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Laboratory Management > Directing and Supervising the Laboratory > Flashcards

Directing and Supervising the Laboratory Flashcards

1
Q

is the process of influencing people so that they will contribute to organization and group goals

A

Leading

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2
Q

Is that part of management function which actuates the organization members to work efficiently and effectively for the attainment of organizational objectives

A

Leading or Directing

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3
Q

ELEMENTS OF DIRECTING
AND LEADING

A

1.Motivation
2.Leadership
3.Communication

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4
Q

It is the reason/s one has for acting or behaving in a
particular way.
* The general desire or willingness of someone to do something

A

Motivation

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5
Q

Major Theories of Motivation:

A

Content Motivational Theories
Process Motivational Theories

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6
Q

examines the internal forces that drive the individual to specific actions

A

Content Motivational Theories

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7
Q

Content Motivational Theories examples

A

–Maslow’s Hierarchy of needs
–Herzberg’s Two-factor theory
–Alderfer’s EGR Theory
–Mc Clelland Achievement Motivation

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8
Q

attempt to explain the person’s reaction to external stimuli

A

Process Motivational Theories

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9
Q

Process Motivational Theories examples

A

Vroom’s Expectancy Theory
Adam’s Equity Theory
Skinner’s Reinforcement Theory

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10
Q

It proposes that humans are motivated by multiple needs and that these needs exist in hierarchy order:

A

Abraham Maslow’s Hierarchy of Needs
Theory

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11
Q

The order of needs in maslow’s theory

A
  1. Physiological needs
  2. Safety needs
  3. Belongingness/Social need
  4. Esteem needs
  5. Self-actualization needs
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12
Q

discusses about the factors that lead employees of an organization either towards job satisfaction or dissatisfaction (Dartey-Baah & Amoako, 2011).

A

Herzberg’s Two Factor Theory

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13
Q

Herzberg’s Two Factor Theory consist of both _______________ as factors

A

hygiene and motivator

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14
Q

Alderfer’s ERG Needs Theory states that humans have three core types of needs which are

A

A. Existence,
B. Relatedness
C. Growth

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15
Q

Mc Clelland’s Achievement Motivation states three acquired needs which are

A

Need for Achievement
Need for Power
Need for Affiliation

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16
Q

states that a person’s motivation is directly tied to an expected outcome as a result of their hard work and labor

A

Vroom’s expectancy theory of motivation

aka

Valence-instrumentality expectancy theory

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17
Q
  • It was developed by John Stacey Adams in the 1960s.
  • It suggests that employees compare their own inputs and outputs (e.g., effort and rewards) to those of others, and when there is a perceived imbalance, they will act to restore equity.
A

Adam’s Equity Theory

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18
Q

Itis a psychological principle suggesting that behaviors are shaped by their consequences, and that individual behaviors can be changed through reinforcement, punishment and extinction.

A

Skinner’s Reinforcement Theory

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19
Q

Life cycle of workers: a time of searching and exploring work and life alternatives

A

20-30 years old:

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20
Q

Life cycle of workers: high contentment to career advancement goals

A

30-40 years old:

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21
Q

Life cycle of workers: a period of questioning career and life choices, frequently evolves into mid-life crisis

A

40-45 years old:

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22
Q

Life cycle of workers: a time of increasing stability, acceptance, commitment to job, family and retirement

A

45 – 65 years old

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23
Q

It is employing management skills, people skills, and vision to accomplish the work of the organization.

A

LEADERSHIP

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24
Q

refers to the ability of an individual or an organization to guide individuals, teams, or organizations toward the fulfillment of goals and objectives.

A

LEADERSHIP

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25
Q

common leadership styles

A

coach
visionary
servant
autocratic
laissez-faire or hands-off
democratic
pacesetter
transformational
transactional
bureaucratic

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26
Q

Managerial Grid Leadership Model uses what grid

A

Blake Mouton Grid

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27
Q

Blake Mouton Grid factors

A

Horizontal axis – concern for production
Vertical axis – concern for people.

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28
Q

this is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task

A

Horizontal axis – concern for production

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29
Q

this is the degree to which a leader considers team members’ needs, interests and areas of personal development when deciding how best to accomplish a task

A

Vertical axis – concern for people

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30
Q

Blake Mouton Grid with a score of 9,9 is what type of leadership

A

Team Management

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31
Q

Blake Mouton Grid with a score of 1,9 is what type of leadership

A

Country club management

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32
Q

Blake Mouton Grid with a score of 1,1 is what type of leadership

A

Impoverished management

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33
Q

Blake Mouton Grid with a score of 9,1 is what type of leadership

A

Authority-compliance management

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34
Q

Blake Mouton Grid with a score of 5,5 is what type of leadership

A

Middle of the road management

35
Q

is the most effective leadership style. It reflects a leader who is passionate about their work and who does the best they can for the people they work with.

A

Team Management (9,9) – High Production/High People

36
Q

or “accommodating” style of manager is most concerned about their team members’ needs and feelings. They assume that, as long as their people are happy and secure, they’ll work hard.

A

Country Club Management (1,9) – High People/Low Results

37
Q

or “status quo” manager tries to balance results and people, but this strategy is not as effective as it may sound

A

Middle-of-the-Road Management (5,5) – Medium Results/ Medium People

38
Q

Also known as “autocratic/authoritarian” or “authority-compliance” managers, people in this category believe that their team members are simply a means to an end. The team’s needs are always secondary to its productivity

A

Produce-or-Perish Management (9,1) – High Results/Low People

39
Q

Theory Y approach of leadership

A

Team Management (9,9) – High Production/High People

40
Q

Theory X approach of leadership

A

Produce-or-Perish Management (9,1) – High Results/Low People

41
Q

The Impoverished or “indifferent” manager is mostly ineffective. It means the absence of a leadership philosophy; leaders exert little effort toward interpersonal relationships or work accomplishment.

