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ENGINEERING MANAGEMENT > CHAPTER 8 > Flashcards

CHAPTER 8 Flashcards

1
Q

Is the 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

Refers to the function

A

Leading

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3
Q

Refers to the process

A

Leadership

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4
Q

They are said to be able to influence others because of the power they possess.

A

Leaders

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5
Q

Refers to the ability of a leader to exert force on another.

A

Power

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6
Q

The power possessed by leaders may be classified according to various bases. They are as follows:

A
  1. Legitimate power
  2. Reward power
  3. Coercive power
  4. Referent power
  5. Expert power
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7
Q

A person who occupies a higher position has legitimate power over persons in lower positions within the organization. A supervisor, for instance, can issue orders to the workers in his unit. Compliance can be expected.

A

Legitimate Power

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8
Q

When a person has the ability to give rewards to anybody who follows orders or requests, he is said to have reward power.

A

Reward Power

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9
Q

Rewards maybe classified into two forms:

A

Material and psychic

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10
Q

Material Rewards

A

Money or other tangible benefits like cars, house and lot, etc.

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11
Q

Psychic rewards

A

Recognition, praises, etc.

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12
Q

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

A

Coercive Power

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13
Q

Punishment may take the form of

A
  • Demotion
  • Dismissal
  • Witholding of promotion
    etc.
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14
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 referent power.

A

Referent Power

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15
Q

Experts provide specialized information regarding their specific lines of expertise.

A

Expert Power

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16
Q

This influence, called ________, is possessed by people with great skills in technology.

A

Expert Power

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17
Q

The ________ exercised by environmental scientist was enough to force governments throughout the world to pass legislation favorable to environmental protection.

A

Expert Power

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18
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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19
Q

Is expected of any manager in charge of any unit or division.

A

Leadership

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20
Q

There are certain leadership traits identified by researchers and which may be useful in developing effective leaders. These traits are as follows:

A
  1. A high level of personal drive
  2. The desire to lead
  3. Personal integrity
  4. Self-Confidence
  5. Analytical ability or judgement
  6. Knowledge of the company, industry or technology
  7. Charisma
  8. Creativity
  9. Flexibility
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21
Q

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

A

Personal Drive

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22
Q

Is a very important leadership trait because of the possibility of failure in every attempt to achieve certain goals.

A

Drive

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23
Q

An example of a person with a high level of personal drive is ____________, plant director of the Polo plant of San Miguel Corporation between 1992 and 1994.

A

Paul Mediarito

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24
Q

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

A

The Desire to Lead

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25
Q

A person who is well-regarded by others as one who has integrity possesses one trait of a leader.

A

Personal Integrity

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26
Q

According to __________, integrity means and includes “honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.”

A

V.K. Saraf

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27
Q

According to V.K. Saraf, __________ means and includes “honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.

A

Integrity

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28
Q

The activities of leaders require moves that will produce the needed outputs. The steps of conceptualizing, organizing, and implementing will be completed if sustained efforts are made.

A

Self-Confidence

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29
Q

_________ and _________ found in a study they conducted that leaders of mid-sized, high growth companies were “almost inevitably consummate salesmen who radiate enormous contagious self-confidence.”

A

McKinsey and Company

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30
Q

Leaders are, oftentimes, faced with difficulties that prevent the completion of assigned tasks. A subordinate, for instance, may have a record of continually failing to produce the needed output.

A

Analytical Ability

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31
Q

The ability to _________ is one desirable trait that a leader can use to tide him over many challenging aspects of leadership.

A

Analyze

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32
Q

A leader who is well-informed about his company, the industry where the company belongs, and the technology utilized by the industry, will be in a better position to provide directions to his unit.

A

Knowledge of the Company, Industry or Technology

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33
Q

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

A

Charisma

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34
Q

Ronnie Millevo defines __________ as “the ability to combine existing data, experience, and preconditions from various sources in such a way that the results will be subjectively regarded as new, valuable, and innovative, and as a direct solution to an identified problem situation.”

