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E2 > Leadership and management (chap 4) > Flashcards

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

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2
Q

management

A

-getting things done through efforts of other people
-focuses on procedures and results
-react to situations
-solve short-term problems

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3
Q

Fayal’s features of management

A

-planning
-organising
-co-ordinating
-commanding
-controlling

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4
Q

what did Mintzberg find

A

there are 10 roles managers fulfil in their job
these roles are divided into 3 groups

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5
Q

what are the 3 groups for Mintzberg’s roles

A

-interpersonal
-information
-decisional

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6
Q

interpersonal

A

figurehead
leader
liaison

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7
Q

figurehead

A

carry out social, inspirational, legal and ceremonial duties

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8
Q

leader

A

manager’s relationship with subordinates

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9
Q

liaison

A

develop contacts outside the chain of command where information and Favors can be traded for mutual benefit

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10
Q

informational

A

monitor
disseminator
spokesperson

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11
Q

monitor

A

collects and allocates information to gain on understanding of the organisation and its environment as a basis for decision making

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12
Q

spokesperson

A

responsible for providing information

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13
Q

decisional

A

entrepreneur
disturbance handler
resource allocator
negotiator

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14
Q

entrepreneur

A

look for problems and opportunities when situations with improvement are discovered

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15
Q

disturbance handler

A

respond to pressures for out-of-control departments

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16
Q

resource allocator

A

chooses how resources are allocated

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17
Q

negotiator

A

manager is encharge of negotiations

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18
Q

what does the manager act as in negotiations

A

figurehead
spokesperson
resource allocator

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19
Q

concepts to analyse nature of management

A

power
authority
responsibility
accountability
empowerment
delegation

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20
Q

power

A

power is the capacity to exert influence, to make someone act according to your own preference

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21
Q

types of power

A

reward power
coercive power
referent power
expert power
legitimate power

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22
Q

reward power

A

have power over someone because they give rewards

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23
Q

coercive power

A

power enables a person to give punishments to others

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24
Q

referent power

A

charisma or desire to be like the person

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25
Q

expert power

A

doing what the expert says

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26
Q

legitimate power

A

agreement and commonly-held values

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27
Q

authority

A

authority is the right to exercise power

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28
Q

the 3 bases of authority

A
  1. rational-legal
  2. traditional
  3. charismatic
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29
Q

charismatic authority

A

charismatic
issues arise when you need to replace them

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30
Q

traditional authority

A

based on custom and practice

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31
Q

rational-legal authority

A

position in the company
based on the following rules

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32
Q

responsibility

A

involves obligation of an individual who occupies a particular position in the organization to perform certain duties, tasks or make certain decisions

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33
Q

responsibility without authority

A

manager becomes frustrated and demotivated as they lack the power and authority needed to meet the targets they’re responsible for

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34
Q

accountability

A

the need for individuals to explain and justify any failure to fulfil their responsibilities to their superiors

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35
Q

empowerment

A

employee empowerment is where employees are given autonomy and responsibility to undertake tasks without being directed at each step by management

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36
Q

how do managers promote empowerment

A

-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

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37
Q

delegation

A

process whereby managers assign part of their authority to a subordinate to fulfil their duties

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38
Q

what cannot be delegated

A

responsibility

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39
Q

benefits of delegation

A

-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

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40
Q

reluctance to delegate

A

-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

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41
Q

effective delegation

A

-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

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42
Q

methods of delegation

A

Abdication
Custom and practice
Explanation
Consultation

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43
Q

abdication

A

leave issues without any formal delegation
ineffective

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44
Q

custom and practice

A

old system

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45
Q

explanation

A

brief subordinates

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46
Q

consultation

A

consult subordinate
effective

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47
Q

theories of management

A

classical
human relations
systems
contingency

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48
Q

classical

A

Taylor
weber

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49
Q

human relations

A

Herzberg
Maslow

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50
Q

systems

A

Trist and Bamforth

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51
Q

contingency

A

-burns and stalker
-morgan

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52
Q

classical theories emphasise

A

the technical and economic aspects of the organisation

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53
Q

what do classical theories assume

A

that behavior is rational and logical that management can be learnt

54
Q

the perspective of classical theories focusses on

A

-purpose and structure of the organization
-planning of work
-technical requirements of each job
-principles of management

55
Q

who came up with the scientific method

A

Taylor

56
Q

scientific method

A

objective is to secure the maximum prosperity for employer and employee

57
Q

how to secure the maximum prosperity for employer and employee

A

-use work study methods
-once trained, their compensation should be based on performance
-well-trained employees deliver high productivity

58
Q

who came up with the bureaucratic management

A

Weber

59
Q

bureaucratic management

A

-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
Q

disadvantages of bureaucratic management

A

-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
Q

the main characteristics of bureaucracy

A

-specialization
-hierarchy
-rules
-impersonality
-appointed officials
-career officials
-full-time official
-public/ private division

62
Q

specialization

A

clear division of labour

63
Q

hierarchy

A

chain of command

64
Q

rules

A

govern decision-making and conduct

65
Q

impersonality

A

objective and rational decisions instead of personal preference

66
Q

appointed officials

A

managers selected by qualifications, education or training

67
Q

career officials

A

managers pursue their career within the bureaucracy and work within a defined salary structure

