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Engineering Management > Chapter 8 > Flashcards

Chapter 8 Flashcards

1
Q

This 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

Complete the analogy.
leading : function = leadership : __________

A

process

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3
Q

This refers to the ability of a leader to exert force on another.

A

Power

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4
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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5
Q

A person who occupies a higher position has _______________ 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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6
Q

When a person has the ability to give rewards to anybody who follows orders or requests, they are said to have this.

A

Reward Power

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7
Q

Rewards may be classified into
two forms:

A

material and psychic

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8
Q

These refer to money or other tangible benefits like cars, house and lot, etc.

A

Material rewards

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9
Q

These consist of recognition, praises, etc.

A

Psychic rewards

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10
Q

When a person compels another to comply with orders through threats or punishment, they are said to possess _____________. Punishment may take the
form of demotion, dismissal, withholding of promotion, etc.

A

coercive power

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11
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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12
Q

Experts provide specialized information
regarding their specific lines of expertise. This influence is possessed by people with great skills in technology.

A

expert power

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13
Q

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

A

Leadership

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14
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
  6. knowledge of the company, industry or technology
  7. charisma
  8. creativity
  9. flexibility
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15
Q

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

A

Persons with drive

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16
Q

This 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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17
Q

If a chosen way to reach a goal is not successful, a leader finds another way to reach it, even if it precedes a succession of failed attempts. This will, of course, require a high level of __________ from the leader.

A

personal drive

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18
Q

A plant director of the Polo plant of San Miguel Corporation between 1992 and 1994.

A

Paul Mediarito

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19
Q

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

A

desire to lead

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20
Q

Even if they are forced to act as leaders, they will not be effective because their efforts will be half-hearted. Leaders with this trait will always have a reservoir of extra efforts which can be used whenever needed.

A

desire to lead

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21
Q

One who does not have this will have a hard time convincing his subordinates about the necessity of completing various tasks. If this is the case, the leader will, then, resort to exercising their authority and getting things done entirely by the use or threat of use of the coercive powers vested in them by virtue of the rank and position he occupies in the hierarchy.

A

personal integrity

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22
Q

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

A

V.K. Saraf

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23
Q

This means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.

A

integrity

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24
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. For the moves to be continuous and precise, ___________ is necessary.

A

self-confidence

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25
Q

___________ and company 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

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26
Q

___________ was very precise when he declared the following as one of the traits of a good leader:

“A chieftain cannot win if he loses his nerve. He should be self-confident and self-reliant and even if he does not win, he will know he has done his best.”

A

Wess Roberts

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27
Q

According to Wess Roberts, a chieftain cannot win if he loses his nerve. He should be ___________ and __________ and even if he does not win, he will know he has done his best.

A

self-confident , self-reliant

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28
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 leader
with sufficient skill to determine the root cause of the problem may be able to help the subordinate to improve his production. Which trait of an effective leader is being described?

A

Analytical ability

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29
Q

This is one desirable trait that a leader can use to tide them over many challenging aspects of leadership.

A

Analytical ability

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30
Q

A leader who is well-informed about their company, the industry where the company belongs, and the technology utilized by the industry, will be in a better position to provide directions to their unit. Which trait of an effective leader is being described?

A

Knowledge of the Company, Industry, or Technology

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31
Q

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

A

charisma

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32
Q

Great personalities in history like __________, ___________, __________, ___________, ___________ and others are said to possess charisma.

A

Napoleon Bonaparte, Julius Caesar, Adolf
Hitler, George Washington, Elvis Presley

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33
Q

When used properly, this will help the leader in achieving his goals. With some adjustments, subordinates may be expected to do their tasks willingly.

A

charisma

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34
Q

_____________ defines creativity 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

Ronnie Millevo

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35
Q

This is 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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36
Q

People differ in the way they do their work.
One will adapt a different method from another persons method. A leader who allows this situation as long as the required outputs are produced, is said to possess this trait.

A

flexibility

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37
Q

There is wisdom in being _________. It allows the other means of achieving goals when the prescribed manner is not appropriate.

A

flexible

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38
Q

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

A
  1. technical skills
  2. human skills
  3. conceptual skills
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39
Q

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

A

Technical skills

40
Q

This is the specialized knowledge needed to perform a job.

A

Technical skill

41
Q

When a leader has the __________ related to their area of responsibility, they will be more confident in performing their functions. The engineer manager, for instance, must be able to perform engineering jobs, if they want to maintain a motivated work force.

A

technical skill

42
Q

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

A

Human skills

43
Q

Apart from motivating, human skills include:

A

coaching, communicating, morale building, training and development, help and supportiveness, and delegating

44
Q

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

A

Conceptual skills

45
Q

A very basic requirement for effective implementation is a __________________. A leader without sufficient conceptual skills will fail to achieve this.

A

clear and well-expressed presentation of what must be done

46
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 style

47
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.
48
Q

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

A
  1. positive leadership
  2. negative leadership
49
Q

When punishment is emphasized by the leader, the style is said to be ____________. The punishment may take the form of reprimand, suspension, or dismissal.

