4- Management and Leadership Flashcards
Management - definition
Coordinating the efforts of people to accomplish goals and objectives, efficiently and
effectively utilising available resources
Henri Fayol - five management functions
- Planning and forecasting – Defining goals, establishing strategies to achieve these goals,
forecasting results and developing plans to coordinate activities - Organising – Arranging work to accomplish organisational goals. This involves breaking
down and allocating plans into low level tasks - Commanding – Tasks and their timescales need to be explained to staff
- Coordinating – Staff activities need to be coordinated to ensure cohesion, especially in
team environments - Controlling – The management function, monitoring actual performance and taking action
when needed
Leadership
A process of social influence in which one person can enlist the aid and support of others in
the accomplishment of a common task.
Management roles- Mintzberg 10 mng roles
Interpersonal
* Figurehead - inspiration
* Leader
* Liaison- communicate, network
Informational
* Monitor - collect info and monitor
* Disseminator - communicate- within organisation
* Spokesperson - transmitting info about organisation- outside organisation
Decisional
* Entrepreneur- identify and solve problems
* Disturbance handler - handle pressure that the dep has no control over it
* Resource allocator - prioritise
* Negotiator- representing business
Fayol’s 14 principles for successful mng
Division of work - each worker specialised in one task
Authority and
responsibility
Leadership
Unity of direction- single direction
Unity of command- instruction from Mng
Remuneration- Trophy
Centralisation
Scalar chain- Accountability and authority
Order- everything in place
Equity- fair treatment of employees
Subordination of
individual interests- common goals
Stability of tenure of
personnel- long term employment
Initiative- light bulb, freedom to create and implement ideas
Esprit de corps- harmonious environment
What is Power?
French and Raven - 5 bases of power
The ability to exert influence
Legitimate power- individual’s role
Referent power-personal charisma and a strong, motivational personality
Expert power-superior knowledge and
expertise
Reward power- pay and promotion
Coercive power- forcing someone to do something they don’t want to do
What is Authority?
Max Weber- 3 types of authority
Charismatic authority – Leaders with strong reputations e.g. Winston Churchill
Traditional authority – Authority follows strict customs, without taking into account an
individuals personality or ability, e.g. a monarchy
Rational-legal authority – Built on systems of bureaucracy and legality. Authority is earned
through established systems , e.g. voting
What is delegation?
4 methods of delegation
Passing tasks or decisions to other staff members, who often sit lower in an organisation’s
hierarchy
- Consultation - Manager has a two-way discussion with the person they are delegating to.
- Explanation - Manager briefs the person they are delegating to about the task.
- Custom and practice - The way things have been historically done in the company.
- Abdication - The task is left to the subordinate without formal delegation.
Whether or not to delegate
Reasons to delegate:
* Work can continue regardless of illness or changes in management
- The subordinate is more familiar with the task and will be more effective
- Frees up managerial time
- Motivates subordinates by giving more responsibility and more interesting work
Reasons not to delegate:
* The work might not be done as well
- The manager might lose power or lose touch with the area of the business
- It’s time-consuming to explain the task
- The manager may not know how to effectively delegate
Koontz and O’Donnell
Delegation
*Define the limits of the delegated authority
- Ensure the subordinate is competent enough to exercise the authority
- Allow the subordinate to exercise the authority without micromanaging
The manager must ensure that:
* Enough authority is delegated to complete the task
* The subordinate doesn’t feel that the manager has just passed on the burden
* Sufficient time is given to coach and guide the subordinate
* Everyone knows the task has been delegated
* The work and subordinate can be controlled and monitored
* The subordinate has enough skill and experience to do the work
* The subordinate is not overwhelmed
Four common characteristics of successful leaders
Intelligence
Initiative Leaders need to take action and not sit back all the time.
Self-assurance Leaders need self assurance regarding their own abilities, despite
what others may think.
The helicopter factor
Blake and Mouton
Task and People
The two criteria are:
Concern for task (or production) being achieved, e.g. goal focused and good planner
Concern for people, e.g. motivating and developing staff
Impoverished style
Produce or perish
Country club style
Middle road
Team style
Likert’s styles of management
Exploitative authoritative
*Managers make decisions and enforce them, deadlines are tight, where
specific legislation is in place within an organisation or
where a manager is an expert in their field, e.g. a surgeon
Benevolent authoritative
*Managers make decisions and sell them to staff
Consultative
*Managers ask for suggestions regarding decisions, but
make final decisions themselves
Participative
*Staff participate in decision making and have the
flexibility to make their own decisions with the advice
and support of managers
Kurt Lewin’s mng style
Authoritarian
A leader is the single point of authority and takes complete
control over a task and its decision making
Democratic
A participative approach where those group members who can
actively contribute to a task are consulted.
Laissez-faire
A hands-off style, where a group is left to its own devices and a
leader only provides input when needed.
Lewin measures productivity and task satisfaction of employee under different leadership styles
The democratic leadership style provided the highest levels of productivity and task
satisfaction
The laissez-faire style was less productive due to a lack of direction. Staff were also more
unhappy and less satisfied with their tasks
A lack of control and input impacted the long term motivation of staff when an
authoritarian style of leadership was used