68
Q

full-time official

A

professionalism requires commitment

69
Q

public/ private division

A

money is used in a limited liability framework to prevent family money being used as this creates conservation because of personal risk

70
Q

Hertzberg

A

-hygiene
-motivational

71
Q

hygiene factors

A

based on a need to avoid unpleasantness
demotivates staff if not in place

72
Q

motivational factors

A

satisfy a need for personal growth
encourages staff to work harder

73
Q

to avoid dissatisfaction, hygiene factors should be

A

-policies and procedures for staff treatment
-supervision
-pleasant physical and working conditions
-appropriate salary and status for the job
-team working

74
Q

to motivate staff, managers should

A

-sense of accomplishment
-recognition of good work
-increasing levels of responsibility
-career advancement
-attraction of the job

75
Q

systems theory

A

approach to organisation work design which accounts for social aspects and technical aspects

76
Q

what does systems theory look at

A

the interaction between people and technology

77
Q

contingency theory

A

effectiveness of managing styles will vary according to the circumstances of the situation

78
Q

mechanistic organization

A

-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
Q

organic organization

A

-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
Q

disseminator

A

the manager is responsible for distributing info to those who need it

81
Q

trist and bamforth

A

socio-technical systems theory

82
Q

contemporary perspective (Morgan)

A

view organisation from different perspective to get different results

83
Q

limitations of contemporary perspective (Morgan)

A

-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
Q

leadership

A

influencing others to do what they want someone to do

85
Q

leaders come about in 3 different ways

A

-elected
-emerge
-appointed

86
Q

types of leaders

A

-charismatic
-traditional
-situational
-appointed
-functional

87
Q

charismatic

A

personality

88
Q

traditional

A

social order

89
Q

situational

A

right place at the right time

90
Q

appointed

A

position / status

91
Q

functional

A

securing position by doing what they do well

92
Q

Benefits of leadership

A

-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
Q

skills of leaders

A

-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
Q

styles of leadership

A

-autocratic
-democratic
-free rein

95
Q

autocratic

A

do this

96
Q

democratic

A

let’s work together to solve this

97
Q

styles approaches of leadership

A

-Theory X
-Theory Y
-Lewin
-the managerial grid

98
Q

Theory X

A

-lazy
-want to be directed and avoid responsibility
-need supervision
-little ambition
-indifferent to organisation needs

99
Q

what type of leadership style is theory X

A

-autocratic

100
Q

theory Y

A

-enjoy work, motivated
-self-direction and self control
-love personal acheivement
-learn to gain responsibility
-creative

101
Q

what type of leadership style is theory Y

A

democratic

102
Q

Lewin

A

-authoritarian
-democratic
-laissez-faire

103
Q

authoritarian

A

-tells them what to do
-least productive

104
Q

democratic

A

-vote on what to do and consult the group
-most productive

105
Q

laissez-faire

A

-leaves group alone to decide
-wont satisfy them

106
Q

the managerial grid

A

task orientated
group centred

107
Q

task orientated

A

-gets job done

108
Q

group centred

A

maintain group

109
Q

contingency

A

good leader will adapt their style based on people and organizations

110
Q

situational

A

change according to situation

111
Q

theories dealing with approaches to leadership

A
  1. Adair - action centred
  2. Fielder - contingency model
112
Q

Adair - action centred

A

looks at the task, group and individual needs

113
Q

Fielder - contingency model

A

has two leadership styles
-psychological distant leaders
-psychological close managers

114
Q

psychological distant leaders

A

-kept distance
-withdrawn and reserved
-formal communication
-task oriented

115
Q

psychological close managers

A

-no formalised roles
-informal contact
-person orientated

116
Q

Bennis had two types of leaders

A

-transactional
-transformational

117
Q

transactional leaders

A

see the relationship with their followers in terms of a trade

118
Q

transformational leaders

A

see their role as inspiring and motivating others to work at levels beyond mere compliance

119
Q

skills required by transactional leaders

A

-anticipatory
-visioning
-value-congruence
-individuals economic, psychological, physical and other important needs
-empowerment
-self-understanding

119
Q

anticipatory

A

skills providing foresight in a constantly changing environment

120
Q

visioning

A

skills whereby persuasion

121
Q

value-congruence

A

skills which enable the leader to be in touch with

122
Q

empowerment

A

skills involving the willingness to share power and to do so effectively

123
Q

self-understanding

A

leader understands their own needs and goals of the followers

124
Q

distrubuted leadership

A

recognises that there are multiple leaders

125
Q

virtual team

A

a team made of members with complementary skills working towards a common purpose, but which is separated physically and must interact electronically

126
Q

leaders of virtual teams should see themselves as

A

leaders and managers

127
Q

skills of a virtual leader

A

must be able to inspire and lead their team without meeting them or seeing them

128
Q

business ethics

A

the set of moral rules that govern how businesses operate, how the business decisions are made and how people are treated

129
Q

how does an orgnaization ensure that it is developing its business leaders to become ethical activists

A

-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
Q
A

E2 (5 decks)

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