A

Impoverished Management (1,1) – Low Results/Low People

42
Q

is a psychological phenomenon whereby higher expectations lead to increased performance

A

Pygmalion Effect

43
Q

According to Goleman, situational leaders implement six specific leadership styles:

A

Coaching leadership
Pacesetting leadership
Democratic leadership
Affiliate leadership
Authoritative leadership
Coercive leadership

44
Q

where the focus is on individual’s personal development and job-specific skills.

A

Coaching leadership

45
Q

where leaders need to present high expectations to their subordinates.

A

Pacesetting leadership

46
Q

– where subordinates are nearly equal to the leader in terms of decision- making

A

Democratic leadership

47
Q

where the subordinate comes first in all situations.

A

Affiliate leadership

48
Q

where leaders take charge in identification and analysis of problems, but also allow subordinates to participate.

A

Authoritative leadership

49
Q

where leaders simply tell subordinates what to do and how to do it.

A

Coercive leadership

50
Q

The four leadership styles

A

Style 1: Telling
Style 2: Selling
Style 3: Participating
Style 4: Delegating

51
Q

Refers to an almost autocratic leadership role in which the leader tells the subordinates what to do. Further, the leader also explains how to do the tasks.

A

Style 1: Telling

52
Q

Refers to a slightly more democratic model in which there is some discussion between the leader and the subordinates. The leader aims to ‘sell’ the idea and message to subordinates and to get them to buy into the process and the tasks

A

Style 2: Selling

53
Q

Is largely a democratic leadership approach, leader allows more leeway to the subordinates. The amount of direction from the leader remains limited and the subordinates have an active role in making decisions and directing the way the tasks get finished.

A

Style 3: Participating

54
Q

Finally, is characteristically a hands-off approach to leadership. The style means the leader is less involved in how decisions are made, allowing subordinates to make them and to take most of the responsibility in getting the job done

A

Style 4: Delegating

55
Q

four different readiness levels that are used for understanding the maturity of the people the leader has to manage.

A

Readiness levels of the subordinates

56
Q

Readiness level of People who don’t have the right knowledge or skills for the role/job, and often lack willingness to finish the tasks

A

Readiness 1 aka R1

57
Q

Readiness level of People who are willing to finish the tasks, but who don’t have the knowledge or skills required to do so.

A

Readiness 2 aka R2

58
Q

Readiness level of People who have the right knowledge or skills for the role/job, but who lack the willingness to take responsibility and/or finish the tasks

A

Readiness 3 aka R3

59
Q

Readiness level of People who are willing to finish the tasks and take responsibility, and who are extremely skilled and knowledgeable

A

Readiness 4 aka R4

60
Q

Matching leadership style for R1

A

TELLING

61
Q

Matching leadership style for R2

A

SELLING

62
Q

Matching leadership style for R3

A

PARTICIPATING

63
Q

Matching leadership style for R4

A

DELEGATING

64
Q

Blanchard’s developmental models

A

Enthusiastic Beginner
Disillusioned Learner
Capable but Cautious Performer
Self-Reliant Achiever

65
Q

High commitment low competence development level

A

Enthusiastic Beginner

66
Q

Some competence, but problems cause lower commitment development level

A

Disillusioned Learner

67
Q

Growing competence, but commitment can vary development level

A

Capable but Cautious Performer

68
Q

High competence, high commitment development level

A

Self-reliant Achiever

69
Q

In Blanchard’s opinion, leadership relies on two key behaviors:

A

supporting and directing

70
Q

According to Blanchard, these behaviour are?

Providing specific instructions, Controlling the behavior of subordinates.

A

Directing behaviors

71
Q

According to Blanchard, these behaviour are?

Encouraging subordinates, Listening subordinates, Offering recognition and providing feedback.

A

Supporting behaviors

72
Q

FIEDLER’S Contingency Theory Comprised of three elements:

A

Leadership styles
Situational variables and the relationship between styles
Situation

73
Q

Leadership styles - depends on two dimensions,

A

task- oriented and human-relations oriented

74
Q

Situational variables and the relationship between styles

A

Leader’s Position Power
Task Structure
Leader

75
Q

Situational variable concerned with the power or authority a leader derives from the position held by him in the organization.

A

Leader’s Position Power

76
Q

Situational variable which is the extent to which the task requirements are clearly defined in terms of the task goals, processes and relationship with other tasks

A

Task Structure

77
Q

Situational variable: member Relations, the degree to which the members have trust, confidence and faith in their manager

A

Leader

78
Q

according to __________ Managers could move along the continuous line, adjusting their leadership style to fit the situation

A

Robert Tannebaum and Warren H. Schidmt

79
Q

Likert’s 4 Discreet Management Styles

A

Exploitative Authoritative
Benevolent Authoritative
Consultative
Participative

80
Q

Responsibility lies in the hands of the people at the upper echelons of the hierarchy. The superior has no trust and confidence in subordinates

A

Exploitative Authoritative:

81
Q

The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The superior has condescending confidence and trust in subordinates (master-servant relationship).

A

Benevolent Authoritative

82
Q

Responsibility is spread widely through the organizational hierarchy. The superior has substantial but not complete confidence in subordinates. There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job

A

Consultative

83
Q

Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation

A

Participative

84
Q

Theory X - Theory Y Model is made by

A

Douglas McGregor

Laboratory Management (4 decks)

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