Principles Of Leadership And Management Flashcards
0
Q
Leadership approaches used in American business and industry
A
- Tactical leadership
- Transactional leadership
- Collaborative leadership
- Transformational leadership
- Servant leadership
1
Q
Leadership
A
The desire and ability to influence others to set and achieve goals that represent the values and motivations of both leader and followers
2
Q
Tactical leadership
A
Is demonstrated when a leader:
- Clarifies the goal
- Convinces us that it is absolutely essential to achieve that goal
- Explains the plan and strategies
- Organizes and coordinates our activities
- Deals aggressively with individual performance issues
3
Q
Transactional leadership
A
Occurs when one person takes the initiative in making contact with others for the purpose of an exchange of valued things
4
Q
Collaborative leadership
A
Involves a leader who can mobilize a diverse group to work with ambiguous issues and make sure the process is constructive and outcome driven
5
Q
Transformational leadership
A
Is exemplified when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality
6
Q
Servant leadership
A
Occurs when the leader is servant first, to make sure others’ highest priority needs are being served
7
Q
Leader responsibilities
A
- Defining what is (reality) and what could be (vision)
- Serving by enabling others to reach their potential
- Saying thank you for the opportunity to lead
8
Q
Desirable follower behaviors
A
- Assume responsibility through personal growth, passion, and risk taking
- Serve both the leader and the cause
- Challenge themselves, the leader and the group
- Participate in transformation by being catalyst, resource and role model
- If necessary, leave the organization to allow the organization did the follower to grow
9
Q
Collins five levels of organizational leadership
A
Level 1: Highly Capable Individual Level 2: Contributing Team Member Level 3: Competent Manager Level 4: Executive Leader Level 5: The Executive
10
Q
Highly capable individual
A
Star employee who makes substantial contributions based on personal talents, effort, knowledge and skills
11
Q
Contributing team member
A
Person who makes team goals by contributing individually and working well within the team
12
Q
Competent manager
A
Person who meets organizational goals by effectively organizing personnel and resources
13
Q
Executive leader
A
Person who motivates personnel to pursue a vision of what could be by performing at extraordinary levels
14
Q
The executive
A
Person who has the following qualities:
- Sets inspired performance standards
- Has ambition for his/her company
- Selects superb successors
- Wants the company to be more successful after his/her departure
- Takes responsibility for failure but give credit to others for success
15
Q
Leadership tasks
A
- Challenging the process to support innovation and change
- Inspiring others to share a vision and see its exciting possibilities
- Enabling others to act by building teams based on trust and respect
- Modeling the way for others through personal example and dedicated execution
- Encouraging the heart by recognizing individual and team achievements
16
Q
Leadership requires…
A
Vision and relationship
17
Q
To develop a compelling vision requires….
A
Creativity
18
Q
Process of vision begins with…
A
Idea immersion and then ideas must be allowed to incubate
19
Q
Process of vision often comes to fruition when…
A
Least expected
20
Q
Most important step in the creative process
A
Implementing the innovation
21
Q
Vision is the result of..,
A
- A core ideology
2. An envisioned future
22
Q
Core ideology
A
Defines what the organization represents and why the organization exists
23
Q
Core values
A
A system of guiding principles and tenets with intrinsic value and importance
24
Core purpose
The organization's most fundamental reason for existence, which reflects people's idealistic motivations for doing the company's work
25
Envisioned future
1. Defines what the company aspires to become, to achieve and to create
2. Something that will require significant change and progress to attain
26
Big Hairy Audacious Goals
- BHAG
- Compelling, unifying and engaging goals
- Require 10-30 years to accomplish
- Vivid description paints a picture of what the company, community or world will be like when the BHAG is reached
27
Organizational culture
Long term complex phenomenon arising from a combination of the founders, past leadership, current leadership, crises, events, history and size, resulting in routines, rituals and the "way we do things"
28
-------- and ------ are a reflection of culture
Collective vision
Common folklore
29
Culture influences climate by.....
Impacting leaders ideas and actions
30
Paradigms explaining the origin of organizational culture include the following:
1. Fundamentalist
| 2. Interpretive
31
Fundamentalist explanation of the origin of organizational culture
Organizations produce culture
32
Interpretive explanation of the origin of organizational culture
Organizations are culture because they are the product of interaction among people
33
Organizational climate
A short term phenomenon created by the current leadership and represents workers shared perceptions, beliefs and attitudes
34
Individual and team motivation and satisfaction are influenced by....
