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2ND SEM - LAB MANAGEMENT > MODULE 1 - UNIT 4 > Flashcards

MODULE 1 - UNIT 4 Flashcards

1
Q

the process of influencing people to attain predetermined objectives.

A

Directing

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2
Q

set of actions/ guiding beliefs that leaders can implement to move them toward success.

A

Leadership principles

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3
Q

leader models excellent behavior & able to motivate & encourage people.

A

Lead by Example

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4
Q

communicating & engaging w/ your team is essential

A

Leadership is About People

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5
Q

transformation should be at the foundation of every leadership plan.

A

Focus on Change

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6
Q

it can be beneficial for people to see leader acknowledge their mistakes as it can help them be more relatable

A

Be Human & Admit Mistakes

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7
Q

leaders are great listeners, doesn’t mean they must agree w/ everything they hear, but they must try to make sense of it &understand.

A

Understand the Value of Listening

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8
Q

you should recognize skills you need & work to develop

A

Develop Leadership Skills

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9
Q

when everyone has same background & exp, it means there is a limited field of expertise, but when there’s diverse range, you may be able to approach things differently & find fresh perspectives

A

Promote Diversity

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10
Q

cooperation & collaboration can happen between organizations w/o affecting healthy competition

A

Work Together to Achieve More

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11
Q

leader must have clear vision & solid values so they can inspire their followers and motivate them

A

Have Solid Values

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12
Q

take advantage of benefits that tech. can bring

A

Use Technology & Innovation

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13
Q

make sure there’s someone else who can take over your role when necessary

A

Help to Develop Future Leaders

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14
Q

4 FACTORS OF LEADERSHIP

A

LEADER
FOLLOWERS
COMMUNICATION
SITUATION

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15
Q

GIVE ATLEAST FIVE LEADERSHIP TRAITS

A

PERCEPTIVE
PERSONALITY
PERSUASIVE
PERSISTENCE
PREPARED

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16
Q

the traits and characteristics that make some effective as a leader.

A

LEADER BEHAVIOR

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17
Q

supervised less closely while allowing workers more latitude in performing their duties

A

Employee-Oriented Leaders

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18
Q

spent majority of their time on production-related problems

A

Production-Oriented Leaders

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19
Q

emphasis on actively directing staff toward getting work done:

A

Initiating Structure Behavior

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20
Q
  • managers’ effort to explain their action
  • treat workers as equals, listen to subordinates’ concerns
A

Consideration Behavior

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21
Q

________is based on two behavioral dimensions:

A

BLAKE MOUTON MANAGERIAL GRID

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22
Q

BLAKE MOUTON MANAGERIAL GRID TWO DIMENSIONS

A
  • Concern for People:
  • Concern for Results:
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23
Q

degree to which leader considers team members’ needs, interests and areas of personal development when deciding how best to accomplish a task.

A

Concern for People

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24
Q

degree to which leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

A

Concern for Results

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25
Q

mostly ineffective leadership style

A

Impoverished Management

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26
Q

Impoverished Management aka

A

impoverished/”indifferent” (Low Result and Low People)

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27
Q

w/ low regard for creating systems & w/ little interest in creating satisfying/ motivating team environment, results are inevitably disorganization/ dissatisfaction/ disharmony.

A

impoverished management

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28
Q
  • managers, people in this category believe that their team members are simply a means to an end.
  • drive impressive production results at first, but low team morale & motivation will ultimately affect people’s performance, & this type of leader will struggle to retain high performers.
A

Produce-or-Perish Management

29
Q

Produce-or-Perish Management aka

A

authoritarian” or “authority-compliance (High Results/ Low People)

30
Q

manager tries to balance results and people, but this strategy is not as effective as it may sound.

A

Middle-of-the-Road Management

31
Q

Middle-of-the-Road Management aka

A

middle-of-the-road/ “status quo” (Medium Results & Medium People)

32
Q
  • manager is most concerned about her team members’ needs and feelings.
  • assumes, as long as happy & secure, they will work hard.
  • because there’s lack of direction and control.
A

Country Club Management

32
Q
  • manager is most concerned about her team members’ needs and feelings.
  • assumes, as long as happy & secure, they will work hard.
  • because there’s lack of direction and control.
A

Country Club Management

33
Q

Country Club Management aka

A

country club/ “accommodating” (High People & Low Results)

34
Q
  • most effective leadership style.
  • reflects leader who is passionate about work & does best he can for people he works with.
A

Team Management

35
Q

Team Management aka

A

team or sound (high people & high results

36
Q

2 added leadership style after Mouton’s death

A
  • Paternalistic Management
  • Opportunistic Management
37
Q

Paternalistic Management jumps between

A

Country Club & Produce-to-Perish styles

38
Q

place their own needs first, shifting around grid to adopt whichever style will benefit them

A

opportunistic management

39
Q

manager’s attitude has an impact on employee motivation was originally proposed by

