Leading & Managing People Flashcards
Management is…
…getting things done through other people
An organisation is…
…a social arrangement for the controlled performance of collective goals
Authority is…
…the decision making discretion given to a manager
Responsibility is…
…the obligation to perform duties
Organisational authority is…
…the scope and amount of discretion given to a person to make decisions, by virtue of the position they hold in the organisation
Benefits of delegation: (4)
- Training
- Motivation
- Assessment
- Decisions
Weber: 3 ways we can acquire legitimate power:
- Charismatic authority
- Traditional authority (immemorial tradition)
- Rational-legal (normative rules)
Types of power: (8)
- Physical
- Resource
- Coercive (Fear- / punitive-based)
- Reward
- Position / Legitimate (= authority)
- Expert
- Referent (Personal qualities)
- Negative (Disruptive attitudes & behaviour)
A project is…
…an undertaking that has a beginning and an end and is carried out to meet established goals within cost, schedule and quality objectives
Henri Fayol: 5 Functions of management:
- Planning
- Organising
- Commanding
- Coordinating
- Controlling
F W Taylor: Scientific Management: (4)
- All knowledge becomes the question for scientific investigation
- Scientific selection and progressive development
- Apply techniques to plan, measure & control
- Constant and intimate cooperation between management and workers
Elton Mayo: HR
Worker attitude and group relationships were of greater importance in determining the levels of production achieved than the lighting itself
Maslow / Herzberg: Neo-HR:
Higher-order needs: Challenge, responsibility and personal development
Peter Drucker: The management process:
The economic objective of managers in business
- Managing a business
- Managing managers
- Managing workers and work
Later, Drucker grouped the work of the manager into 5 categories:
- Setting objectives
- Organising work
- Motivating
- Job of measurement (Objectives, performance, communicate)
- Developing people
Henry Mintzberg: 3 Managerial roles:
- Interpersonal (FH, L, L)
- Informational (M, Spk, Diss)
- Decisional (Entre, DH, RA, Neg)
Mintzberg’s Interpersonal roles:
- Figurehead (Dinners, conferences)
- Leader (Hiring, firing, training, motivating)
- Liaison (Informal contacts)
Mintzberg’s Informational roles:
- Monitor (Environment)
- Spoksperson (Interested parties)
- Disseminator (Subordinates)
Mintzberg’s Decisional roles:
- Entrepreneur (Initiates projects)
- Disturbance handler (Unexpected pressures / deviations)
- Resource allocator (Mobilisation & distribution)
- Negotiator
Supervision is…
…the interface between the operational core and management
Supervisor’s role: Key features: (4)
- Front line manager
- Technical / operational work
- Gatekeeper / filter for communication
- Day-to-day, frequent & detailed information
Leadership is…
…the activity of influencing people to strive willingly for group objectives
…interpersonal influence exercised in a situation and directed, through the communication process, toward the attainment of a specialised goal or goals
Business & managerial skills important to a good leader: (5)
- Entrepreneurship
- Interpersonal skills
- Decision-making & Problem solving
- Time-management & Personal organisation
- Self-development
3 schools of leadership theory:
- Trait theories
- Style theories
- Contingency theories
OR
- Situational approach
- Functional approach
- Contingency approach
Management Styles: The Ashridge Management College Model: (4)
- Tells (autocratic)
- Sells (persuasive)
- Consults
- Joins (democratic)
Blake & Mouton’s Managerial Grid:
Concern for Production vs. Concern for People:
1: 1 = Impoverished (Lazy!)
1: 9 = Country club (People-focus)
5: 5 = Middle road
9: 1 = Task (Results!)
9: 9 = Team
Contingency Theory: F E Fiedler: 2 types of leaders
- Psychologically distant
2. Psycologically close
Contingency Theory: John Adair
Action centred / Functional leadership
- Task needs
- Individual needs
- Group needs
Contingency Theory: John Adair’s 8 leadership activities:
- Defining task
- Planning
- Briefing
- Controlling
- Evaluating
- Monitoring
- Organising
- Setting example
Warren Bennis: The difference between management & leadership:
- Manager: Administers and maintains; Systems & controls; Short term (Does things right)
- Innovates; People focused & inspires trust; Long term (Does the right thing)
Heifetz: Dispersed leadership
Individuals at all organisational levels can exert a leadership influence
