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MAPIO > Leadership and Management > Flashcards

Leadership and Management Flashcards

1
Q

What is the Classical approach to management?

A

Emphasis on purpose, formal structure, hierarchy of management, technical requirements, and common principles of organisation

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2
Q

What is the Human Relations approach to management?

A

Attention to social factors at work, groups, leadership, the informal organisation, & behaviour of people

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3
Q

What is the Systems approach to management?

A

Integration of classical and human relations approaches. Emphasises the importance of the socio-technical system

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4
Q

What is the Contingency approach to management?

A

There is no one best design of organisation. Of structure, management, and ‘success’ of the organisation dependent upon a range of situational variables

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5
Q

What style of management was there at Chatroux before Dr. Barfuss?

A

Systems

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6
Q

How has the management changed since Dr. Barfuss arrived?

A
  • Moved from the Systems approach to a more classical approach, but lacks certain elements
  • Lack of social interaction with staff; identified in letter
  • But lacks following ‘The principle of co-ordination’ - as does not give direct instructions
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7
Q

What is a MANAGER?

A

Brooks, 2006:

Someone who performs functions in organisations and hold a particular formal title and/or fulfil a role

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8
Q

What is a LEADER?

A

Brooks, 2006:

Someone who aims to influence and guide others into pursing particular objective or visions of the future

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9
Q

Is Dr. Barfuss a Manager or a Leader?

A

Tries to be a leader, but what they need is a manager.

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10
Q

What do Chatroux want, a manager or a leader?

A 
They want a manager to:
- Allocate resources
- Set agendas 
- Establish rules and procedures 
They do not need a leader because: 
- Vision is already created
- Commitment is already obtained 
- Employees are inspired an energised
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11
Q

In regards to leadership traits where does Dr. Barfuss lack/exceed expectation? (Stogdill)

A

Stogdill:
Lacks; being socially skilled, but this is acknowledged, being decisive, these are both highly important things for Chatroux
Exceeds; being clever/knowledgable in his job role

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12
Q

What is Emotional Intelligence?

A

Emotional intelligence is the ability to manage ourselves and our relationship with others, all about empathy and caring - which Barfuss does not do

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13
Q

What are the 4 competencies needed for emotional intelligence?

A
  • Self awareness
  • Self management
  • Social awareness (lacks)
  • Social skills (lacks)
    Barfuss does not show any sort of empathy or caring behaviour towards workforce compared to Legris
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14
Q

What is the Situational approach to management?

A

Fiedler:

The leader or manager must fit the situation, or the situation must be changed to fit the manager or leader

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15
Q

What should the situation at Chatroux not be changed to match Barfuss’s leadership style?

A
  • Cause upset amongst staff to normal working life
  • It is the culture of the company and is set deep
  • Majority of staff have been there a long time
  • Staff may be unadaptable to change because of their age (most 45+)
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16
Q

What is the Situational Approach Description/what you have to do

A

Stogdill:

  • Different situations demand a different type of leadership
  • Style needs to be adapted
  • Direstive and supportive dimension depending on the situation
  • Style depends on the skills and commitment of staff
17
Q

What are the 4 leadership styles?

A 
Tannenbaum & Schmidt 
Autocratic: Telling 
Persuasive: Selling
Consultative: Consulting
Democratic: Joining
18
Q

What management style did Legris use?

A

Tannenbaum and Schmidt: Autocratic

19
Q

What management style does Barfuss use?

A

Tannenbaum and Schmidt: Democratic

20
Q

What is the problem with the change in leadership stye?

A
  • One pole to the other
  • No meshing of the styles
  • Changed straight away, no chance to adapt or get used to, thrown under the bus
21
Q

Why might Watson’s view on power be backwards for the case study?

A

He states that it is hard for people to give up total control, and it is often met with resistance, but in this case it seems as it the workforce are asking someone (Dr. Barfuss) to take the lead role and make decisions, although this is likely to be met with some resistance, it will be more constructive

22
Q

Who have opposing views on management power?

A

Watson, and Cloke & Goldsmith

23
Q

What are Cloke and Goldsmith’s view on management power?

A

They see that many people have grown up in a hierarchical environment and they actually prefer being told what to do

24
Q

What type of workers at Chatroux? (X, Y)

A

Theory Y

25
Q

What type of workers are theory Y workers?

A
  • Have self-direction & self-dicipline

- As natural as play or rest

26
Q

What is the Japanese ‘Theory Z’ environment? (Ouchi)

A
  • Long-term, lifetime employment
  • Collective decision making, but individual responsibility
  • Slow process of evaluation and promotion
  • Broad concern for welfare of employees
27
Q

Who came up with the Japanese Theory Z?

A

Ouchi

28
Q

Z type organisations would be more effective if?

A
  • Based on trust
  • Hand in hand with productivity
  • less hierarchical & bureaucratic
29
Q

Z type organisations would be more effective if?

A
  • Based on trust
  • Hand in hand with productivity
  • less hierarchical & bureaucratic
30
Q

Is Chatroux an Z type organisation?

A
  • Had the basics of it with Legris, but becoming more so with Barfuss, as decision making is more collective, but decisions not actually being made, which is the issue
31
Q

What is the participative style of management that Dr. Barfuss has adopted?

A
  • It involves trust and confidence in employees
  • Motivation is based on rewards for achievements of agreed goals
  • High degree of teamwork and communication
32
Q

What does Dr. Barfuss need to do/perform on the maximise the potential of his workforce fully?

A

Opportunistic management, which is where people adapt and shift to any style needed to grain the max. advantage

33
Q

Who came up with the 4 leadership styles?

A

Tannenbaum & Schmidt

34
Q

Who came up with the situational approach to management?

A

Fiedler

35
Q

What causes bad leadership?

A

McCall and Lombardo:

  • Abuse of power
  • Damage
  • Control
  • Rule breaking
36
Q

What is the Great Man theory?

A

That leaders are born and not made, and will arise when there is a need

MAPIO (7 decks)

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