MOD 7 Flashcards
Directing process:
- planning spec acts and actively overseeing the plan
- Most visible of all management functions
- Human factor stage
- Process in which the managers instruct, influence people, and oversee performance of workers
- planning, organizing, and staffing have no importance w/o directing
It involves supervision
Directing
It involves Hands on involvement with employees
Controlling
It is defines as overseeing the work or task of another
Supervising
Functions of supervising:
Leadership
Admin
Coaching
One of the roles managers made to exercsie
Leadership
is the process by which people are imaginatively directed, guided, and influenced to select and attain goals; creativity in action; directing aivities of a group toward a shard goal
Leadership
is a person who organizes and make things happen
Leader
Crucial in practicing proper leadership
Time management
multitasking
5 bases of POWER:
Coercive Reward Legitimate Expert Referent
RIGHT to influence others
Authority
ABILITY to influence others
POWER
Who identified 5 bases of power?
John french and Bertram Raven; 1959
a base of power; This comes from the belief that a person can PUNISH others for non compliance
COercive power
A base of power; is based on a person’s high levels of skill and knowledge
Expert power
a base of power; person has formal right to make demands, and to expect others to be compliant
Legitimate power
a base of power; result of a person’s perceived attractiveness, worthiness, and right to respect
Referent power
a base of power; person’s ability to compensate another for compliance
Reward power
to act as managers
to furnish help or be of service
usubset of management
dPublic service job
Administration
providing a person with guidance, support, and confidence
Coaching
Org factors that influence leadership success
- Corporate culture and delegation of auth
- Management style
are reflected in the management style of org
Cultural factors
it establishes the climate and rules under which management operates
corporate culture
implies ability to sanction others to enxure compliance with establishes rules, directives, or objectives
associated power of authority
Founder of 4 discrete leadership styles
Rensis Likert
4 discrete leadership styles:
- exploitative and authoriatative
- workers are any tools - Benevolent and authoritative
- managers do not seek feedback - Consultative
- all decisions remain the exclusive purview of the manager - Participative
- Inclusion team approach
Principles of leadership:
- Managerial Grid
- Theory x and Theory y
- Situational Leadership models
- contingency theory
- continuum of leadership
- Normative theory
Developers of managerial grid model:
Robert R. Blake, Jane Mouton ; 1964
5 leadership styles under managerial grid model:
the attitudes and assumptions of manager the policies and procedures of the org the day to day operational situation the social and personal values of the manager Chance
Managerial Grid process:
- identify current style
- decide best style
- Determine what attitudes and behavior
- Encourgae management to develop org culture
LEADERSHIP STYLES UNDER MGM:
- indifferent style
- accomodating style
- dictatorial or authoritarian style
- Sound management
a leadership style in MGM; previously called impoverished or minimal management; low concerns for people and prod; laissez fair leadership
Indifferent style 1,1
leadership style in MGM: country club management; high concern for people, low concern for prod.
Accomodating style 1,9
leadership style MGM; prev called produce or perish management; control and dominate; high concern for prod, low concern for people
Dictatorial or authoritarian style 9,1
Leadership style MGM; prev called team style; contribute and commit; High concern for people and prod, TEAMWORK
Sound management 9,9
LEADERSHIP styles in revisions on the grid before 1999:
- opportunistic
- paternalistic
Leadership in revision; what’s in it for me?; do not have a fixed loc on the grid; greates personal benefit
opportunistic style
leadership in revision; father knows best; redefined bet 1,9 and 9,1 locations on grid, managers using this style praise and support but discourage challenges to their thinking
Paternalistic
founder of theory x and y
Douglas mc gregor 1960
- closed stimulation of the widely observed Pygmalion effect
- Leadership behavior is based on the managers’s assumptions about the nature of people
- Expectancy and reinforcement motivational theories
Theory X & Y
The phenonmenon in ehich greater the expectation, the better they perform
Pygmalion effect or rosenthal effect
sculpture; fell in love with a female statue he had carved out of ivory
Pygmalion by ovid in greek mythology
Theory X managers beleieve that people:
- are lazy and dislike work
- coerced with supervision and maintenane
- no ambition and little interest in optimization
- motivation is supplied by a system
Theory Y managers believe that:
- Work is a natural part of life
- people have a high degree of ingenuity and creativity
- potential is partially tapped by company
- self learners and seek responsibility
- self control and self discipline
Founder of Theory Z:
Professor Ouchi
often referred to as the japanese management style, focused primarily on worker’s needs
- is humanistic and focuses on developing better ways to motivate people
Theory Z
Theory Z HARD S:
Superordinate goals which critically bind together in an org
Strategy
Structure
Systems
Theory Z soft S:
Staff
Skills
Style
Situational leadership models:
- Contingency theory
- Continuum of leadership
- Normative theory
Founder of contingency theory
Fred E. Fielder
a leader’s effectiveness is based on ‘situational contingency’ which is a result of two factors: (1) Leadership style (2) Situational favorableness or situational control
Contingency model
Leadership Styles in Contingency model:
Relationship oriented- good interpersonal rel
Task oriented- completing job first; people are secondary
Situational favorableness in Contingency model:
Leader-member relations- mutual trust, respect and confidence bet leader and subordinate
Task structure- group tasks are clear and structured
Leader position power- power inherent in the leader’s pos
Situations that are either very favorable or very unfavorable are handled best by a ?
task- oriented leader
Situations that are moderately favorable or moderately unfavorable are handled by?
Relationship-oriented leaders
Leadership style is measured by the Least preferred co worker or LPC
Contingency model
it asks a leader to think of all people whom they’ve worked and describe the person they have worked least well
LPC or least preferred co worker
Writer of continuum of leadership?
Robert Tannenbaum and Warren H. Schmidt; 1958 updated in 1973
Model ranging from complete autocratic to democratic; managers can move along this continuous line, adjusting leadership to fit situation
Continuum of leadership
Founder of normative theory
Victor H. Vroom and Phillip W. Yetton
Vroom-Yetton Decision model; normative guidelines and recos for the way a leader should make decisions in a specific workplace
Normative Theory
