Management Of People

Question 1

Leadership traits include…

Answer 1

. Influence 
. Intention 
. Change 
. Personal responsibility 
. Shared purpose 
. Followers

Question 2

How is leadership complex

Answer 2

. There are opposing views to pretty much everything (lanthem, 2014)
. Inability for researches to coverage on a universal answer to leadership

Question 3

Leadership theory cross-over

Answer 3

. Some leadership theory can be applied to management
. In simplistic terms leadership styles can also be demonstrated by managers
1. Autocratic or authoritation
2. Participate or democratic
3. Laissez faire or free rein style
4. Narcissistic leadership
5. Toxic leadership

Question 4

Management

Answer 4

. A good manager is good when people barely know he exists. Not so good when people obey and acclaim him. When they despise him

Question 5

Leadership and management compared

“The attainment of organisational goals in an effective and efficient manner through planning, organising, staffing, directing and controlling organisational resources”

Yuki,2006

Answer 5

. Both are important to organisations
. Leadership is one of the most loaded and misunderstood words in management
. Managers may or may not be leaders
. Not all managers lead, but all leaders manage

Question 6

A leader can…

Answer 6

. Innovate 
. Be original 
. Develop 
. Focus on people 
. Inspires trust 
. A leader investigate reality 
. Has a long -range perspective 
. Asks what and why 
. Eye on the horizon 
. Originates 
. Leader challenges status

Question 7

A manager can be…

Answer 7

. Does things right 
. Administrates 
. Is a copy 
. Maintains 
. Focuses on system and structures 
. Relies on control 
. Accepts reality 
. Has a short-range view 
. Asks how and when 
. Eye on bottom line 
. Imitate
. Accepts status quo

Question 8

Kotler 1996

Management and leadership

Answer 8

Direction :
M: planning and budgeting keeping eye on bottom line
L: creating vision and strategy keeping eye on horizon change
Alignment :
M: organising and staffing directing and controlling boundaries
L: create shared culture and values communication/ownership
Relationship:
M: focus on objectives position power formal activity
L: focus on people inspiring and motivating personal power
Personal qualities:
M: emotional distance expert mind insight info oganisation
L: emotional connections open mind, courage insight into self integrity
Outcomes:
M: maintain stability predictability, order, efficiency boring?
L: creates change (radical) prepared to question and challenge
Personal qualities
Outcomes

Question 9

About leadership

Management reacts, leadership transforms

Answer 9

. It’s about having a vision and invokes a strategy or thinking strategically. It involves envisaging the future. Influencing and motivating a group towards a goal change

. Risk taking
. Creativity
. Vision
. Inspiring

Question 10

About management

Answer 10

Managers are more concerned with “implementing others” strategies and plans, they are mainly concerned with running their part of the organisation making sure that tasks that need to get done are done, activities designed to produce

. Administering
. Planning and control
. Procedures

Question 11

French and raverns power taxonomy (1957,1960)

coercive power: 
reward power: 
legitimate power:
resource power:
personal power: 
expert power:
information power:
connection power:

Answer 11

Positional power:
. Coercive power
- comply to avoid punishment
Reward power:
. Comply in order to receive rewards
Legitimate power
. Target believes the agent has the right to make the request
. Target is obligated to comply
Resource power
. Target views agent as the gate keeper to resources
Personal power
. Expert power
- comply because agent has specialist knowledge
Refer to power
- target admires or identifies with agent
Information power
. Comply to gain access to information
Connection power
. Agent gains power through links to other influential people

Question 12

Management skills

Answer 12

. Wellington 2011

• • visible + invisible skills of a manager
• • technical skills
• • generic skills
• • team skills
• • emotional skills

Question 13

Wellington 2011

Answer 13

. Management is….
. About getting results
. Building + maintaining a team
. Developing individual team members
. Coordinating efforts to achieve objectives
. Setting direction for individuals
. Establishing and maintaining and relationships with stake holders

Question 14

Every team member should:

Answer 14

• know what they should be doing
• know where the team is heading
• recognise when they have arrived

( - good mangers engage, act and are tough)

Question 15

Why do effective managers do?

Answer 15

• confront reality
• empower and take change
• discipline
• know team/ effective communication
• set clear agenda
• set goals and targets
• ensure roles and responsibilities are understood
• urgency

Question 16

Tyson (2006) – managerial competences

Answer 16

. Achievement motivation 
. Complex thinking 
. Customer service organisation 
. Developmental ability 
. Delegation 
. Technical expensive 
. Flexibility 
. Initiative 
. Interpersonal sensitivity 
. Organisational awareness 
. Relationship building 
. Self- confidence 
. Self- control 
. Team leadership

Question 17

Perren and Burgoyne 2002

Answer 17

4 sets of people abilities:

1. Manage and lead people
2. Manage self
3. Lead direction
4. Manage relationships

3 sets of task abilities:

1. Manage information
2. Manage resources
3. Manage activities and quality

A set of abilities concerned with thinking strategically and a range of abilities that will improve/ maintain good performance