What workers believe about the organization and its leadership
35
Basic concepts about organizational culture
1. Anthropologic concept
2. Highly enduring
3. Emerges from historical context
4. Often held in workers unconscious
5. Influences the organizations climate
36
Basic concepts about organizational climate
1. Concept of social psychology
2. Relatively enduring
3. Mediated by the organizations internal and external environments
4. Held in the awareness of workers
5. Is a manifestation of the organizations culture
37
---------- is demonstrated by how leaders handle themselves and their relationships
Emotional intelligence
38
Leaders with emotional intelligence have:
1. The drive to achieve results
2. The ability to take initiative
3. The skills to collaborate and lead teams
39
Two components to emotional intelligence
1. Personal competence
| 2. Social competence
40
Characteristics of leaders who are personally competent
1. Self aware
| 2. Self management skills
41
Self awareness in a personally competent leader
They can read their own emotions and know their strengths and limitations as well as their self worth and capabilities
42
Self management skills of the personally competent leader
1. Emotional self control
2. Clear, honest and trustworthy actions
3. Adaptability
4. Achievement
5. Initiative
6. Optimism
43
Leaders with social competence have.....
1. Empathy
2. Organizational awareness
3. Commitment to service
4. Ability to inspire and influence others
5. Work collaboratively
6. Offer others development opportunities
7. Have a network of relationships
8. Are a catalyst for change
9. Elegantly resolve conflicts
44
Emotional intelligence competencies are needed in....
Strategic planning and change processes
45
Strategic (long range) planning sets...
The course for the organization
46
A clearly articulated vision results in...
The development of purpose, mission and goals
47
The -----, ------, --------, ------ and ------ of occupational health services should reflect those of the greater organization
```
Vision
Philosophy
Mission statement
Goals
Objectives
```
48
Vision statements describe....
The future of the organization and provide a context for the philosophy and mission statements
49
The philosophy in an occupational health unit should articulate the following:
1. The inherent worth of individual workers to the community
2. A commitment to quality care based on standards of nursing practice
3. An expectation that nursing practice be research based
4. An emphasis on health promotion and risk reduction services
5. An emphasis on continuing education and appropriate certifications
50
The mission aims to....
Prompt, protect and restore the health of workers
51
Goals and objectives.....
Clarify the essential actions necessary to achieving the philosophy and mission,much as programs and services provided and resources used
52
The philosophy, mission, goals and objectives need to be...
1. Developed by management and staff of the health unit
2. Approved by upper management
3. Revised periodically to fit the ever changing business environment
53
The strategic planning process must accomplish the following:
1. Assess the internal and external environments
2. Identify strengths and weaknesses as well as threats and opportunities
3. Identify strategies
4. Implement prioritized strategies
5. Evaluate activities and outcomes
54
The goals of strategic planning include the following:
1. Improved likelihood of success in achieving goals and outcomes
2. Effective and efficient use of resources
3. Creative vision for the future direction of the occupational health unit
55
Planned change can be approached from a --- or ---- frame of reference
Linear
| Nonlinear
56
Linear change
A systematic process used in organizations to facilitate needed, semi-permanent change through mutual goal setting between worker and the change agent
57
The role of the occupational and environmental health nurse as agent for change includes the following:
1. Identifying problems
2. Assessing the forces that will drive or restrain the change
3. Determining the costs and benefits of the change
4. Establishing a helping relationship with management and workers
5. Ensuring that the change will last until it is time to change again
58
Planned change may relate to:
1. Programs
2. Services
3. Staffing
4. Facilities
5. Cost containment
6. Health outcomes of workers
59
Examples of nonlinear change models
1. Chaos theory
| 2. Learning organization theory
60
According to learning organization theory why can organizations not be controlled linearly?
Organizations are analogous to living organisms, not to machines
61
According to chaos theory people in organizations seek to...
Create a world in which (they) can thrive
62
According to chaos theory how do people create a world in which they can thrive?
1. Working from the inside
2. Identifying needs
3. Applying experience and perceptions
4. Enlisting support
5. Creating their own solutions
63
Management theories
Statements predicting which actions will lead to what results and why
64
-------- and ------- can provide guidance and direction to managers
Research and theory
65
In management research, breakthroughs in predictability occur when....
Researchers identify the causal mechanism that ties actions to results, and describe the circumstances in which that mechanism does and does not result in success
66
Good theories are contingent on....
Circumstances
67
Management theories were first articulated in the.....
Early 1900s
68
Key management theorists from the early 1900s
1. Frederick W. Taylor
2. Frank and Lillian Gilbreth
3. Henry Gantt
69
Taylor's definitive studies examined:
The time and motion details of a job to increase worker productivity
70
The Gilbreth's management theory focused on:
Dividing work into its fundamental elements in order to streamline the process as a whole
71
Gantt's management theory focused on:
Motivational schemes, emphasizing the greater effectiveness of incentives for good work
72
Gantt chart
Created by Henry Gantt
Used to schedule overlapping tasks over a specified period of time
73
The 1900s were a period of ------- management
Scientific
74
Management theories of the 1920s were characterized by:
Bureaucracy and universalism
75
Bureaucracy
In the 1920s was promoted as the most rational structure for large organizations
76
Universalism
In the 1920s was a process approach to management, encompassing:
1. Planning
2. Organizing
3. Commanding
4. Coordinating
5. Controlling
77
Key management theorists during the 1920s
1. Max Weber
| 2. Henri Fayol
78
Max Weber
- father of modern sociology
| - analyzed social stratification and how it applied to power and bureaucracy
79
Henri Fayol promoted principles of management that were primarily....
