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Org Man > Leadership and Controlling > Flashcards

Leadership and Controlling Flashcards

1
Q

involves the social and informal sources of influence that you use to inspire
action taken by others.
- It means giving instructions, guiding, counselling, motivating and directing the staff in an
organization in doing work to achieve organizational goals.

A

Leading

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2
Q

ask questions
* inspire & motivate
people-oriented
* show you how
* calculated risk taker
* Doing the right things (efficiency)

A

Leaders

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3
Q
  • give direction
  • instruct
  • task-oriented
  • tell you what
  • minimize risks
  • Doing things right (effectiveness)
A

Managers

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4
Q

encourages individuals to work enthusiastically, often performing more work than what is required.

A

Motivation

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5
Q

THEORIES OF MOTIVATION

A

-MASLOW’S HIERARCHY OF NEEDS
-MCCLELLAND’S THEORY OF NEEDS
-MCGREGOR’S THEORY X AND THEORY Y

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6
Q

A person will be motivated when all his needs are fulfilled.
- People do not work for security or money, but they work to contribute and to use their skills.
- He demonstrated this by creating a pyramid to show how people are motivated and mentioned that one cannot ascend to the next level unless lower-level needs are fulfilled.

A

MASLOW’S HIERARCHY OF NEEDS

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7
Q

Self- actualization: achieving one’s full potential. including creative activiies
Esteem needs prestige and feeling of accomplishment
Belongingness and love needs: intimate relationships, friends
Safety needs: security, safety
Physiological needs: food, water, warmth and rest

A

MASLOW’S HIERARCHY OF NEEDS

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8
Q

was a psychologist who studied positive human qualities and the lives of exempla- ry people. In 1954, Maslow created the Hierarchy of Human Needs and expressed his theories in his book, Motivation and Personality.
]\

A

ABRAHAM HAROLD MASLOW

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9
Q

A person’s motivation to reach his or her full potential. As shown in Maslow’s Hierarchy of Needs, a person’s basic needs must be met before self-actualiza- tion can be achieved.

A

SELF ACTUALIZATION

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10
Q

David McClelland affirms that we all have three motivating drivers, which do not depend on our gender or age.
One of these drives will be dominant in our behavior. The dominant drive depends on our life experiences

A

MCCLELLAND’S THEORY OF NEEDS

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11
Q

McClelland’s Achievement Motivation Theory

A

Need for Power
Need for Achievement
Need Affiliation

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12
Q

need for controlling own work or the work of others
They are concerned about their level of influence than about effective work performances

A

Power

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13
Q

need for controlling own work or the work of others
They are concerned about their level of influence than about effective work performances

A

Power

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14
Q

need to accomplish competence

They prefer tasks that provide for personal responsibility.

A

Achievements

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15
Q

need for love, belonging and social acceptance

They are motivated by being liked and accepted by others.

A

AFFILIATION

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16
Q

MCGREGOR’S THEORY X AND THEORY Y

A

THEORY X AND THEORY Y

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17
Q

(authoritative style of management)
leaders assumes that some employees are:
- lazy or not motivated by the work
- unambitious
* avoid responsibility
- self-centered
* prefers to be directed

Reward or punishment system is effective

A

Theory X

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18
Q

(participative style of management)
leaders assumes that subordinates do not:
- dislike the work
- self-motivated
- creative
- seeks responsibility (leadership roles)
- self-directed
Threats or punishment are far less effective

A

Theory Y

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19
Q

LEADERSHIP STYLE TYPES

A
  1. AUTOCRATIC LEADERSHIP STYLE
  2. DEMOCRATIC LEADERSHIP STYLE
  3. LAISSEZ-FAIRE LEADERSHIP STYLE
20
Q

also known as authoritarian leadership.
- The boss has absolute control over decisions in the workplace
Team members are expected to comply with all decisions and orders made by their leader.

