Man: Test 1 Leadership and Management Flashcards
process of coordination and integration of resources through planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives.
Management
- assigned position within the formal organization
- a legitimate source of power=automatic authority
- are expected to carry out specific functions, duties, and responsibilities
- emphasize control, decision making, decision analysis, and results
- manipulate people, the environment, money, time, and other resources to achieve organizational goals
- have a greater formal responsibility and accountability for rationality and control than Leaders= answer to what outcomes are, performance, quality improvement
- direct willing and unwilling subordinates
Characteristics of Managers
- coordinate resources
- optimize resource use
- meet organizational goals and objectives
- follow rules
- plan, organize, control, and direct
- use reward and punishment effectively to achieve organizational goals
Good Managers
- getting work done through others willingly - one who influences and guides direction, opinion, and course of action
Leadership
-assertive, listen, integrity= trust, reliable, good communication , organized, mentor= look up to, good decision makers and problem solvers, Confidence, Role Models, Focused Direction, Punctual, Willing to take risks, Visionary
Leadership Traits/Roles
- could just be someone on a unit, no formal position= no authority, no expectations or outcomes aren’t required to do that, might not always be in line with what the organization has in place, good communicator, give feedback
- only directing willing followers
- must have a follower to help bring more people: get them excited about it
Difference manager and leader
- 1900-1930: Industrial - make factories more efficient
- Used for data collection
- Time studies= efficiency of something point a to b
- Tried to hire personnel that fit the job - what is the skill level/requirements?
- Relationship between manager and employees changed - different roles and responsibility
Scientific Management (Taylor)
- Theocracy (government hospitals), Developed the organizational chart for levels of employee/responsibility, overall does make it is more efficient= know where to report, makes it clear
Bureaucratic Function (Max Weber)
- identified there is 5 basic functions that a manger is responsible in an organization
Management Functions (Fayol)
planning organizing staffing directing controlling
Management Functions (Fayol)
the overall goals and objectives of a unit, future plans, anticipating in pop, reimbursement affect pop
Management Functions (Fayol) Planning:
: what structure care will be delivered, divide up work Ex: team work, primary care, functional nursing
Management Functions (Fayol) organizing
: recruitment, orienting, interviewed, hired/ schedule ppl
Management Functions (Fayol) staffing
: delegating, communication-discipline, conflict management
Management Functions (Fayol) directing
: evaluating anything= quality control/improvement, budget, employee performance
Management Functions (Fayol) controlling
- managers will treat their employees based on the way they will view their employees
Theory X/Theory Y (McGregor)
employees are generally lazy, need constant reminders/ watching over shoulder
theory x
self motivated, willing to work hard/ managers trust workers, not on floor as often, more comfortable delegating
theory y
strict, orderly, gives strong directions/commands
o Motivation is punishment if orders not followed
o Communication would flow downward
o Decision making would come from them
o Downside – limited viewpoint, employees wouldn’t have their say which could affect their motivation, abuse of power
o Useful during: codes, war, military, pt safety issues, performance issues
Behavioral Theories Leadership Style (Lewin, White, Lippitt)
authoritarian
- Free for all, permissive, little control
o Decision making would be difficult because can’t find a common ground and everyone has a different opinion
o No correction for employees behavior
o May be appropriate for brainstorming
Behavioral Theories Leadership Style (Lewin, White, Lippitt)
laissez-faire
Seeking input from the employees but still leads
o Motivation is the greater good for the group
o Everyone’s opinion has value, communication flows both ways
o Many different viewpoints
o Downside – at times the majority could overpower and can be time consuming
o Ultimately a leader steps up
Behavioral Theories Leadership Style (Lewin, White, Lippitt)
democratic
Developed situational approach to leadership to determine the style and direction needed, based on employees, whenever there has to be something accomplished
-Predicts which leadership style is most appropriate in each situation on the basis of the level of the followers maturity
- Give some degree of task behavior= make sure the employee hads the knowledge and info to be able to perform
- Relationship behavior= encouragement, support, motivation and employee might need
- decide on the type of employee present
Situational (Hersey & Blanchard)
more manager
• Referring to individual concerned with day-to-day functioning
• Wants to meet daily goals and achieve a list of tasks, result oriented
• Sometimes miss out on the bigger picture/organizational goal
Transactional
more leader
• Empower, influencing people, visionary, committed, think forward
• Less worried about day to day and daily tasks
• Many times this is the type of leadership that seems to be pushed
Transformational
