Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Business & Technology > Leadership And Management > Flashcards

Leadership And Management Flashcards

1
Q

What is Leadership/ Leader?

A

Leader
-how other people perceive you
-focus on why, people and trust
-long term view –> outcome
-looking out of the window, what’s coming
-charisma
-changing status quo

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

What is Management/ Manager?

A

Manager
-it’s a role, people can make you a manager, give you the role
-focus on how and when, systems
-short term view –> processes
-looking at the ground, what’s is happening
-good soldier
-accepting status quo

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What is Supervision/ Supervisor?

A

-interfaces between manager and worker
-lowest level of management
-on the front line, still does the job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the primary functions on the “Classical Theory of Management” by Fayol?

POCCC

(Ducker’s theory is the same)

MANAGEMENT THEORY

A

1.Planning
2. Organisation
3. Commanding
4. Coordinate
5. Control

*Top - Down: unity of command
*14 principles (think of army)

Ducker–> no commanding but communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are Taylor’s principles? [4]

MANAGEMENT THEORY

A
  1. there is a right way of doing things, based on a scientific study
  2. there is a right person to do the task, based on training and development
  3. there has to be supervision
  4. work should be split evenly
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What are the Functions of a Manager, according to Mintzberg?

MANAGEMENT THEORY

A
  1. Interpersonal: leader, liaison
  2. Informational: monitor, disseminator, spokesperson
  3. Decisional: take risk, make decisions, initiate project
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Power vs Authority vs Responsibility

A

Power: the ability to do something regardless of authority
Types: legitimate, person, expert, position

Authority: the right to exercise power

Responsibility: the obligation to do something, it cannot be delegated to someone else

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What John Adair said about leadership and the need to juggle all tasks? (Action - Centre Leadership)

LEADERSHIP THEORY

A

A leader should find the balance between:
1. task= the job that needs doing
2. individual= team members to manage
3. group= the team itself

*interrelated needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What does Fred’s Fiedler Contingency Model say?

LEADERSHIP THEORY

A

*no ideal style or leader
depends on the situation/ firm

a relationship-motivated manager vs a task-orientated manager

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

TRUE OR FALSE

According to Warren Bennis, the given qualities found in every leader are:
1. people skills
2. taste/ cultivating talent
3. judgement, tough decision making
4. charisma

A

FALSE, these are the qualities that differentiate a good leader.

The given qualities are:
1. technical competency
2. conceptual skill, intelligence
3. track record of results

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

TRUE OR FALSE

Kotter defined that the difference between a manager and a leader is that the former can cope with the complexity (manage tasks) where the latter is coping with change (lead people).

A

TRUE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

TRUE OR FALSE

According to Heifetz, a leader should inspire others. Leadership is a perception, not a role.

A

TRUE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Describe the Managerial Grid by Blake and Monton.

Factors to consider–> People and Tasks

A

Low People, Low Task= Impoverished (bad manager)
Low People, High Task= Authoritarian (low motivation, high turnover)
High People, Low Task= Country Club (Nothing gets done but good relationships)
High People, High Task= Team (Best type managers)

Middle Point= Middle of the Road (Dampened Pendulum)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Fill in the Blank

According to the Ashridge Model, a _________ management style is where the leader makes all the decisions. It’s quick and efficient but can demotivating to staff as it’s a one way communication, does not grow talents or leave room for initiative.

Consultative, Authoritarian, Autocratic, Laisser-Fiare

A

Autocratic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Define what we mean by “Individual”.

A

It’s all about personality.
Characteristics that have been inherited (natural) or who you were brought up (nurture).
1. perception
2. attitudes
3. intelligence
4. role

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

TRUE OR FALSE

According to Drucker, the main objective of the manager of an organisations is organising.

A

FALSE

Is Economic Performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What is the difference between Responsibility and Authority?

A

Responsibility is the liability a person has to carry out their duties whereas authority is the right a person has to do something.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What are the characteristics of a “Group”?

A
  1. sense of identity
  2. loyalty
  3. conformity
  4. common motives and goals
  5. accepted roles
  6. relationships
  7. sanctions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What is the difference between a “Group” and a “Team”?

A

A team is a group of people, committed to am assigned goal. Members join a group that shares the same identity as them on a voluntary basis.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

How many roles does an effective team need, according to Belbin?

A

9 Roles
1. Plant: all about me, new ideas, gets bored
2. Resource - investigator: networker
3. coordinator: chairman
4. shaper: loves pressure, energy
5. monitor-evaluator: sober, strategic
6. team worker: work together
7. implementer: create systems
8. completer finisher: attention to detail
9. specialist: knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

According to Tuckman and the developmental stages, when team members begin to trust each other, what stage are they going through?

A

Norming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

According to Tuckman and the developmental stages, when team members behave relatively independently, what stage are they going through?

A

Forming

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

According to Tuckman and the developmental stages, when team members put forward their ideas for the rest of the team to consider, what stage are they going through?

A

Storming

17
Q

TRUE OR FALSE

Adjourning is when a team becomes complacent about the task that it is performing.

A

False

this is Dorming

18
Q

According to Maslow’s Hierarchy of Needs, what are the stages of the pyramid?

A
  1. Self actualisation
  2. esteem
  3. social needs
  4. safety needs
  5. physiological needs
19
Q

According to Herzberg’s “motivation - hygiene” theory, which 2 of the following would be classed as motivation factors?

  1. annual salary bonus
  2. job security
  3. responsibility
  4. promotion
A

3 & 4

1 & 2 are hygiene factors

20
Q

According to McGregor’s X-Y theory, what are the 2 styles managers can have?

