Management Skills and Functions Flashcards
List and define the four essential management functions.
·Planning: The establishment of long-term goals and the specific objectives that must be reached on the way to these goals.
Organizing: The creation of the departments and structures for the accomplishment of goals; a manager may need to hire specific employees in order to accomplish goals. ·
Leading: Promotion of positive thinking and morale in an organization; good managers are able to inspire and encourage their employees. ·
Controlling: Oversight and evaluation of professional performance; the establishment of rules and procedures for conduct and task performance
Discuss performance objectives.
Established quality and time goals for the accomplishment of tasks are known as performance objectives.
(An effective manager establishes clear performance objectives so that employees will understand what is expected of them. Furthermore, it is a great idea to include employees in the creation of performance objectives. Employees, for instance, could be asked to create a first draft of the objectives, and then to modify the draft in consultation with the manager. This kind of system increases the employees’ personal investment in performance objectives. In any case, performance objectives need to be directly related to job description. Employees should not be asked to perform tasks for which they have not been trained.)
Discuss delegation.
Delegation is the distribution of responsibility and authority to subordinates. For instance, an upper manager might delegate the responsibility of running a meeting to a competent middle manager. Delegation occurs up and down the vertical hierarchy of an organization. In order for delegation to be effective, the subordinate employee must understand and be capable of completing the delegated task. This means that the employee should have enough authority to make the decisions required for task completion. Once the delegated task is complete, the manager who delegated it should be capable of evaluating the report of the subordinate. In most organizations, final responsibility for a task lies with the manager who delegated it, rather than the subordinate who completed it.
List the advantages of delegation.
When tasks are delegated, a manager has more time to devote to other, perhaps more important duties. Also, the subordinate who is assigned the task may improve his or her performance by gaining experience with new and more difficult tasks. Indeed, one way of determining whether employees deserve promotion is to evaluate their performance with delegated tasks. Research suggests that delegation can increase employee loyalty and innovation. Delegation can be viewed as a form of on-the-job training, which in the long run will empower employees.
Describe effective delegation.
Before a project can be effectively delegated, it must be defined in detail. The manager needs to be capable of fully explaining the task to the assigned employee. Also, the manager needs to be good at delegating tasks to those employees who are skilled and experienced enough to complete them. If there is any question about the employee’s competence, the manager should be prepared to oversee the delegated task closely. Oftentimes, it is a good idea to ask the opinion of the subordinate before delegating the task. When a task is delegated, a manager should ensure that the employee has sufficient resources and time to complete it. The subordinate employee may need access to special equipment or to other employees. Regardless, the manager should check with the subordinate frequently, to see if any problems or questions have arisen.
Define leadership and describe what people want from their leaders.
Leadership is the development of an organizational vision, as well as the day-to-day guidance that encourages the team to work toward that vision. In business, a leader’s vision is likely to include financial return for investors, quality products or services for customers, and efficient work within the organization. The theorists James Kouzes and Barry Posner outlined five important behaviors in a leader:
§ Leaders question conventional beliefs and techniques.
§ Leaders inspire others to a collective vision.
§ Leaders provide their subordinates with information and autonomy.
§ Leaders model the organizational vision in their own behavior.
§ Leaders reward and appreciate their subordinates.
State the difference between leading and managing, supervisory leadership, and strategic leadership.
Leadership and management are similar, though management tends to be concerned with daily operations, while leadership has more to do with overall vision. Leaders establish the general direction of the organization, while managers create plans and budgets. Of course, the leader and the manager may be the same person. Nevertheless, a person in a leadership role needs to take a long-term, detached perspective. A manager, on the other hand, has to engage with the details of operations. Leadership can be described as supervisory or strategic. Supervisory leadership entails daily direction, support, and feedback. Strategic leadership, on the other hand, is more concerned with creating a climate of motivation and optimism within a company.
Discuss leaders and followers in the workplace
Managers have to be both leaders and followers, insofar as they direct the actions of subordinates and report to upper managers or executives. Some of the characteristics that make a good follower are also those that make a good leader. Both leaders and followers need to understand their job tasks, have some autonomy, and understand their position in the organization. Leaders are successful when their followers can manage themselves and enhance their own importance. In order for followers to improve themselves, they need feedback and training by managers. Performance evaluations are a good venue for this sort of improvement. Over time, leaders and followers will learn better how to deal with one another to create positive change.
List and describe the kinds of power that leaders can use to influence the behavior of others.
Legitimate power, reward power, coercive power, referent power, expert power.
§ Legitimate power: the authority of a manager to issue commands to subordinates. In most organizations, the legitimate power of a manager is limited, so that he or she is only responsible for a defined range of employees and tasks.
§ Reward power: the authority of a manager to offer and distribute incentives, such as raises and bonuses.
§ Coercive power: the authority of a manager to discipline and punish subordinates.
§ Referent power: the authority of a manager that derives from his or her charisma, style, and other personal qualities.
§ Expert power: the authority of managers that derives from his or her exceptional training or knowledge of a certain subject.
Legitimate Power
The authority of a manager to issue commands to subordinates. In most organizations, the legitimate power of a manager is limited, so that he or she is only responsible for a defined range of employees and tasks.
Reward power
The authority of a manager to offer and distribute incentives, such as raises and bonuses.
Coercive power
The authority of a manager to discipline and punish subordinates.
Referent power
The authority of a manager that derives from his or her charisma, style, and other personal qualities.
Expert power
The authority of managers that derives from his or her exceptional training or knowledge of a certain subject.
