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Human Research Development > HC 11 > Flashcards

HC 11 Flashcards

Management development

1
Q

What is leadership

A

Leadership is a process of social influence, which maximizes the efforts of others, towerds the achievement of a goal

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2
Q

5 Leadership theories

A
  • Great man theory
  • Trait theory
  • situational leadership
  • transformational leadership
  • charismatic leadership
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3
Q

Management vs Leadership: simmilarities

A

Simmilarity:

  • involvement in establishing direction
  • aligning resources
  • motivating people
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4
Q

Management vs. Leadership: Management

A
  • Managers have narrow purpose and try to maintain order, stabilize work and organize resources
    • Managers produce standards, consistency, predictability, and order
  • Management = controlling group to accomplish a goal.
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5
Q

Management vs. Leadership: Leadership

A
  • Leaders seek to develop new goals, motivate, allign, and inspire
    • Leaders produce potential for dramatic change chaos and failure
    • Leadership = an indiviual’s ability to influence, motivate and enable others to contribute toward organizational succes
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6
Q

What skills separate leaders from managers?

A
  • Influence and inspiration.

- Not power & control

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7
Q

Circles of influence vs. Circles of control

A
  • Managers have subordinates
  • Leaders have followers
  • Managers have circles of power
  • Leaders create circles of influence
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8
Q

How to know what managers do: Approaches

A

1) Characteristics approach
2) Manager Roles approach
3) Process models approach

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9
Q

Fayol’s five managerial functions

A
  1. planning
  2. organizing
  3. commanding
  4. coordination
  5. controlling
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10
Q

Mintzberg management roles

A 
Interpersonal
  - Figurehead
  - Leader
  - Liason
Informational
  - Monitor
  - Disseminator
  - Spokesman
Decisional Roles
  - Entrpreneur
  - Disturbance handler
  - Resource allocator
  - Negotiator

Criticism: Lack of specifity, does not adequately describe what managers do

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11
Q

Integrated competency model:

  • Based on what?
  • Focusses on?
  • Categories
A
  • Based on interviews with managers
  • Focus on managerial skills & personal competencies
  • 21 competencies, grouped into 6 catergories:
    • HRM
    • Leadership
    • Goal & action management
    • Directing subordinates
    • Focus on others
    • Specialized knowledge
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12
Q

The four-dimensional model

  • based on?
  • Functions?
  • Roles
  • Targets
  • Number of managerial styles
A
  • based on: various information sources
  • Six functions:
    • Forecasting
    • Planning
    • Persuasive communication
    • Influence & control
    • expertise area
    • administration
  • Four roles
    • Innovator
    • Evaluator
    • Motivator
    • Director
  • Five targets
    • Peers
    • Subordinates
    • Superiors
    • External
    • Self
  • Unspecified number of managerial styles
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13
Q

Managerial 4 abilities at different levels

A 
Abilities:
1) Cognitive skill
2) Interpersonal skill
3) Business skill
4) strategic skill
Levels:
  - junior, mid, senior.
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14
Q

Management development definition

A

An organization’s conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization.

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15
Q

Construction management development program

A

As any good HRD program:

  • Needs assesment
  • Effective design
  • Timely implementation
  • Accurate evaluation

As every other HRD activity, management development should be tied to the organization’s structure and strategy for accomplishing its business goals

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16
Q

Main components of management development

A

1) Management education
2) Management training
3) On-the-job experiences

17
Q

Management education: what is it and how is it done

A

What: Acqusistion of a broad range of conceptual knowledge and skills in formal classroom situations in degree-granting institutions

How:

  • bsc or msc programs in business administration at colleges and uni’s
  • Executive education: ranges from mba program to short courses. delivered by colleges, uni’s, consulting firms, private institutes, etc.
  • courses in wide range of management topics as part of organization’s management development program.
18
Q

Management training: Focusses on what?

A

Focus on:

  • providing specific skills or knowledge that could immediately be applied within an organization
  • a specific (set of) positions within an organization
19
Q

On the job experiences: definition and objectives

A

Planned or unplanned opportunities for a manager to:

  • gain self knowledge
  • enhance existing skills and abilities
  • obtain new skills or info within the context of day to day activities
20
Q

Characteristics of effective management

A
  • Oppertunism
  • Individualism
  • Longterm perspective
  • Encouragement of self-motivation
  • Online approach
21
Q

Leadership succession: succesful planning: What is it and how

A
  • Development of high potentials

- Requiers focus on organizations future and vision to allign leadership development with the desire of an organization

22
Q

Challenges to succession planning

A

1) size of the organization
2) Lack of financial resources
3) Nature of funding (Project vs core)
4) project staff come and go

23
Q

Succession planning: common mistakes

A
  • Inadequate training and development
  • a plan that promote’s too late, so people leave the organization
  • Poor communication resulting in confusion and turmoil
  • Potential candidates can’t be guaranteed promotion
24
Q

Charisma defenition

A

Charisma is values-based, symbolic, and emotional leader signaling

25
Q

Aristotle’s artistics means of (charismatic) leadersip to gain confidence of followers

A
  • Pathos: appealing to emotions
  • Ethos: Moral perspective of life
  • Logos: Reasoned arguments
26
Q

Charisma Leadership Tactics (CLT)

A

Symbolic (verbal CLT’s)

  • stories & anecdotes
  • Metaphors and comparisons
  • Rhetorical questions
  • contrasts
  • lists

Values (verbal CLT’s)

  • Morale conviction
  • Sentiment of the collective
  • Setting high goals
  • Displaying confidence\

Emotions (non-verbal CLT’s)

  • Gestures
  • Facial expressioin
  • Tone of voice
    • Display of positive/negative feelings (not tested if verbal)
  • Humor (not tested if verbal)
27
Q

How do we know what managers do? Explain 3 approaches

1) Characteristics approach
2) Manager Roles approach
3) Process models approach

A

1) Characteristics approach
- Observing the tasks managers do, and grouping them into meaningful categories
- Knowing that the managerial job is varied and comple is not particularly helpful in the identification and/or development process

2) Manager Roles approach
- Identify the roles that managers are typically assigned
- Fayol’s five management functions
- Mintzberg management roles

3) Process models approach
- Take into account the relevant competencies and constraints involved in performing the management job
- Intergrated competency model
- Four-dimensional model

Human Research Development (22 decks)

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