Task oriented
Most important being:
1. Specialization of labor
2. Unity of command
3. Line of authority
80
Characteristics of management styles of the 1920s
1. Hierarchies of supervisors and managers provided direction to workers (chain of command)
2. Workers were expected to obey supervisors
3. Workers expected to be loyal to the organization
4. Workers were rewarded for production
81
The 1930s was a period in management theory that focused on....
Human relations
82
Key management theorist of the 1930s
George Elton Mayo
83
George Elton Mayo
Father of the Hawthorne studies
84
Hawthorne studies
Experiments identified the bias that occurs when people know that they are being studied
85
In the 1930s work was considered......
A group activity and social integration was viewed as important
86
In the 1930s it was believed that people worked wel if....
They felt valued
87
Management theories in the 1950s focused on...
Motivation
88
Key management theorists of the 1950s
1. Abraham Maslow
| 2. Frederick Herzberg
89
Abraham Maslow
- key theorist of the 1950s
| - researched human behavior and developed the hierarchy of needs
90
Maslow's Hierearchy of Needs
1. Physiological
2. Safety
3. Love
4. Esteem
5. Self-actualization
91
In the 1950s ----------- were developed to satisfy Maslow's Hierearchy of Needs
Management reward systems
92
Frederick Herzberg
- key theorist of the 1950s
| - developed the hygiene theory
93
Hygiene theory
Stated that the worker's environment, such as physical surroundings can cause a worker to feel dissatisfied with his job; for a worker to be happy, the physical surroundings cannot cause discomfort
94
According to the hygiene theory satisfaction with the job environment leads to.....
The higher motivators
95
The higher motivators in hygiene theory
1. Achievement
2. Recognition
3. Growth/advancement
4. Interest in the job
96
During the 1960s, several -------- theories were introduced to management theory
Behaviorist
97
Key management theorists of the 1960s
1. Douglas McGregor
2. Chris Argyris
3. Rensis Likert
4. Edgar Schein
5. Victor Vroom
98
Douglas McGregor
Introduced Theory X and Theory Y
1960s theorist
99
Theory X
People intensely dislike working and must be "coerced, controlled and directed" by management in doing the work required
100
Theory Y
People enjoy work and are "self-directed, responsible and capable of solving their own problems"
101
Chris Argyris
1960s theorist
Focused on organizational and individual goals and values and posited that if humanistic values are adhered to, trusting, authentic relationships will develop, increasing interpersonal competence, inter-group cooperation, and flexibility, resulting in increased organizational effectiveness
102
Rensis Likert
1960s theorist
Conducted much research on human behavior and posed that the organization making the greatest use of human capacity is one that has "highly effective work groups linked together in an overlapping pattern by other similarly effective groups"
103
Likert identified as continuum of management systems that included:
1. Exploitative-authoritative
2. Benevolent-authoritative
3. Consultative
4. Participative-group
104
The Likert Scale
A rating method that uses a continuum from "strongly agree" to "strongly disagree" or "always" to "never" that is frequently used in studies and in evaluative surveys
105
Edgar Schein
1960s theorist
Is one of the pioneers of corporate culture
Particularly well known for his work on motivation and the "psychological contract"
106
Schein's "psychogical contract"
The understandings that exist between employer and employee and vice versa
107
Victor Vroom
1960s theorist
Developed expectancy theory
108
Expectancy Theory
A mathematical model hat focuses on worker's motivation
1. Workers believe there is a positive correlation between efforts and performance
2. Favorable performance results in a desirable award
3. The reward satisfies an important need
4. The need is strong enough to make the effort worthwhile
109
Mangement theory of the 1970s focused on.....
The concepts of strategic management
110
Strategic management included...
1. Setting measurable objectives for staff and assessing achievement
2. Decentralization
3. Managing in turbulent times
4. Competitive advantage
111
The following term became popular during the 1970s, related to strategic management
Management by objectives
112
During the 1980s, --------- to management theory emerged
Empirical approaches
113
Key theorist of the 1980s
William Ouchi
114
William Ouchi
1980s theorist
Developed Theory Z
115
Theory Z
Combined American and Japanese managing practices
Centerpiece are the concepts of:
1. Collective decision making
2. Long-term employment
3. Slower promotions
4. Indirect supervision
5. Holistic concern for employees
116
Contemporary theories of management attempt to....
