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ACCA: F1: D: Leading & Managing Individuals & Teams > Leading & Managing People > Flashcards

Leading & Managing People Flashcards

1
Q

Management is…

A

…getting things done through other people

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2
Q

An organisation is…

A

…a social arrangement for the controlled performance of collective goals

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3
Q

Authority is…

A

…the decision making discretion given to a manager

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4
Q

Responsibility is…

A

…the obligation to perform duties

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5
Q

Organisational authority is…

A

…the scope and amount of discretion given to a person to make decisions, by virtue of the position they hold in the organisation

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6
Q

Benefits of delegation: (4)

A
  1. Training
  2. Motivation
  3. Assessment
  4. Decisions
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7
Q

Weber: 3 ways we can acquire legitimate power:

A
  1. Charismatic authority
  2. Traditional authority (immemorial tradition)
  3. Rational-legal (normative rules)
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8
Q

Types of power: (8)

A
  1. Physical
  2. Resource
  3. Coercive (Fear- / punitive-based)
  4. Reward
  5. Position / Legitimate (= authority)
  6. Expert
  7. Referent (Personal qualities)
  8. Negative (Disruptive attitudes & behaviour)
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9
Q

A project is…

A

…an undertaking that has a beginning and an end and is carried out to meet established goals within cost, schedule and quality objectives

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10
Q

Henri Fayol: 5 Functions of management:

A
  1. Planning
  2. Organising
  3. Commanding
  4. Coordinating
  5. Controlling
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11
Q

F W Taylor: Scientific Management: (4)

A
  1. All knowledge becomes the question for scientific investigation
  2. Scientific selection and progressive development
  3. Apply techniques to plan, measure & control
  4. Constant and intimate cooperation between management and workers
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12
Q

Elton Mayo: HR

A

Worker attitude and group relationships were of greater importance in determining the levels of production achieved than the lighting itself

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13
Q

Maslow / Herzberg: Neo-HR:

A

Higher-order needs: Challenge, responsibility and personal development

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14
Q

Peter Drucker: The management process:

A

The economic objective of managers in business

  1. Managing a business
  2. Managing managers
  3. Managing workers and work
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15
Q

Later, Drucker grouped the work of the manager into 5 categories:

A
  1. Setting objectives
  2. Organising work
  3. Motivating
  4. Job of measurement (Objectives, performance, communicate)
  5. Developing people
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16
Q

Henry Mintzberg: 3 Managerial roles:

A
  1. Interpersonal (FH, L, L)
  2. Informational (M, Spk, Diss)
  3. Decisional (Entre, DH, RA, Neg)
17
Q

Mintzberg’s Interpersonal roles:

A
  1. Figurehead (Dinners, conferences)
  2. Leader (Hiring, firing, training, motivating)
  3. Liaison (Informal contacts)
18
Q

Mintzberg’s Informational roles:

A
  1. Monitor (Environment)
  2. Spoksperson (Interested parties)
  3. Disseminator (Subordinates)
19
Q

Mintzberg’s Decisional roles:

A
  1. Entrepreneur (Initiates projects)
  2. Disturbance handler (Unexpected pressures / deviations)
  3. Resource allocator (Mobilisation & distribution)
  4. Negotiator
20
Q

Supervision is…

A

…the interface between the operational core and management

21
Q

Supervisor’s role: Key features: (4)

A
  1. Front line manager
  2. Technical / operational work
  3. Gatekeeper / filter for communication
  4. Day-to-day, frequent & detailed information
22
Q

Leadership is…

A

…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

23
Q

Business & managerial skills important to a good leader: (5)

A
  1. Entrepreneurship
  2. Interpersonal skills
  3. Decision-making & Problem solving
  4. Time-management & Personal organisation
  5. Self-development
24
Q

3 schools of leadership theory:

A
  1. Trait theories
  2. Style theories
  3. Contingency theories

OR

  1. Situational approach
  2. Functional approach
  3. Contingency approach
25
Q

Management Styles: The Ashridge Management College Model: (4)

A
  1. Tells (autocratic)
  2. Sells (persuasive)
  3. Consults
  4. Joins (democratic)
26
Q

Blake & Mouton’s Managerial Grid:

A

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

27
Q

Contingency Theory: F E Fiedler: 2 types of leaders

A
  1. Psychologically distant

2. Psycologically close

28
Q

Contingency Theory: John Adair

A

Action centred / Functional leadership

  1. Task needs
  2. Individual needs
  3. Group needs
29
Q

Contingency Theory: John Adair’s 8 leadership activities:

A
  1. Defining task
  2. Planning
  3. Briefing
  4. Controlling
  5. Evaluating
  6. Monitoring
  7. Organising
  8. Setting example
30
Q

Warren Bennis: The difference between management & leadership:

A
  1. Manager: Administers and maintains; Systems & controls; Short term (Does things right)
  2. Innovates; People focused & inspires trust; Long term (Does the right thing)
31
Q

Heifetz: Dispersed leadership

A

Individuals at all organisational levels can exert a leadership influence

ACCA: F1: D: Leading & Managing Individuals & Teams (7 decks)

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