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NUR3114 Leadership and Management > Mgmt and Motivation (Wk 10) > Flashcards

Mgmt and Motivation (Wk 10) Flashcards

1
Q

Definition of leadership

A

An act of INFLUENCING AND MOTIVATING a group of people to act in the same direction to achieve a common goal.

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2
Q

Definition of management

A

A process of LEADING AND DIRECTING an organization to meet its goals through the use of appropriate resources.

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3
Q

Characteristics required to inspire change

A
  • Vision
  • Imagination
  • Abstract thinking
  • Aptitude to sell
  • Understanding of the external environment
  • Ability to articulate
  • Risk-taking
  • Confidence in the face of uncertainty
  • Accountable to the entire organization
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4
Q

Characteristics required to manage transformation

A
  • Tenacity
  • Specifics
  • Concrete data
  • Aptitude to teach
  • Understanding of how work done within
  • Ability to interpret
  • Self-discipline
  • Blind commitment to complete the task
  • Accountable to the team
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5
Q

What are the 5 stages in the management process?

A
  1. Planning
  2. Organising
  3. Staffing
  4. Directing
  5. Controlling

“POSDC”

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6
Q

Stage 1: Planning

A

Encompasses determining philosophy, goals, objectives, policies, procedures, and rules

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7
Q

Stage 2: Organizing

A

Determining what tasks are to be done and establishing the structure/work flow to carry out the plan

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8
Q

Stage 3: Staffing

A

Consists of recruiting, interviewing, hiring, orienting, scheduling, staff development, employee socialization, and team building

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9
Q

Stage 4: Directing/Leading

A

Includes functions such as motivating, managing conflict, delegating, communicating, and facilitating collaboration.

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10
Q

Stage 5: Controlling

A

Monitoring activities to ENSURE they are being accomplished as planned. This function includes performance
APPRAISALS, fiscal accountability, quality control, legal and ethical control, and professional control.

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11
Q

Management theory example(s)?

A

Henry Mintzberg’s Managerial Roles and Functions (1973)

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12
Q

3 Components of the Henry Mintzberg’s Managerial Roles and Functions (1973)

A
  1. Interpersonal
  2. Informational
  3. Decisional
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13
Q

Henry Mintzberg’s - Interpersonal roles

A
  1. Figurehead
    - Perform routine duties of a legal
    or social nature
  2. Leader
    - Responsible for the motivation
    and direction of employees
  3. Liaison
    - Expands outside information
    sources and networks
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14
Q

Henry Mintzberg’s - Informational roles

A
  1. Monitor
    - Internally seeks information about organization

2.Disseminator
- Shares information within organization

  1. Spokesperson
    - Shares information with individuals outside organisation
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15
Q

Henry Mintzberg’s - Decisional roles

A
  1. Entrepreneur
    - Seeks ways to solve problems/improve organization
  2. Disturbance handler
    - Responds to problems
  3. Resource allocator
    - Manages time and coordinates efforts
  4. Negotiator
    - Mediates resources/decisions with outside forces
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16
Q

Definition of motivation

A

The force within the individual that influences behavior to move towards their goals.

The WILLINGNESS to put effort to achieve a goal or reward.

An INTERNAL DRIVE that makes a person to accomplish their goals

17
Q

What is intrinsic motivation

A
  • From within the individuals
  • Influenced by values and family
18
Q

What is extrinsic motivation?

A
  • From outside the individuals
  • Influenced by rewards and achievements
19
Q

Motivational theories examples

A
  1. Maslow’s hierarchy of Needs
  2. Alderfer’s EFG
  3. Skinner’s Reinforcement Theory
  4. Herzberg’s 2-Factor Theory
  5. McClelland’s Acquired Needs
  6. McGregor’s Theory X and Theory Y
20
Q

What is the Maslow’s Hierarchy of Needs?

A
  1. Physiological Needs (Lowest hierarchy)
    - Basic salary
    - Meal breaks
  2. Safety Needs
    - Safe environment
    - Medical insurance
    - Job security
  3. Social Needs
    - Activities enabling staff interactions
  4. Esteem Needs
    - Merit pay increases
    - Recognition
    - Participation in decision-making
  5. Self-Actualization (Highest hierarchy)
    - Development of employees’ skills

Progression:
Satisfaction Progression: Movement up the hierarchy as needs are met.

21
Q

What is the Alderfer’s ERG Theory?

A

Simplifies Maslow’s hierarchy into three categories of needs:

  1. Existence: Physiological & safety needs (Lowest hierarchy: Most prioritised)
  2. Relatedness: Social needs
  3. Growth: Self-actualisation & esteem needs
    (Highest hierarchy)

Needs are hierarchical but not strictly sequential; multiple levels can be pursued simultaneously

22
Q

What is the Skinner’s Reinforcement Theory?

A

Based on Operant Conditioning: Behavior is influenced by its consequences.

Two types of reinforcement shape behavior: Positive and Negative

Positive reinforcement:
- Praise
- Recognition
- Shaping

Negative reinforcement:
- Punishment
- Extinction

23
Q

What is the Herzberg’s 2-Factor Theory

A

AKA Motivation-Hygiene Theory

Explains what drives employee satisfaction and dissatisfaction in the workplace. It divides factors influencing motivation into two categories: Hygiene Factors and Motivators.

Hygiene factors:
- security
- status
- salary
- work conditions
- interpersonal relations

Motivating factors:
- growth & development
- advancement
- responsibility
- recognition
- achievement

24
Q

What is the McClelland Aqcuired Needs theory?

A

Focuses on three primary needs that individuals develop over their lifetime based on experiences and culture.

These needs influence workplace motivation and behavior.

  1. Achievement
  2. Afilliation
  3. Power
25
Q

What is McGregor’s Theory X and Theory Y

A

Outlines two contrasting management styles based on different assumptions about human behavior and motivation in the workplace.

Theory X: Authoritarian Management Style
Assumes employees are inherently lazy and dislike work.

Assumptions:
- Lazy
- Need close supervision
- Narrow span of control
- Hierarchal structure
- Avoid responsibilities

Management Approach:
- Tight control and supervision.
- Authoritarian leadership.
- Reliance on discipline and threats to ensure productivity.

Theory Y: Participative Management Style
Assumes employees are self-motivated, enjoy work, and seek responsibility.

Assumptions:
- Ambitious
- Self-motivated
- Enjoy work
- Greater productivity because of freedom given to employees
- Accept responsibilities or work outcomes

Management Approach:
- Encourages collaboration and employee participation in decision-making.
- Trust in employees to take ownership of tasks.
- Focus on providing opportunities for development and growth.

NUR3114 Leadership and Management (9 decks)

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