A

negative leadership

50
Q

When the leader’s approach emphasizes rewards, the style used is _____________. The reward may be economic, like an increase in monthly salary, or it may be noneconomic like membership in an advisory committee.

A

positive leadership

51
Q

Leadership styles also vary according to how power is used. They are as follows:

A
  1. autocratic
  2. participative
  3. free-rein
52
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 leaders

53
Q

This is effective in emergencies and when absolute followership is needed. An example is a civil engineer in charge of constructing a temporary bridge over one that has been currently damaged.

A

autocratic style

54
Q

When a leader openly invites their subordinates to participate or share in decisions, policy-making and operation methods, they are said to be a _____________.

A

participative leader

55
Q

The disadvantage of this is that the leader receives little, if any, information and ideas
his people as inputs into his decision-making.

A

autocratic leadership

56
Q

The advantage of this is that it generates a lot of good ideas. Another advantage is the
increased support for decisions and the reduction of the chance that they will be unexpectedly undermined.

A

participative leadership

57
Q

The disadvantage of this is that it is time-consuming and frustrating to people who prefer to see a quick decision reached.

A

participative leadership

58
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

59
Q

Free-rein leaders are also referred to as _________________.

A

laissez-faire leaders

60
Q

This leadership style is most applicable to certain organizations manned by professionals like doctors and engineers. An example is the engineering department of a university which is headed by the dean.

A

Free-rein leadership

61
Q

The weakness of this leadership is that there is very little managerial control and a high degree of risk. If the leader does not know well the competence and integrity of their people and their ability to handle this kind of freedom, the result could be disastrous.

A

free-rein leadership

62
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
63
Q

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

A

employee-oriented

64
Q

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

A

task-oriented

65
Q

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

A

contingency approach

66
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
67
Q

According to ___________, leadership is effective when the leader’s style is appropriate to the situation.

A

Fred Fiedler

68
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 relations between leaders and followers
  2. the structure of the task
  3. the power inherent in the leader’s position
69
Q

The situational characteristics vary from organization to organization. To be effective, the situation must fit on 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.
70
Q

The situational leadership model developed by _______________ 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

71
Q

This 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 model

72
Q

The situational leadership model suggests that the most important factor affecting the selection of a leader’s style is the ___________________.

A

development (or maturity) level of subordinate

73
Q

Maturity has two components:

A
  1. job skills and knowledge
  2. psychological maturity
74
Q

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

A
  1. Directing
  2. Coaching
  3. Supporting
  4. Delegating
75
Q

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

A

Directing

76
Q

This is for people who have some
competence but lack commitment. They need direction and supervision because they’re-still relatively inexperienced. They also need support and praise to build their
self-esteem, and involvement in decision-making to restore their commitment.

A

Coaching

77
Q

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

A

Supporting

78
Q

This 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

Delegating

79
Q

Identify the recommended style for the given development stage.
Low ability + low willingness

A

DIRECTING - structure, control, and supervise

80
Q

Identify the recommended style for the given development stage.
Low ability + high willingness

A

COACHING - direct and willingness support

81
Q

Identify the recommended style for the given development stage.
High ability + low willingness

A

SUPPORTING - praise, listen, and facilitate

82
Q

Identify the recommended style for the given development stage.
High ability + high willingness

A

DELEGATING - turn over responsibility for day-to-day decision-making

83
Q

The path-goal model of leadership espoused by __________ and __________, stipulates that leadership can be made effective because leaders can influence subordinate’s perceptions of their work goals, personal goals, and paths to goal attainment.

A

Robert J. House and Terence R. Mitchell

84
Q

This stipulates that leadership can be made effective because leaders can influence subordinate’s perceptions of their work goals, personal goals, and paths to goal attainment.

A

path-goal model of leadership

85
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
  3. explaining how goals and desired rewards can be achieved
86
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-oriented leadership
87
Q

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

A

Directive leadership

88
Q

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

A

Supportive leadership

89
Q

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

A

Participative leadership

90
Q

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

A

Achievement-oriented leadership

91
Q

This 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/Vroom’s Decision-Making Model

92
Q

Five distinct decision-making styles are identified under the Vroom model. Two of them are _________, two others are _________, and one is group _________.

A

autocratic, consultative, directed

93
Q

Leader solves the problem or makes
the decision himself using available
information. Identify the symbol, under which decision-making style, and degree of subordinate participation.

A

A-1, Autocratic Leader, None

94
Q

Leader obtains necessary information
from subordinates, then decides. Identify the symbol, under which decision-making style, and degree of subordinate participation.

A

A-2, Autocratic Leader, Low

95
Q

Leader approaches subordinates individually getting their ideas then makes decision. Identify the symbol, under which decision-making style, and degree of subordinate participation.

A

C-1, Consultative Leader, Moderate

96
Q

Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides. Identify the symbol, under which decision-making style, and degree of subordinate participation.

A

C-2, Consultative Leader, Moderate

97
Q

Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative solutions, and then collectively decides. Identify the symbol, under which decision-making style, and degree of subordinate participation.

A

G-2, Group-Directed, High

Engineering Management (8 decks)

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