Leadership Management And Decision Making Flashcards
Define leadership
Includes the functions of ruling, guiding and inspiring other people within an organisation in per suit of inspiring other people within an organisation in per suit of agreed objectives
Define management
Is the planning organising directing and controlling of all or part of a business enterprise
What do managers do ?
Planning
Organising
Directing(leading)
Controlling
Describe planning
Involves looking to the future and is the foundation of the other 3 functions
Where is the company currently? Where would it like to be? Allow managers to then make decisions
What does planning involve?
Planning involves
Setting objectives/targets - could be profit or social targets
Gathering information for forecasts of costs, revenues, or competitor information - may reveal a gap in the market etc.
iii.
Creating plans for functional areas such as finance or HR - should help the business achieve overall objectives iv. Estimating resources needs
Describe organising
- Involves assembling the resources needed to carry out the actions decided
- May involve acquiring land, funding and recruitment of staff for example - using the minimum of resources required
Describe directing (leading )
- To influence and oversee the behaviour of staff to achieve company goal as well as providing assistance
- Motivation - employees that are highly motivated will perform better and thus help achieve objectives. A range of financial and non-financial methods can be used
- Communication - Effective communication helps achieve high levels of productivity and encourages employees to use their initiative etc.
Describe controlling
Involves setting standards and both reviewing and reporting on performance b.
C.
Compare objectives and performance to determine corrective or preventive action
Reviewing and reflection is an important part of a managers role
How do managers report on progress?
Financial reports - including sales, revenues and profits - often a legal requirement ii. Employee performance - information on productivity, absenteeism or training
costs
iii.
Social performance - in terms of behaving ethically, minimising pollution and creating jobs
Describe mintzbergs roles of management
In 1990 Henry Mintzberg set out the ten roles performed by managers within businesses that can be placed into 3 categories
(need to know which roles fits in which category)
What are the roles in interpersonal management ?
Figurehead
Leader
Liason
What role is in informational management ?
Monitor
Disseminator
Spokesperson
What role is in decisional management ?
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Describe figureheads
Figureheads - represent their colleagues, carry out social, ceremonial, legal responsibilities and have authority
Describe leader in interpersonal management
Leader - creates and maintains an effective environment. NMotivates, develops and manages performance of staff
Describe liaison in interpersonal management
Liaison - communicating with internal and external contacts to network and gather information
What does interpersonal management involve ?
Managing through other people
What does informational management involve ?
Involves processing information
Describe monitor in informational management
Monitor - searching for internal/external relevant info, looking for changes in the business environment, looking after your teams welfare and performance
*
Describe dissemination in informational management
Disseminator - a communication role - passing valuable information to others in the business
Describe spokesperson in informational management
- Spokesperson - representing and speaking for the organisation to people outside of it
What does decisional management involve ?
Using information to take decision
Describe entrepreneur in decisional management
Entrepreneur - planning and initiating change
Describe disturbance handler in decisional management ?
Disturbance handler - dealing with unexpected events, attempting to contro! and resolve disputes
Describe resource allocator in decisional management
Resource allocator - deciding on the best use of the organisations resources
Describe negotiator in decisional management
Negotiator - engaging in important negotiations inside and outside of the business
How do managers take focus away from long term planning ?
Managers focus on short term immediate issues - takes their focus away from long term planning
What is leadership often taken to represent?
- Getting others to follow
- The use of authority in decision-making
- A personal characteristic
- An ability to achieve effective performance in others
What is a general interpretation of leadership?
A relationship through which one person influences the behaviour or actions of other people
What is the traditional view of leadership?
(Autocratic)
* Command & Control
* Decision-making - centralisation
What is a more modern view of decking making ?
More democratic style
Inspiration
Creating a vision
Building effective teams
Why has the leadership become particularly important in modern business ?
Changing organisational structures: This has resulted in a flatter and wider structure which has meant greater delegation. There has been greater use of teamwork through matrix structures and greater focus on quality assurance methods such as kaizen and total quality management. There is also a greater emphasis placed on the coaching and support of others through empowerment
* Rapid environmental change in the external environment has meant that change is a constant feature of business life and soft skills of leadership
anagement has become
increasingly important
How can leadership be exercised ?
leadership can be exercised by people at different levels of the organisational hierarchy.
What do all leaders have ?
Legitimate power- they are in a position of authority over the employee I.e they are rhe ceo or line manager
Reward power- by doing as the leader says you are more likely to receive some kind of reward eg bonus
Coercive power- if you don’t do what’s said you get a punishment eg demotion
What do the best leaders have excluding the other characteristics!
Referent power-you follow them because you respect them as a person and admire their personal qualities
Expertise power- you follow them because they are experienced and expert in what they don
Why is the trait theory not rhe best to identify who’s a good leader?
There are no set characteristics needed
What are the characteristics of a good leader?
Responsible
Collaborative
Innovative
Experienced
Confident
What are behavioural theories?
Focus on how an individual behaves in a management or leadership role (more accepted as a way of identifying good leaders)
Define consideration (soft hrm)
Focuses on the well being of subordinates . They are encouraging good listener’s approachable and reward good performance -may not complete tasks effectively
Define initiating structure (hard hrm)
Focuses on defining and planning work. They allocate tasks inform subordinates and monitors progress work gets done but workers may not feel valued
Describe the tannenbaum and schmidt continuum
A “continuum” of leadership behaviour
Continuum represents a range of action related to the:
Use of authority used by the manager
Area of freedom available for subordinates
How is the continuum identified ?
