Leadership and Management: Past and Present Flashcards
How might one describe the difference between being a manager and leader
a manager guides, directs, and motivates
a leader empowers other
Management
the organization and coordination of the activities of a business in order to achieve defined objectives
this implies management is the process of leading and directing all or part of an organization through the deployment and manipulation of resources
Leadership/Leaders
those who take risks, attempt to achieve shared goals, and inspire others to action
individuals will follow by choice not because they have to
What determines if a person is a leader
their behavior not a job title
A manager does what compared to a leader
a manager will accomplish, have responsibility and conduct
a leader will influence and guide direction, opinion, and course of action
Characteristics of Leaders
Obtain power through means other than delegated authority, like through influence
wider variety of roles than managers
may or may not be a part of a formal organization
focus on group process, information gathering, feedback and empower others
emphasize interpersonal relationships
direct willing followers
have goals that may or may not reflect those of the organization
What is important to recognize about being a leader
it is an easy thing to lose if others stop following you
10 Fatal Leadership Flaws
lack of energy or enthusiasm
acceptance of mediocre performance
lack of clear vision and direction
poor judgment
not collaborating
not walking the talk
resisting new ideas
not learning from mistakes
a lack of interpersonal skills
failing to develop others
___ are assigned a position by the organization
managers
____ often do not have delegated authority but obtain power through other means such as influence
leaders
___ have a wider variety of roles than managers
leaders
____ have a legitimate source of power due to delegated authority that accompanies the position
managers
___ have specific duties and responsibilities they are expected to carry out
managers
___ emphasize control, decision making, decision analysis, and results
managers
___ focus on group process, information gathering, feedback, and empowering others
leaders
___ may or may not be part of the formal hierarchy of the organization
leaders
___ emphasize interpersonal relationships
leaders
___ direct willing followers
leaders
___ have goals that may or may not reflect those of the organization
leaders
__ manipulate people, the environment, money, time, and other resources to achieve the goals of the organization
managers
___ have a greater formal responsibility and accountability for rationality and control than ____
managers; leaders
___ direct willing and unwilling subordinates
managers
What are some good qualities of a leader
inspires
takes risks
empowers others
directs others
involved
goal oriented
collaborates
communicates well
visionary
What are some good qualities of a manager
determined
detailed and fact oriented
needs data for decisions
understands the team
sees the organization as a whole
fiscally aware
transforms
has many responsibilities
Scientific Management Theory
“The one best way to accomplish a task”
How do we motivate employees to increase efficiency and productivity
4 Overriding principles of scientific management
- Rule of Thumb - Efficiency, Control of Time, and Energy - Scientific Design use
- Match Employee to the Job based on strengths and weaknesses
- Employees are motivated by money - rewards increase their work
- Managers and Employee roles should be separate, independent, and cooperative with work shared equally (Mangers plans, prepares, supervises and worker works)
Frederick Taylor
1900-1930s
Creator of Scientific Management
What is the result of scientific management
increased productivity and profit as well as efficiency
Management Process
a 5 stage framework for managers to see what planning is needed to make changes happen in an organization and to allow work on team building and providing motivation
5 Steps of the Management Process
- Planning (what are the goals, objectives, rules, changes)
- Organizing (How will the changes occur, plans)
- Staffing (Who will be responsible, team building)
- Directing (How will work get done, motivating, conflict management, delegation, collaboration)
- Control ( performance, evaluation, legal and ethical control, fiscal aspects)
(A continuous cyclical process)
Fayol and Gulick
Came up with management theory / management process of POSDC
1920-30s
What was seen as a shortcoming of scientific management
the lack of a human element
What began to add the “human element” to management theory
the Human Relations Era focused on people rather than machines
Human Relations Era Management
Adding the human element to management
believes managers are one WITH the employee
Believes that managers need to cooperate not domineer over employees and that the managers behaviors will correlate with efficiency or not
Believes employee participation in decision making is needed and flexibility, see the worker, and engage the worker is needed
Shortcoming of Human Relation Theory
some did not like the less structured environment
time consuming
Hawthorne Effect and Management
Paying more attention to the worker will increase their productivity
part of human relation theory
Theory X and Theory Y Managers
Idea that X managers think employees are lazy, need direction and constant supervision, and are indifferent to organizational needs
Y managers believe workers enjoy work, are self motivated, and are willing to work hard to meet personal and organization goals
The idea is that the Y managers attitude will boost productivity
