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LAB MAN > MOD 7 > Flashcards

MOD 7 Flashcards

1
Q

Directing process:

A
  1. planning spec acts and actively overseeing the plan
  2. Most visible of all management functions
  3. Human factor stage
  4. Process in which the managers instruct, influence people, and oversee performance of workers
  5. planning, organizing, and staffing have no importance w/o directing
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2
Q

It involves supervision

A

Directing

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3
Q

It involves Hands on involvement with employees

A

Controlling

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4
Q

It is defines as overseeing the work or task of another

A

Supervising

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5
Q

Functions of supervising:

A

Leadership
Admin
Coaching

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6
Q

One of the roles managers made to exercsie

A

Leadership

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7
Q

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

A

Leadership

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8
Q

is a person who organizes and make things happen

A

Leader

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9
Q

Crucial in practicing proper leadership

A

Time management

multitasking

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10
Q

5 bases of POWER:

A 
Coercive
Reward
Legitimate
Expert
Referent
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11
Q

RIGHT to influence others

A

Authority

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12
Q

ABILITY to influence others

A

POWER

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13
Q

Who identified 5 bases of power?

A

John french and Bertram Raven; 1959

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14
Q

a base of power; This comes from the belief that a person can PUNISH others for non compliance

A

COercive power

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15
Q

A base of power; is based on a person’s high levels of skill and knowledge

A

Expert power

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16
Q

a base of power; person has formal right to make demands, and to expect others to be compliant

A

Legitimate power

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17
Q

a base of power; result of a person’s perceived attractiveness, worthiness, and right to respect

A

Referent power

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18
Q

a base of power; person’s ability to compensate another for compliance

A

Reward power

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19
Q

to act as managers
to furnish help or be of service
usubset of management
dPublic service job

A

Administration

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20
Q

providing a person with guidance, support, and confidence

A

Coaching

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21
Q

Org factors that influence leadership success

A
  • Corporate culture and delegation of auth

- Management style

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22
Q

are reflected in the management style of org

A

Cultural factors

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23
Q

it establishes the climate and rules under which management operates

A

corporate culture

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24
Q

implies ability to sanction others to enxure compliance with establishes rules, directives, or objectives

A

associated power of authority

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25
Q

Founder of 4 discrete leadership styles

A

Rensis Likert

26
Q

4 discrete leadership styles:

A
  1. exploitative and authoriatative
    - workers are any tools
  2. Benevolent and authoritative
    - managers do not seek feedback
  3. Consultative
    - all decisions remain the exclusive purview of the manager
  4. Participative
    - Inclusion team approach
27
Q

Principles of leadership:

A
  1. Managerial Grid
  2. Theory x and Theory y
  3. Situational Leadership models
    - contingency theory
    - continuum of leadership
    - Normative theory
28
Q

Developers of managerial grid model:

A

Robert R. Blake, Jane Mouton ; 1964

29
Q

5 leadership styles under managerial grid model:

A 
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
30
Q

Managerial Grid process:

A
  1. identify current style
  2. decide best style
  3. Determine what attitudes and behavior
  4. Encourgae management to develop org culture
31
Q

LEADERSHIP STYLES UNDER MGM:

A
  • indifferent style
  • accomodating style
  • dictatorial or authoritarian style
  • Sound management
32
Q

a leadership style in MGM; previously called impoverished or minimal management; low concerns for people and prod; laissez fair leadership

A

Indifferent style 1,1

33
Q

leadership style in MGM: country club management; high concern for people, low concern for prod.

A

Accomodating style 1,9

34
Q

leadership style MGM; prev called produce or perish management; control and dominate; high concern for prod, low concern for people

A

Dictatorial or authoritarian style 9,1

35
Q

Leadership style MGM; prev called team style; contribute and commit; High concern for people and prod, TEAMWORK

A

Sound management 9,9

36
Q

LEADERSHIP styles in revisions on the grid before 1999:

A
  • opportunistic

- paternalistic

37
Q

Leadership in revision; what’s in it for me?; do not have a fixed loc on the grid; greates personal benefit

A

opportunistic style

38
Q

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

A

Paternalistic

39
Q

founder of theory x and y

A

Douglas mc gregor 1960

40
Q
  • 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
A

Theory X & Y

41
Q

The phenonmenon in ehich greater the expectation, the better they perform

A

Pygmalion effect or rosenthal effect

42
Q

sculpture; fell in love with a female statue he had carved out of ivory

A

Pygmalion by ovid in greek mythology

43
Q

Theory X managers beleieve that people:

A
  • are lazy and dislike work
  • coerced with supervision and maintenane
  • no ambition and little interest in optimization
  • motivation is supplied by a system
44
Q

Theory Y managers believe that:

A
  • 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
45
Q

Founder of Theory Z:

A

Professor Ouchi

46
Q

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
A

Theory Z

47
Q

Theory Z HARD S:

A

Superordinate goals which critically bind together in an org

Strategy

Structure

Systems

48
Q

Theory Z soft S:

A

Staff

Skills

Style

49
Q

Situational leadership models:

A
  1. Contingency theory
  2. Continuum of leadership
  3. Normative theory
50
Q

Founder of contingency theory

A

Fred E. Fielder

51
Q

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

A

Contingency model

52
Q

Leadership Styles in Contingency model:

A

Relationship oriented- good interpersonal rel

Task oriented- completing job first; people are secondary

53
Q

Situational favorableness in Contingency model:

A

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

54
Q

Situations that are either very favorable or very unfavorable are handled best by a ?

A

task- oriented leader

55
Q

Situations that are moderately favorable or moderately unfavorable are handled by?

A

Relationship-oriented leaders

56
Q

Leadership style is measured by the Least preferred co worker or LPC

A

Contingency model

57
Q

it asks a leader to think of all people whom they’ve worked and describe the person they have worked least well

A

LPC or least preferred co worker

58
Q

Writer of continuum of leadership?

A

Robert Tannenbaum and Warren H. Schmidt; 1958 updated in 1973

59
Q

Model ranging from complete autocratic to democratic; managers can move along this continuous line, adjusting leadership to fit situation

A

Continuum of leadership

60
Q

Founder of normative theory

A

Victor H. Vroom and Phillip W. Yetton

61
Q

Vroom-Yetton Decision model; normative guidelines and recos for the way a leader should make decisions in a specific workplace

A

Normative Theory

LAB MAN (9 decks)

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