Four main leadership styles
Tells =Manager identifies problems, makes decision and announces to subordinates; expects implementation
(assumes compliance)
Sells= manager still makes decisions but attempts to overcome resistance through discussion and persuasion (have to convince it’s right decision to get people on board)
Consults =Manager identifies problem and presents it to the group. Listens to advice and suggestions before making a decision (lIstened to but leader make decision)
Joins =Manager defines the problem and passes on the solving & decision-making to the group (which manager is part of (team make decision)
Which of the four main styles of leadership would herzberg and Taylor prefer ?
Taylor- tells and sells
Herzberg-consults and joins
What are the characteristics of authoritarian leadership?
Power control and decision-making are retained at the top of an organisation and communication with the rest of the workforce tends to be one way and top down.
Authoritarian leader leadership is also known as autocratic leadership
They give out orders rather than consulting the workforce or delegating responsibility further down the hierarchy they usually employ formal systems of strict controls
Why might an authoritarian style of management happen?
This style of management and leadership may happen because leaders have little confidence in the ability of their staff because leaders are simply unable to or prefer not to relinquish power and control
It may however reflect significant pressures on an organisation the force leaders to make rapid difficult decisions in emergencies. Authoritarian approaches may be the most effective quick decisions.
What are the drawbacks of an authoritarian leadership?
It can cause frustration and resentment because the system is so dependent on the leader and because of the non-participation of workers in the decision making process
What does authoritarian leadership reflect ?
Taylor scientific
Describe characteristics of paternalistic management
Paternalistic management and leadership is a management and leadership style in which employees are consulted but decision-making remains firmly at the top
Leader decide what’s best for their employees
Workforce is treated as a family – close supervision
Best interest of employees – workers recognise leaders as trying to support their needs
Leaders are likely to explain their reasons for their decisions and may sort staff before making them but delegation is unlikely to be encouraged
What type of management style is paternalistic management?
This is really a type of authoritarian management in leadership style but with leaders trying to look after what they perceive to be the needs of the subordinate
What are leaders in a paternalistic management likely to do unlike an authoritarian management?
Leaders are likely to explain the reasons for their decisions and may consult staff before making them and Mike an authoritarian management. However similar to one delegation is unlikely to be encouraged.
What type of leadership does paternalistic management reflect?
Maslow’s hierarchy of human needs
Describe a democratic management and leadership
Democratic management and leadership is a management and leadership style involving to a communication and considerable delegation
What are the characteristics of a democratic management in leadership?
It provides opportunities for the workforce to be fully involved in the decision-making process
Democratic leader does not only delegate but also consult or there’s about their views and take these into account before making a decision
Delegation is encouraged
What are the advantages of a democratic management and leadership?
The major advantage of a democratic leadership is that the participation of workers in decision-making allows input from people with relevant skills and knowledge, which may lead to improve morale and better quality decisions.
What are the main disadvantages of a democratic leadership and management?
The decision making process might be slower because of the need to consult and disclose and there might be concern as to wear power lies and whether loss of management control is a danger
What is this democratic leadership related to?
Maslow’s high-level needs and Herzberg’s motivators
What is a laissez faire management and leadership technique?
Laissez faire Management and leadership is a management and leadership style abdicate responsibility essentially takes a hands off approach
What are the characteristics of a laissez faire approach?
It’s an approach where the leader has minimal input in the decision-making process and essentially leaves the running of the business to the staff
Delegation occurs in the sense of decisions are left to people lower down the hierarchy but such delegation may lack focus and coordination
When may a laissez faire technique arise.
This time may arise as a result of poor or weak leadership and a failure to provide the framework necessary for a successful democratic approach
Why might some organisations use laissez faire ?
in some organisations that may be a conscious decision to give staff the maximum scope to use their initiative and demonstrate their capabilities how effective it is depends on the staff themselves – some may love the freedom to use their initiative to be creative while others may hate the unstructured natures of their job
When can a laissez faire management be successful?
This can be an effective style when employees are high skilled experience and educated when they take pride in their work and I have the drive to do it successfully on their own
When can a laissez faire management be unsuccessful?
This style is less effective when it makes employees feel insecure when leaders fail to provide regular feedback to employees on how well they are doing and when leaders themselves do not understand their responsibilities and are hoping that employees can cover up for them
Why is there been a shift away from an autocratic leadership in the UK?
Changes in societies values
better educated workforce
focus on need for soft HR skills
changing workplace organisation greater workplace legislation
pressure for greater employee involvement
What are the influences on styles of management
Tradition on history of the business – John Lewis has a history of revolving staff in decision-making
The type of labour force – highly trained, skilled and educated employees to a democratic leadership style as they can contribute and bring ideas in other scenarios an autocratic approach may be required
The nature of the task and the time scale – urgent task may hold a task focus or autocratic approach whereas other longer-term tasks may need a laissez faire style. Good managers can be versatile.
The personality of the manager or leader – confident people in good communicator may be democratic whereas decisive people with a strong vision are more autocratic