A
  1. Authoritarian (Theory X Manager)
  2. Participative (theory Y Manager)
21
Q

According to Honey and Mumford, what are the types of learning?

A
  1. Activist –> Doer, jumps in
  2. Reflector –> Review, to understand the whys
  3. Theorist –> Conclude, likes process and theory
  4. Pragmatist –> Plan, know what they need to know to get it done
22
Q

Put in order Kolb’s stages of learning by experience [Experiential Learning Theory]

AC - Abstract conceptualization
RO - Reflective Observation
AE - Active Experimentation
CE - Concrete Experience

A
  1. CE –> Feeling
  2. RO –> Watching
  3. AC –> Thinking
  4. AE –> Doing

CERO-ACAE

23
Q

According to Kolb, what are the 4 learning styles?

A
  1. Accommodative –> feeling and doing (CE+AE)
  2. Divergent –> feeling and watching (CE+RO)
  3. Assimilative –> Watching and Thinking (RO + AC)
  4. Convergent –> Thinking and Feeling (AC + AE)
24
Q

Who developed the learning style questionnaire?

A

Honey and Mumford

25
Q

What are the characteristics of the “Activists” learning style?

A

Immerse themselves fully in new experiences
Enjoy the here and now
Open-minded, enthusiastic, flexible
Act first, consider consequences later
Seek to center activity around themselves

26
Q

What are the characteristics of the “Reflectors” learning style?

A

Stand back and observe
Cautious, take a back seat
Collect and analyze data, slow to reach conclusions
Use information from past, present, and immediate observations to maintain a big picture perspective.

27
Q

What are the characteristics of the “Theorists” learning style?

A

Think through problems logically, value rationality and objectivity
Assimilate disparate facts into coherent theories
Disciplined, aiming to fit things into rational order
Prefer assumptions, principles, theories, models, and systems thinking

28
Q

What are the characteristics of the “Pragmatists” learning style?

A

Keen to put ideas, theories, and techniques into practice
Search for new ideas and experiment
Act quickly and confidently on ideas, get straight to the point
Impatient with endless discussion

29
Q

What is the difference between coaching, mentoring and counselling?

A

Coaching is focused on skill development and performance improvement.
Mentoring provides holistic guidance and support
Counseling addresses emotional and psychological well-being.

30
Q

What is the Star/ Wheel Communication Pattern in Leavitt’s model?

A

all communication flows through a central person or hub, often the leader or manager, who serves as a gatekeeper for information. Quickest way to resolve an issue

31
Q

What is the Chain Communication Pattern in Leavitt’s model?

A

communication flows in a linear sequence, from one person to the next, creating a chain-like structure.

32
Q

SMART Objectives stand for..

A

Specific
Measurable
Agreed/ Achievable
Realistic
Time bound

33
Q

TRUE OR FALSE

Lateral communication most commonly takes place between superior and subordinate

A

FALSE

Between equals, one peer to another, one head of department to another

34
Q

TRUE OR FALSE

Feedback is the communication response from the recipient.

A

TRUE

35
Q

TRUE OR FALSE

The utilitarianism approach is about deciding on the course of action which results in the most useful outcome for as many of the people involved as possible.

A

TRUE

36
Q

What is the difference between grease money and bribery?

A

-Grease money: you are paying someone to secure something you are legally entitle to (facilitation payment)

-Bribery: you are paying someone to get something you are not legally entitle to

BOTH ILLEGAL

37
Q

What is the difference between being ethical and abiding by the law?

A

-the Law states what we MUST do

-Ethics is about what we SHOULD do

38
Q

According to IFAC (International Federation of Accountants), what are the principles all accountants should try to maintain?

CIPOP

A
  1. Confidentiality: exceptions AML, whistle blowing
  2. Integrity
  3. Professional Behavior
  4. Objectivity
  5. Competence and Due Care
39
Q

What are the personal qualities all accountants should have?

CTR3

A
  1. Courtesy
  2. Timely
  3. Reliability
  4. Responsible
  5. Respect
40
Q

What are the professional qualities all accountants should have?

SASI

A
  1. Skepticism: questions info provided to be able to form an opinion on its reliability
  2. Accountability: taking responsibility for own work and decisions
  3. Social Responsibility: acknowledgement of a duty to act in the public interest
  4. Independence: carrying out responsibilities without bias and prejudice
41
Q

What is a self-review threat?

A

When we perform AND review our own tasks. Risk of losing objectivity. Covering up mistakes. Example, audit team carrying out audit and preparing client’s accounting records

42
Q

What is a self-interest threat?

A

When we perform a task because we have a personal gain. Example, client giving the audit partner tickets to a major sporting event

43
Q

What is the advocacy threat?

A

When we promote something/ someone for personal reasons. Example, provision of legal advice to clients.

44
Q

What is an intimidation threat?

A

When we are threatened into doing something. Example, accountant only receiving fees from client if a successful outcome is achieved.

45
Q

What is the familiarity threat?

A

When we work with someone we are close to/ family member. Example, practice having acted for a client for 20 years.

46
Q

TRUE OR FALSE

Characteristics of a compliance based approach are:
1. underpinned by external regulation
2. based on assumption that individuals focus on their own self-interest

A

TRUE

47
Q

TRUE OR FALSE

Characteristics of an integrity based approach are:
1. allows employees discretion in their actions depending on situation
2. aims to promote values and responsible behavious

A

TRUE

48
Q

The stages of Kolb’s experiential learning cycle are as follows:

  1. Draw conclusions from the experience
  2. Have an experience
  3. Plan the next steps
  4. Reflect on the experience
A

2, 4, 1, 3

Business & Technology (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions