadership

35
Q

where subordinates
are treated as equals in ft friendly manner while
striving to improve their well-being.

A

Supportive leadership

36
Q

where the leader
consults with subordinates to seek their sug-
gestions and then seriously considers those
suggestions when making decisions.

A

Participative leadership

37
Q

where the
leader set challenging goals, emphasize excel-
lence, and seek oontinuous improvement while
maintaining a high degree of confidence that
subordinates will meet difficult challenges in a
respoOllible manner.

A

. achievement oriented leadership

38
Q

is one that prescribes
the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-
making authority.

A

Vroom’s Decision-Making Model

Engineering Management (5 decks)

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