Leadership and management (chap 4) Flashcards
1
Q
Leadership
A
-giving direction
-creating vision
-influencing others to share that vision and work
-getting other people to do things willingly
2
Q
management
A
-getting things done through efforts of other people
-focuses on procedures and results
-react to situations
-solve short-term problems
3
Q
Fayal’s features of management
A
-planning
-organising
-co-ordinating
-commanding
-controlling
4
Q
what did Mintzberg find
A
there are 10 roles managers fulfil in their job
these roles are divided into 3 groups
5
Q
what are the 3 groups for Mintzberg’s roles
A
-interpersonal
-information
-decisional
6
Q
interpersonal
A
figurehead
leader
liaison
7
Q
figurehead
A
carry out social, inspirational, legal and ceremonial duties
8
Q
leader
A
manager’s relationship with subordinates
9
Q
liaison
A
develop contacts outside the chain of command where information and Favors can be traded for mutual benefit
10
Q
informational
A
monitor
disseminator
spokesperson
11
Q
monitor
A
collects and allocates information to gain on understanding of the organisation and its environment as a basis for decision making
12
Q
spokesperson
A
responsible for providing information
13
Q
decisional
A
entrepreneur
disturbance handler
resource allocator
negotiator
14
Q
entrepreneur
A
look for problems and opportunities when situations with improvement are discovered
15
Q
disturbance handler
A
respond to pressures for out-of-control departments
16
Q
resource allocator
A
chooses how resources are allocated
17
Q
negotiator
A
manager is encharge of negotiations
18
Q
what does the manager act as in negotiations
A
figurehead
spokesperson
resource allocator
19
Q
concepts to analyse nature of management
A
power
authority
responsibility
accountability
empowerment
delegation
20
Q
power
A
power is the capacity to exert influence, to make someone act according to your own preference
21
Q
types of power
A
reward power
coercive power
referent power
expert power
legitimate power
22
Q
reward power
A
have power over someone because they give rewards
23
Q
coercive power
A
power enables a person to give punishments to others
24
Q
referent power
A
charisma or desire to be like the person
25
expert power
doing what the expert says
26
legitimate power
agreement and commonly-held values
27
authority
authority is the right to exercise power
28
the 3 bases of authority
1. rational-legal
2. traditional
3. charismatic
29
charismatic authority
charismatic
issues arise when you need to replace them
30
traditional authority
based on custom and practice
31
rational-legal authority
position in the company
based on the following rules
32
responsibility
involves obligation of an individual who occupies a particular position in the organization to perform certain duties, tasks or make certain decisions
33
responsibility without authority
manager becomes frustrated and demotivated as they lack the power and authority needed to meet the targets they're responsible for
34
accountability
the need for individuals to explain and justify any failure to fulfil their responsibilities to their superiors
35
empowerment
employee empowerment is where employees are given autonomy and responsibility to undertake tasks without being directed at each step by management
36
how do managers promote empowerment
-set clear boundaries and ensure employees know what is expected from them
-actively encourage employees’ development
-communicate openly with employees and adopt an open-door policy
-allow employees to contribute and listen to their views
-lead by example
37
delegation
process whereby managers assign part of their authority to a subordinate to fulfil their duties
38
what cannot be delegated
responsibility
39
benefits of delegation
-no limits for employees
-without its chief executive would have to do everything
-allows for career planning and development, aids with continuity and cover for absences
-allows for better decision making
-improves time management
-give people more interesting work, increase job satisfaction, increase motivation and encourage better work
40
reluctance to delegate
-managers believe subordinates aren't able or experienced enough to perform
-managers believe that doing routine tasks help keep in touch with what's happening in other areas of their department
-if manager is insecure, they wont pass on any authority
-some managers don't know how or what to delegate
-managers fear losing control
-delegating takes time
41
effective delegation
-define limits of authority
-make sure subordinate can exercise the authority
-discipline themselves to permit the subordinate the full use of authority who constant checks and inteference
-too much isnt delegated
-subordinate has skill and experience
-appropriate authority is delegated
-monitoring and control are possible
-no feeling of opting out
-everyone knows the task has been delegated
-time is set aside for coaching and guiding
42
methods of delegation
Abdication
Custom and practice
Explanation
Consultation
43
abdication
leave issues without any formal delegation
ineffective
44
custom and practice
old system
45
explanation
brief subordinates
46
consultation
consult subordinate
effective
47
theories of management
classical
human relations
systems
contingency
48
classical
Taylor
weber
49
human relations
Herzberg
Maslow
50
systems
Trist and Bamforth
51
contingency
-burns and stalker
-morgan
52
classical theories emphasise
the technical and economic aspects of the organisation
53
what do classical theories assume
that behavior is rational and logical that management can be learnt
54
the perspective of classical theories focusses on
-purpose and structure of the organization
-planning of work
-technical requirements of each job
-principles of management
55
who came up with the scientific method
Taylor
56
scientific method
objective is to secure the maximum prosperity for employer and employee
57
how to secure the maximum prosperity for employer and employee
-use work study methods
-once trained, their compensation should be based on performance
-well-trained employees deliver high productivity
58
who came up with the bureaucratic management
Weber
59
bureaucratic management
-rational form of the org
-based on hierarchy of authority
-strict rules and regulations govern decision-making
-specialization in duties segregated offices and levels
60
disadvantages of bureaucratic management
-slow response to change
-lack of quick communication
-dont involve staff in decision making
-rules stifle initiative and innovative ideas, preventing development
-no recognition of informal relationships
61
the main characteristics of bureaucracy
-specialization
-hierarchy
-rules
-impersonality
-appointed officials
-career officials
-full-time official
-public/ private division
62
specialization
clear division of labour
63
hierarchy
