management and leadership Flashcards
Leaders
May perform similar functions to managers, but in addition they also inspire and motivate the workforce.
*They consider long-term strategy
Managers
Control and direct the workforce to follow the principles or values that have been established.
Functions-> Planning/ Leading/ Coordinating/ Functional/ Organising/ Control
Theory X Management
‘assumption of mediocrity of the masses’-> several assumptions of employees: workers must be supervised, workers only respect a manager with authority, money is the only motivator.
☹- strict control, simple tasks, supervisors must maintain quality
Theory Y Management
Believe the reverse is true.-> several positive assumptions of employees: workers cannot be motivated by money alone, workers are ambitious, workers will be more efficient if they are left to their own devices.
🙂- recruitment for training, restructuring of production and service methods, setting up formal communication channels
Peter Drucker- MBO
Review business objectives -> Set objectives for the management of different functions -> set individual apartments objectives -> Monitor progress -> Evaluate performance and give rewards if obj’s reached
MBO ADS & DISADS
🙂- Improved management control/ finance control, Allows managers to be aware of responsibilities, work of departments are coordinated.
☹- Management time is spent on planning, unrealistic goals (change), Demotivation and breakdown of working relationships, Obj’s can be seen as management control.
Autocratic
*Leader makes decisions without reference to anyone else *High degree of depending on the leader * Can demotivate/ alienate staff.
(Sailing business, new business, high degree of competition)
Democratic
*Encourages group decision making *Consulting before decisions are made *Persuade others that the decision is correct.
(Highly skilled, creative, established business)
Paternalistic
- Leader acts as father figure * Makes decisions but may consult * believes in the need to support staff
(long established business, charismatic leader)
Bureaucratic
*Developing the specialisation of jobs and departments *Formal procedures
(Rolls Royce, Civil Service)
Laissez-Faire
*‘Let it be’- Leadership responsibilities are shared *Creates ideas in the business *High motivation
(highly creative jobs)
Roles of Management
Interpersonal- Hiring, Firing, Training, Motivating
Decision-Making- access info to make decisions
Information- acting as a channel for information to flow
Fielder’s Contingency Model
He believed the quality of the leadership was the most important factor affecting the success or failure of an organisation.
*Some people are more effective in areas than others
*Model states ‘the effectiveness of a group/ organisation depends on two “contingency factors”’
Contingency Factors
1st- Leadership Style
2nd- Amount of control and influence
Least Preferred Co-Worker (LPC) Scale
High Score (64)= Relationship-Motivated Leader (Theory Y)
Low Score (57)= Task-Motivated Leader (Theory X)
Task Orientated Leaders
Most effective when facing a situation which is extremely favourable or unfavourable.
Favourable Situation
*When there is enormous trust, respect and confidence *When the task is very clear *When followers accept the leaders’ power
Unfavourable
*When trust and respect and respect do not exist *When the challenge people face is vague or undefined *When the atmosphere is anarchic or even rebellious
Wright & Taylor
Believed that it is possible to improve a leader’s performance and that this could be done through education. Two gaps in the study of leadership:
* not enough emphasis on what leaders actually do
* the element of skill is largely ignored.