A

Creativity

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35
Q

People differ in the way they do their work. One will adapt a different method from another person’s method.

A

Flexibility

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36
Q

A leader who allows this situation as long as the required outputs are produced, is said to be ___________.

A

Flexible

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37
Q

Leaders need to have various skills to be effective. They are:

A
  1. Technical skills
  2. Human skills
  3. Conceptual skills
38
Q

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

A

Technical Skills

39
Q

_________ is the specialized knowledge needed to perform a job.

A

Technical Skills

40
Q

These skills refer to the ability of a leader to deal with people, both inside and outside the organization. Good leaders must know how to get along with people, motivate them, and inspire them.

A

Human Skills

41
Q

This skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole.

A

Conceptual Skills

42
Q

Those in positions of leadership exhibit a pattern of behavior that is unique and different from other patterns. This total pattern of behavior is called __________.

A

Leadership Styles or Behavioral Approaches to Leadership Styles

43
Q

There are several approaches used in classifying leadership styles. They are as follows:

A
  1. According to the ways leaders approach people to motivate them.
  2. According to the way the leader uses power.
  3. According to the leader’s orientation towards task and people.
44
Q

There are two ways, a leader may approach people to motivate them. They are:

A
  1. Positive Leadership and
  2. Negative Leadership
45
Q

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

A

Positive Leadership

46
Q

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

A

Negative Leadership

47
Q

Punishment may take the form of

A

Reprimand, suspension, or dismissal

48
Q

Leadership styles also vary according to how power is used.

A

Ways Leaders Uses Power

49
Q

Leaders who make decisions themselves, without consulting subordinates are called ___________. Motivation takes the form of threats, punishment, and intimidation of all kinds.

A

Autocratic Leadership

50
Q

The ___________ style is effective in emergencies and when absolute followership is needed.

A

Autocratic Style

51
Q

When a leader openly invites his subordinates to participate or share in decisions, policy-making and operation methods, he is said to be a ______________.

A

Participative Leader

52
Q

Advantage of participative leadership

A

Generates a lot of good ideas. Increased support for decisions and the reduction of the chance that they will be unexpectedly undermined.

53
Q

Disadvantage of Participative Leadership

A

Time-consuming and Frustrating

54
Q

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

A

Free-rein Leaders

55
Q

They are also referred to as laissez-faire leaders

A

Free-rein Leaders

56
Q

This leadership style is most applicable to certain organizations manned by professionals like doctors and engineers.

A

Free-rein Leaders

57
Q

Leaders may be classified according to how they view tasks and people.

A

Leaders Orientation Towards Tasks and People

58
Q

Leaders may be classified according to how they view tasks and people. Consequently, a leader may either be:

A
  1. Employee Oriented
  2. Task Oriented
59
Q

A leader is said to be ________________ when he considers employees as human beings of “intrinsic importance with individual and personal need” to satisfy.

A

Employee Oriented

60
Q

A leader is said to be employee-oriented when he considers employees as human beings of “intrinsic importance with individual and personal need” to satisfy.

A

Employee Orientation

61
Q

A leader is said to be task-oriented if he places stress on production and technical aspects of the job and the employees are viewed as the means getting the work done.

A

Task Orientation

62
Q

The ____________ is an effort to determine through research which managerial practices; and techniques are appropriate in specific situations.”

A

Contingency Approach

63
Q

The various contingency approaches are as follows:

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
64
Q

According to Fred Fiedler, “ Leadership is effective when the leader’s style is appropriate to the situation.”

A

Fiedler’s Contingency Model

65
Q

According to __________, “ Leadership is effective when the leader’s style is appropriate to the situation.”

