5- Management Leadership 2 Flashcards
Bureaucracy
Describes any hierarchical rule-bound organisation.
Specialisation
Clear division of labour
Hierarchy
hierarchy of roles with a clear chain of
command
Rules
Impersonality
Objective and rational decisions are made for the benefit of the
organisation, rather than the benefit of the individual.
Appointed officials
Managers are selected by qualification, education or training.
Career officials
Managers pursue careers within the bureaucracy and can move
up the hierarchy.
Full-time officials
These are committed professionals who are focused on their
work.
Public/private division There is the separation of directors running the business from
the owners or shareholders.
Scientific management- Taylor’s principles
Scientific Mng
Using research, experimentation and variation of different variable factors to find the
optimum management approach for an organisation.
Taylor
* A scientific method,e.g. the optimum working approach and methodology, should
be created for the work of every employee
- Every employee should be selected and trained specifically for their line of work
- There should be cooperation between workers and management to ensure that the
methods are followed and appropriate support is provided to make this happen - Time should be allocated effectively, with managers spending most of their time
planning and workers working
Bureaucracy- Features
- Helps ensure an organisation is well organised and managed
- Suitable for many process-driven organisations, particularly where change is uncommon,
e.g. public sector organisations - Can become inflexible, demotivating for staff and create a lack of innovation.
Scientific Mng- Problems
De-motivated employees due to standardised, boring jobs
* Lack of flexibility of approach
* Union conflicts, e.g. due to redundancies
* Lack of focus on the team and team working
Contingency Theory- Organic and mechanistic organisations
Organic
A fluid and flexible network of multi-talented individuals who perform a variety of tasks.
A small hierarchy
* Little specialisation of work
* No job descriptions or classifications
* Informal communications, e.g. from colleague to colleague
* Personalities and relationships are vital
* A lack of rigid procedures and communication
* Reacting quickly and easily to changes in the environment
Mechanic
Formal, structured and bureaucratic in nature.
A long hierarchy
* Specialisation of work
* Clear job descriptions and classifications
* Formal communication
* The structure and processes are key
* Formal rules and procedures
* React slowly to change
Fiedler- situational leadership
High LPC’s score
Suggests that the leader has a high ‘human relations orientation’ and is focused on people.
Low LPC’s score
Indicates a ‘task orientated’ leader who is focused on tasks at the expense of people.
Neither a high LPC or low LPC is necessarily best for an organisation, as it is entirely dependent on
the situation.
Leadership and members
relations
How well-respected the leader is and their relationship with
staff.
Task structure E.g. Well-structured tasks require less debate and discussion.
Leader’s power position The greater their power, the more authority they have to
make decisions
Adair- centred leadership
According to Adair, an effective leader must balance three key elements:
Task
Involves objective setting, effective planning of tasks and allocation of
responsibilities.
Team
Team building, communication, discipline and acting as an external
representative.
Individual
Offering effective coaching, counselling, motivation and development.
Hersey and Blanchard- Situational leadership
They suggest there is no correct approach that will work for every
situation, but rather the leader must adjust their style based on ‘follower maturity’. (Competency and commitment to the particular task)
Hersey and Blanchard outlined four follow maturity levels with number designations:
Competent- Confident
M1 Basic incompetence or unwillingness to complete the task
Low- Low
M2 Unable to adequately complete the task alone but willing to try
Some- Some
M3 Competent but unwilling to take responsibility due to low confidence
High-Low
M4 Competent and willing to do the task
High- High
Hersey and Blanchard categorised all leadership styles into four behaviour types with
number designations
S1: Telling (one-way)
The leader defines the roles of the individual or group and
provides the what, how, why, when, and where of the task. This
is most appropriate for M1 group staff.
(Clear instructions and closely monitor the progress)
S2: Selling (two-way)
The leader still provides direction but also uses two-way
communication and provides socio-emotional support to
encourage staff to buy into the process. This is most
appropriate for M2 group staff.
(Ex. Fully explain the task that X can buy into the task and then manager offering ongoing support)-social emotional support
S3: Participating
Fewer task behaviours, but maintaining high relationship
behaviour. This is most appropriate for M3 group staff.
(Ex. Explain what the task is and letting decide how to go about completing it)- high relationship
S4: Delegating
The process and responsibility are passed to the individual or
group, while the leader monitors progress. This is most
appropriate for M4 group staff.
Elton Mayo’s Hawthorne experiments
- Individual workers cannot be treated in isolation but must be seen as members of a
group - Monetary incentives and good working conditions are less important to the
individual than the need to belong to a group - Informal or unofficial groups formed at work have a strong influence on the
behaviour of workers in the group - Managers must be aware of these ‘social needs’ and cater for them to ensure
employees collaborate with the official organisation
Herzberg’s motivation-hygiene theory
Factors that if not present, make people dissatisfied at work.
- Fair rules and procedures
- Good working environment
- Good supervision and support
- Job security
- A fair salary
Herzberg’s concluded these hygiene factors must be present to avoid the dissatisfaction of
workers, but these factors would not positively motivate people.
Instead, he found a range of motivating factors
- Challenging and interesting work
- Recognition
- Responsibility
- Achievement
- Advancement and personal growth
Maslow’s hierarchy of needs
Physiological needs
The physical requirements for human survival
Safety needs
An organisation needs to provide safe working conditions, job
security, fair pay, and good policies on health.
Social needs/ Love/ Belonging
Relate to interpersonal needs of belonging and acceptance. Good
relationships between workers
Esteem
Humans have a need for self-esteem and self-respect, desired to be accepted and valued by others.
Self-actualisation This refers to the realisation of a person’s full potential.
Ethical leadership
Tone * ‘Tone from the top’ is the ethical influence of those at the top
of the organisation on those below
* ‘Tone from the middle’ is the ethical influence that comes from
the line managers on their direct subordinates
* Regardless of their hierarchy position, managers need to ensure
their behaviour is wholly ethical and that they support their
subordinates in acting equally ethically
Levels of leadership * Different leaders at different levels of an organisation may need
to approach ethics in different ways
* They may have the same ethical values, but the required actions
may be different
Integrated ethical values * Ethical and moral considerations need to be part of all an
organisation’s actions
* Core ethical values need to be identified by leaders and
decisions made accordingly
Controlling ethics in organisations
Personal ethics
These are the moral principles held by individuals. The ethics of
the organisation will closely reflect the ethics of its staff, so
control over personal ethics can be exercised by employing
people with suitable ethical principles.
Organisational culture
This is the combination of the beliefs, values and standards of
behaviour inherent in the organisation. Control can be
exercised through developing a statement of values, the
communication of ethical expectations and senior management
being role models.
Organisational systems
These are sets of internal processes and activities which dictate
the way the organisation operates. Developing organisational
systems around ethical issues can facilitate ethical control, e.g.
having a reward system, or ethical audits
Virtual team leadership
Remote working
People working away from a single office location, e.g. at home or with clients.
Virtual teams
A team in which people work from different locations.
Advantages and disadvantages of remote working and virtual team working:
Advantages to the organisation:
* Greater motivation of staff due to more trust and flexible working conditions
* Lower overheads, e.g. less office space required
* Can employ staff from a wider catchment area
Disadvantages to the organisation
* Employees are more difficult to supervise and control
* Employees may feel alone without support
* There may be a lack of team working
* It may be difficult to have a consistent approach and culture
* As a result, both remote working and virtual team working have to be managed
carefully