chain of command
64
rules
govern decision-making and conduct
65
impersonality
objective and rational decisions instead of personal preference
66
appointed officials
managers selected by qualifications, education or training
67
career officials
managers pursue their career within the bureaucracy and work within a defined salary structure
68
full-time official
professionalism requires commitment
69
public/ private division
money is used in a limited liability framework to prevent family money being used as this creates conservation because of personal risk
70
Hertzberg
-hygiene
-motivational
71
hygiene factors
based on a need to avoid unpleasantness
demotivates staff if not in place
72
motivational factors
satisfy a need for personal growth
encourages staff to work harder
73
to avoid dissatisfaction, hygiene factors should be
-policies and procedures for staff treatment
-supervision
-pleasant physical and working conditions
-appropriate salary and status for the job
-team working
74
to motivate staff, managers should
-sense of accomplishment
-recognition of good work
-increasing levels of responsibility
-career advancement
-attraction of the job
75
systems theory
approach to organisation work design which accounts for social aspects and technical aspects
76
what does systems theory look at
the interaction between people and technology
77
contingency theory
effectiveness of managing styles will vary according to the circumstances of the situation
78
mechanistic organization
-high degree of task specialization
-responsibilities and authority clearly defined
-co-ordination and communication
-selectivity in release of top-level info for subordinates
-emphasis on loyalty and obedience
-locally recruited
-for stable conditions where change is not important
79
organic organization
-skills, experience and specialist knowledge = valuable resources
-integration of efforts
-leadership based on consultation and involvement in problem-solving
-commitment to task achievement, survival and growth is more important than loyalty and obedience
-employees are recruited from a variety of sources
-better for companies with rapid change
80
disseminator
the manager is responsible for distributing info to those who need it
81
trist and bamforth
socio-technical systems theory
82
contemporary perspective (Morgan)
view organisation from different perspective to get different results
83
limitations of contemporary perspective (Morgan)
-create organisation forms that struggle to adopt to change
-mindless and unquestioning bureacracy
-negative consequences can occur because putting the people first
dehumanising effects on employees
84
leadership
influencing others to do what they want someone to do
85
leaders come about in 3 different ways
-elected
-emerge
-appointed
86
types of leaders
-charismatic
-traditional
-situational
-appointed
-functional
87
charismatic
personality
88
traditional
social order
89
situational
right place at the right time
90
appointed
position / status
91
functional
securing position by doing what they do well
92
Benefits of leadership
-decrease employee dissatisfaction
-encourage effective delegation
-create team spirit
-develop skill and confidence in the group
-develop skill and confidence in the group
-enlist support and co-operation from people outside the group or organization
93
skills of leaders
-use power effectively and in a responsible manner
-comprehend that people have different motivation forces at different times and situations
-ability to inspire
-create environment where you can encourage motivation
94
styles of leadership
-autocratic
-democratic
-free rein
95
autocratic
do this
96
democratic
let's work together to solve this
97
styles approaches of leadership
-Theory X
-Theory Y
-Lewin
-the managerial grid
98
Theory X
-lazy
-want to be directed and avoid responsibility
-need supervision
-little ambition
-indifferent to organisation needs
99
what type of leadership style is theory X
-autocratic
100
theory Y
-enjoy work, motivated
-self-direction and self control
-love personal acheivement
-learn to gain responsibility
-creative
101
what type of leadership style is theory Y
democratic
102
Lewin
-authoritarian
-democratic
-laissez-faire
103
authoritarian
-tells them what to do
-least productive
104
democratic
-vote on what to do and consult the group
-most productive
105
laissez-faire
-leaves group alone to decide
-wont satisfy them
106
the managerial grid
task orientated
group centred
107
task orientated
-gets job done
108
group centred
maintain group
109
contingency
good leader will adapt their style based on people and organizations
110
situational
change according to situation
111
theories dealing with approaches to leadership
1. Adair - action centred
2. Fielder - contingency model
112
Adair - action centred
looks at the task, group and individual needs
113
Fielder - contingency model
has two leadership styles
-psychological distant leaders
-psychological close managers
114
psychological distant leaders
-kept distance
-withdrawn and reserved
-formal communication
-task oriented
115
psychological close managers
-no formalised roles
-informal contact
-person orientated
116
Bennis had two types of leaders
-transactional
-transformational
117
transactional leaders
see the relationship with their followers in terms of a trade
118
transformational leaders
see their role as inspiring and motivating others to work at levels beyond mere compliance
119
skills required by transactional leaders
-anticipatory
-visioning
-value-congruence
-individuals economic, psychological, physical and other important needs
-empowerment
-self-understanding
119
anticipatory
skills providing foresight in a constantly changing environment
120
visioning
skills whereby persuasion
121
value-congruence
skills which enable the leader to be in touch with
122
empowerment
skills involving the willingness to share power and to do so effectively
123
self-understanding
leader understands their own needs and goals of the followers
124
distrubuted leadership
recognises that there are multiple leaders
125
virtual team
a team made of members with complementary skills working towards a common purpose, but which is separated physically and must interact electronically
126
leaders of virtual teams should see themselves as
leaders and managers
127
skills of a virtual leader
must be able to inspire and lead their team without meeting them or seeing them
128
business ethics
the set of moral rules that govern how businesses operate, how the business decisions are made and how people are treated
129
how does an orgnaization ensure that it is developing its business leaders to become ethical activists
-create and maintain a strong ethical culture
-the role of managers helps embed ethics in the company
-the quality and style of leadership
-tone from the middle man
130