A

Douglas McGregor

40
Q

_______, McGregor proposed 2 theories by which managers perceive and address employee motivation

A

The Human Side of Enterprise,

41
Q

____ assumes that primary source of employee motivation is monetary, w/ security as a strong second

A

Theory X

42
Q

_____ both implies soft & hard approach, while ____ does not imply a soft approach

A

Theory X; Theory Y

43
Q

To McGregor, steady supply of motivation seemed more likely to occur under Theory ___ management

A

Y

44
Q

if Theory Y holds true, an org can apply the ff. principles of scientific management to improve employee motivation:

A
  • decentralization & delegation
  • job enlargement
  • participative management
  • performance appraisals-
45
Q

type of self-fulfilling prophecy (SFP) in which raising manager expectations regarding subordinate performance boosts subordinate performance.

A

PYGMALION EFFECT

46
Q

one of the earliest situation-contingent leadership theories by Fiedler

A

CONTINGENCY MODEL

47
Q

_____’s contingency theory of leadership effectiveness concentrated on relationship between leadership & organizational performance

A

FRED E. FIEDLER

48
Q

if an org attempts to achieve group effectiveness thru leadership, then there’s need to assess leader according to an underlying trait, assess situation faced by leader, & construct proper match between the two.

A

CONTINGENCY MODEL

49
Q

to assess attitudes of leader, Fiedler developed ______ (16 items) scale in which leaders are asked about the person w/ whom they least like to work

A

‘least preferred co-worker’ (LPC)

50
Q

leaders w/ high LPC are _____-oriented, ones w/ low LPC are _____-oriented

A

relationship-; task-

51
Q

(1) _______: derived satisfaction from interpersonal relationships, thus, evaluate their least preferred co-workers in fairly favorable terms
(2) _____: derived satisfaction from performance of task & attainment of objectives

A

HIGH LPC LEADERS; LOW LPC LEADERS

52
Q

leader’s behavior is dependent upon the favorability of leadership situation

A

SITUATIONAL FACTOR

53
Q

three factors work together to determine how favorable situation is to leader. these are:

A
  • LEADER-MEMBER RELATIONS
  • TASK STRUCTURE
  • POSITION POWER
54
Q

leadership continuum originally written in 1958 by _____ & _____ & was later updated in 1973

A

Tannenbaum & Schmidt

55
Q

presents range of action related to degree of authority used by manager & area of freedom available to non-managers in arriving at decisions.

A

CONTINUUM OF LEADERSHIP

56
Q

range of leadership styles have been depicted on continuum between ____ & _____

A

autocratic & free rein

57
Q

BOSS-CENTERED: _____;
SUBORDINATE-CENTERED : _____

A

BOSS-CENTERED: AUTOCRATIC
SUBORDINATE-CENTERED: FREE-REIN

58
Q

Tannenbaum & Schmidt continuum can be related to McGregor’s supposition of Theory X and Theory Y:
-BOSS-CENTERED LEADERSHIP:
-SUBORDINATE-C. LEADERSHIP:

A

-BOSS-CENTERED LEADERSHIP: THEORY X
-SUBORDINATE-C. LEADERSHIP: THEORY Y

59
Q

manager is characterized acc. to degree of control maintained by him; 4 main styles of leadership:

A
  • TELLS
  • SELLS
  • CONSULTS
  • JOINS
60
Q

if one has to make choice of leadership style which is practicable & desirable, his answer will depend upon:

A
  • Forces in the Manager
  • Forces in the Subordinate
  • Forces in the Situation
61
Q

designed to help you to identify best decision-making approach & leadership style to take, based on your current situation

A

Vroom-Yetton model

62
Q

Vroom-Yetton model is originally developed by ____ & ____ in their 1973 book, _____

A

Victor Vroom and Philip Yetton; “Leadership and Decision Making.”

63
Q

before you start using the model (Vroom-Yetton), consider these three factors:

A
  • decision quality
  • team commitment
  • time constraints
64
Q

ff. codes represent 5 decision-making processes by the model: use info that you already have to make decision, w/o requiring any further input from your team

A

Autocratic (A1)

65
Q

ff. codes represent 5 decision-making processes by the model: consult your team to obtain specific info that you need, & then you make the final decision

A

Autocratic (A2)

66
Q

ff. codes represent 5 decision-making processes by the model: inform your team of situation & ask for members’ opinions individually, but don’t bring group together for discussion; make the final decision

A

Consultative (C1)

67
Q

ff. codes represent 5 decision-making processes by the model: work w/ your team to reach group consensus; your role is mostly facilitative, & help team members to reach a decision that they all agree on.

A

Collaborative (G2)

68
Q

ff. codes represent 5 decision-making processes by the model: get your team together for group discussion about the issue & seek their suggestions, but still make the final decision by yourself

A

Consultative (C2):

2ND SEM - LAB MANAGEMENT (13 decks)

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