L & M Flashcards
The act of influencing and motivating a group of people to act in the same direction towards achieving a common goal.
Leadership
The process of leading and directing an organization to meet its goals through the use of appropriate resources.
Management
do not have delegated authority but obtain their power through other means, such as influence
• focus on group process, information gathering, feedback, and empowering others
• have goals that may or may not reflect those of the organization
Leadership
• legitimate source of power due to the delegated authority
• emphasize control, decision making, decision analysis, and results
greater formal responsibility and accountability for rationality and control than leaders
Management
_____, the “father of scientific management
Frederick W. Taylor
Work should be studied scientifically to determine the method of task performance that would yield maximum work output with minimum work expenditure.
SCIENTIFIC MANAGEMENT
• Theory of Social and Economic Organization advocated Bureaucracy
Max Weber (1922)
• Need for legalized, formal authority and consistent rules and regulations for personnel in different positions
Bureaucracy
• (1925), first identified the management functions of planning, organization, command, coordination, and control
Henri Fayol
(1937) expanded on Fayol’s management functions in his introduction of the “Seven Activities of Management
Luther Gulick
Seven Activities of Management” -
planning, organizing, staffing, directing, coordinating, reporting, and budgeting
____ determines philosophy, goals, objectives, policies, procedures, and rules; carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change.
Planning
______ establishes the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals.
Organizing
_____ consist of recruiting, interviewing, hiring, and orienting staff. Scheduling, staff development, employee socialization, and team building
Staffing
_____ consists of motivating, managing conflict, delegating, communicating, and facilitating collaboration
Directing
_____ functions include performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control.
Controlling
14 PRINCIPLES OF MANAGEMENT
- Division of work: allows specialization.
- Authority: right to command balanced with responsibility and accountability
- Discipline: employees will only obey orders if management play their part by providing good leadership.
- Unity of command: there should only be one boss with no conflicting lines of command.
- Unity of direction: people engaged in the same kind of activities must have the same objectives in a single plan.
- Subordination of individual interest to general interest: the goals of the firms are always paramount.
- Remuneration: payment is an important motivator.
- Centralization or Decentralization: depends on the condition of business and the quality of its personnel.
- Scalar chain/line of authority: refers to the number of levels in the hierarchy.
- Order: both material order (minimizes lost time & useless handling of materials) and social order (organization and selection) are necessary.
- Equity: employees should be treated well to achieve equity.
- Stability of tenure of personnel: job security and career progress are important for employees to work better.
- Initiative: allow personnel to show their initiative, it may be a source of strength for the organization.
- Esprit de corps: management should foster the moral of employees.
_____ (1926) was one of the first theorists to suggest participative decision making or participative management.
Mary Parker Follett
Managers should have authority with, rather than over, employees.
participative management
______ (1927-1932), look at the relationship between light illumination in the factory and productivity.
Elton Mayo and his Harvard associates
_____ indicated that people respond to the fact that they are being studied, attempting to increase whatever behavior.
Hawthorne effect
_____ (1960), X and Theory Y, posited that managerial attitudes about employees can be directly correlated with employee satisfaction.
Douglas McGregor
Chris Argyris (1964), managerial domination causes workers to become discouraged and passive.
If self-esteem and independence needs are not met, employees will become discouraged and troublesome or may leave the organization.
EMPLOYEE PARTICIPATION
MANAGEMENT THEORIES
THEORIST
Taylor
Weber
Fayol
Gulick
Leprechaun
Mayo
Mcgregor
Argyris
THEORY
Scientific management
Bureaucratic organizations
Management functions
Activities of management
Participative management
Hawthorne effect
Theory X and Y
Employee participation
The ______, from Aristotelian philosophy, asserts that some people are born to lead, whereas others are born to be led.
• Great leaders will arise when the situation demands it.
Great Man Theory
_____ assume that some people have certain characteristics or personality traits that make them better leaders than others.
Trait Theories
____ exhibits the following behaviors:
• Less control is maintained.
• Economic and ego awards are used to motivate.
• Others are directed through suggestions and guidance.
Communication flows up and down.
Decision making involves others.
• Emphasis is on “we” rather than “I” and “you.”
Criticism is constructive.
Democratic Leader
______ characterized by the following behaviors:
Strong control is maintained over the work group.
Others are motivated by coercion.
Others are directed with commands.
Communication flows downward.
Decision making does not involve others.
Emphasis is on difference in status (“I” and “you”).
Criticism is punitive.
Authoritarian Leader
_____ characterized by the following behaviors:
• Is permissive, with little or no control.
• Motivates by support when requested by the group.
• Provides little or no direction.
• Uses upward and downward communication between members of the group.
• Disperses decision making throughout the group.
• Places emphasis on the group.
• Does not criticize.
Laissez-faire Leader
LEADERSHIP STYLES
Democratic Leader
Authoritarian Leader
Laissez-faire Leader
• Fiedler’s (1967), __________, suggests that no one leadership style is ideal for every situation.
Interrelationships between the group’s leader and its members were most influenced by the manager’s ability to be a good leader.
Contingency Approach
• Hersey and Blanchard (1977), developed a _________ to leadership.
• Tridimensional leadership effectiveness model predicts which leadership style is most appropriate in each situation on the basis of the level of the followers’ maturity.
• As people mature, leadership style becomes less task focused and more relationship oriented.
Situational Approach
• Burns (2003), suggest that both leaders and followers have the ability to raise each other to higher levels of motivation and morality.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP
There are two primary types of leaders in management.
• The traditional manager, concerned with the day-to-day operations, was termed a transactional leader.
• The manager who is committed, has a vision, and is able to empower others with this vision was termed a transformational leader.