A

Fred Fiedler

66
Q

According to Fred Fiedler, “leadership is effective when the leader’s style is appropriate to the situation.” The situational characteristics is determined by three principal factors:

A
  1. The relation between leaders and followers
  2. The structure of the task, and
  3. The power inherent in the leader’s position
67
Q

The situational characteristics vary from organization to organization. To be effective, the situation must fit the leader. If this is not so, the following may be tried:

A
  1. Change the leader’s trait or behaviors.
  2. Select leaders who have traits or behaviors fitting the situation.
  3. Move leaders around in the organization until they are in positions that fit them.
  4. Change the situation.
68
Q

The _______________ leadership model developed by Hersey and Blanchard suggests that the most important factor affecting the selection of a leader’s style is the development (or maturity) level of subordinate.

A

Situational Leadership

69
Q

Maturity has two components:

A
  1. Job skills and knowledge, and
  2. Psychological maturity
70
Q

Blanchard and others elaborated on the leadership styles appropriate for the various maturity level of subordinates. They are as follows:

A

Style 1: Directing
Style 2: Coaching
Style 3: Supporting
Style 4: Delegating

71
Q

Is for people who lack competence but are enthusiastic and committed. They need direction and supervision to get them started.

A

Style 1: Directing

72
Q

Is for people who have some competence but lack commitment. They need direction and supervision because they’re still relatively inexperienced.

A

Style 2: Coaching

73
Q

Is for people who have both competence but lack of confidence and motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.

A

Style 3: Supporting

74
Q

Is for people who have both competence and commitment. They are able and willing to work on a project by themselves with little supervision or support.

A

Style 4: Delegating

75
Q

Development Stage

  1. Low ability + Low willingness
A

Style 1 - Directing - structure, control, and supervise

76
Q
  1. Low ability+ High Willingness
A

Style 2 - Coaching - direct and support

77
Q
  1. High ability + Low willingness
A

Style 3 - Supporting - praise, listen, and facilitate

78
Q
  1. High ability + High willingness
A

Style 4 - Delegating - turn over responsibility for day-to-day decision-making

79
Q

The __________ model of leadership espoused by Robert J. House and Terence R. Mitchell, stipulates that leadership can be made effective because leaders can influence subordinate’s perception of their work goals, personal goals, and paths to goal attainment.

A

Path-Goal Model of Leadership

80
Q

By using the path-goal model, it is assumed that effective leaders can enhance subordinate motivation by:

A
  1. Clarifying the subordinate’s perception of work goals,
  2. Linking meaningful rewards with goal attainment, and
  3. Explaining how goals and desired rewards can be achieved.
81
Q

The leadership styles which may be used by path-goal proponents are as follows:

A
  1. Directive Leadership
  2. Supportive Leadership
  3. Participative Leadership
  4. Achievement Leadership
82
Q

Where the leader focuses on clear task assignments, standards of successful performance, and work schedules.

A

Directive Leadership

83
Q

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

A

Supportive Leadership

84
Q

Where the leader consults with subordinates to seek their suggestions and then seriously considers those suggestions when making decisions.

A

Participative Leadership

85
Q

Where the leader set challenging goals, emphasize excellence, and seek continues improvement while maintaining a high degree of confidence that subordinates will meet difficult challenges in a responsible manner.

A

Achievement-Oriented Leadership

86
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 model of leadership

87
Q

Five distinct decision-making styles are identified under the Vroom model.

A

Two of them are autocratic, two others are consultative, and one is group directed.

88
Q

A-1 leadership solves the problem or makes the decision himself using available information.

A

Autocratic Leader

89
Q

A-2 Leader obtains necessary information from subordinates, then decades.

Low

A

Autocratic Leader

90
Q

C-1 Leader approaches subordinates individually getting their ideas then make decision.

Moderate

A

Consultative leader

91
Q

C-2 Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides.

Moderate

A

Consultative Leader

92
Q

G-2 Leader shares the problem with subordinates as a group. Let’s the group generate and evaluate alternative solutions, and then collectively decides.

High

A

Group Directed

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