A

AUTOCRATIC LEADERSHIP STYLE

21
Q

known as participative leadership.
- Leaders involve team members in the decision-making process.
Employees feel motivated to participate in decision-making

A
  1. DEMOCRATIC LEADERSHIP STYLE
22
Q
  • It is the extreme opposite of autocratic leadership. It has lack of clear leader
  • leaves the decision-making up to their team members.
    role.
  • It is an effective way to lead a team composed of highly skilled, highly specialized individuals
A
  1. LAISSEZ-FAIRE LEADERSHIP STYLE
23
Q

“EFFICIENCY IS DOING THINGS RIGHT;
EFFECTIVENESS IS DOING THE RIGHT THING”

A

-peter drucker

24
Q
  • is a management function that involves ensuring the work performance of the organization’s members are aligned with the organization’s values and standards through monitoring, comparing, and correcting their actions.
A

Controlling

25
Q

Why is Management Control Important?

A

It makes sure that the firm’s operating cash flow is sufficient, efficient, and, if possible, profitable when invested

26
Q

The Control Process

A
  1. Establishing Standards
  2. Measuring and comparing actual performance with standards
  3. Taking action
27
Q

means setting criteria for performance

A

Establishing standards

28
Q

is essentially the monitoring of performance.

A

Measuring and comparing actual performance with standards

29
Q
  • involves the correction of deviations from set standards
A

Takin action

30
Q

are techniques used for measuring an organization’s financial stability, efficiency, effectiveness, production output, and organization
members’ attitude and morale.

A

Controlling methods and systems

31
Q

Two Controlling methods and systems

A
  1. Quantitative
  2. Non-quantitative
32
Q

It makes use of data and different quantitative tools for monitoring and controlling
production output.

A

Quantitative Methods

33
Q

Quantitative methods

A
  1. Charts
    . Budget
  2. Audit
34
Q

most widely recognized quantitative
used as control tools normally contrast time and performance provides the quickest method of relating data

A

Charts

35
Q

-best-known control device.
- is an expression in financial terms of a plan for meeting the organization’s goals for a specific period.
It is an instrument of planning, management, and control

A

Budget

36
Q

Budgets are used in two ways:

A
  1. To establish facts that must be taken into account during planning;
  2. To prepare a description and financial information to be used by the chain of command to request and manage funds.
37
Q

provides an independent audit of programs, activities, systems, and procedures
It also provides an independent audit of other operations which involve the utilization of funds and resources as well as the fulfillment of management goals

A

Audit

38
Q

These refer to the overall control performance instead of only those of specific organizational processes.
These methods use tools such as inspections, reports, direct supervision, and on-the
spot-checking and performance evaluation or counseling to accomplish goals.

A

Non-quantitative Methods

39
Q

Types of Non-Quantitative Methods

A
  1. Feed forward control
  2. Concurrent Control
  3. Feedback Control
  4. Employee Discipline
  5. Project Management
40
Q

A control method that prevents problems in a firm because managerial action is taken before the actual problem occurs.

A

Feed Forward control

41
Q

It is a method that takes place while work activity is happening. Example: Direct supervision or management by walking around

A

Concurrent Control

42
Q

It is a control that takes place after the occurrence of the activity. It is disadvantageous because, by the time the manager receives the information, the problem had already occurred

A

feedback control

43
Q

This includes workplace privacy, employee theft, and workplace violence, among others.

A

Employee discipline

44
Q

It ensures that the task of getting a project’s activities done on time, within the budget, and according to specifications, is successfully carried out

A

Project management

45
Q

Application of Management Control in Accounting and Marketing Techniques

A
  • Management control in accounting and finance
  • Management control in marketing
46
Q
  • is the control that makes use of the balance
    sheet, income statement, and cash flow statement to analyze and examine financial statements in order to -determine the company’s financial soundness and viability, as well as financial ratios to determine the company’s stability
A

Management control in accounting and finance

47
Q

is the control that makes use of projected sales or forecast, statistical models, econometric modeling, surveys, historical demand data, and actual consumption of their products.

A

Management control in marketing

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