Explain and interpret the rapidly changing nature of the current business environment
117
Examples of contemporary theories of management
1. Contingency Theory
2. Systems Theory
3. Chaos Theory
4. Business Process Reengineering
5. Total Quality Management
6. Empowerment
118
Contingency theory
Asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand
119
Systems Theory
Suggests that a system has inputs, processes, outputs and outcomes. Systems share feedback among each of these four aspects and recognize the interrelations of the parts, for example coordination of engineering with manufacturing, supervisors with workers
120
Chaos Theory
Suggests that systems naturally go toward more complexity, and as they do, they become more susceptible to cataclysmic events, and must expend more energy to build structure to maintain the complexity, thus making them susceptible to a system split, combining with another system or disintegration
121
Business Process Reengineering (BPR)
Focuses on redesigning work processes in an effort to reduce specific resource needs and the work force with an ultimate reduction in overhead costs
122
Total Quality Management
A model of customer-supplier relationship that helps establish requirements and increase customer satisfaction
123
Five pillars of quality according to Total Quality Management Theory
1. Customer focus
2. Total involvement
3. Measurement
4. Systematic support
5. Continuous improvement
124
Empowerment theory
Proposes that workers are authorized to do their work without the need to seek approval from their supervisor
125
Management theories were first articulated in the.....
Early 1900s
126
Key management theorists from the early 1900s
1. Frederick W. Taylor
2. Frank and Lillian Gilbreth
3. Henry Gantt
127
Taylor's definitive studies examined:
The time and motion details of a job to increase worker productivity
128
The Gilbreth's management theory focused on:
Dividing work into its fundamental elements in order to streamline the process as a whole
129
Gantt's management theory focused on:
Motivational schemes, emphasizing the greater effectiveness of incentives for good work
130
Gantt chart
Created by Henry Gantt
Used to schedule overlapping tasks over a specified period of time
131
The 1900s were a period of ------- management
Scientific
132
Management theories of the 1920s were characterized by:
Bureaucracy and universalism
133
Bureaucracy
In the 1920s was promoted as the most rational structure for large organizations
134
Universalism
In the 1920s was a process approach to management, encompassing:
1. Planning
2. Organizing
3. Commanding
4. Coordinating
5. Controlling
135
Key management theorists during the 1920s
1. Max Weber
| 2. Henri Fayol
136
Max Weber
- father of modern sociology
| - analyzed social stratification and how it applied to power and bureaucracy
137
Henri Fayol promoted principles of management that were primarily....
Task oriented
Most important being:
1. Specialization of labor
2. Unity of command
3. Line of authority
138
Characteristics of management styles of the 1920s
1. Hierarchies of supervisors and managers provided direction to workers (chain of command)
2. Workers were expected to obey supervisors
3. Workers expected to be loyal to the organization
4. Workers were rewarded for production
139
The 1930s was a period in management theory that focused on....
Human relations
140
Key management theorist of the 1930s
George Elton Mayo
141
George Elton Mayo
Father of the Hawthorne studies
142
Hawthorne studies
Experiments identified the bias that occurs when people know that they are being studied
143
In the 1930s work was considered......
A group activity and social integration was viewed as important
144
In the 1930s it was believed that people worked wel if....
They felt valued
145
Management theories in the 1950s focused on...
Motivation
146
Key management theorists of the 1950s
1. Abraham Maslow
| 2. Frederick Herzberg
147
Abraham Maslow
- key theorist of the 1950s
| - researched human behavior and developed the hierarchy of needs
148
Maslow's Hierearchy of Needs
1. Physiological
2. Safety
3. Love
4. Esteem
5. Self-actualization
149
In the 1950s ----------- were developed to satisfy Maslow's Hierearchy of Needs
Management reward systems
150
Frederick Herzberg
- key theorist of the 1950s
| - developed the hygiene theory
151
Hygiene theory
Stated that the worker's environment, such as physical surroundings can cause a worker to feel dissatisfied with his job; for a worker to be happy, the physical surroundings cannot cause discomfort
152
According to the hygiene theory satisfaction with the job environment leads to.....
The higher motivators
153
The higher motivators in hygiene theory
1. Achievement
2. Recognition
3. Growth/advancement
4. Interest in the job
154
During the 1960s, several -------- theories were introduced to management theory
Behaviorist
155
Key management theorists of the 1960s
1. Douglas McGregor
2. Chris Argyris
3. Rensis Likert
4. Edgar Schein
5. Victor Vroom
156
Douglas McGregor
Introduced Theory X and Theory Y
1960s theorist
157
Theory X
People intensely dislike working and must be "coerced, controlled and directed" by management in doing the work required
158
Theory Y
People enjoy work and are "self-directed, responsible and capable of solving their own problems"
159
Chris Argyris
1960s theorist
Focused on organizational and individual goals and values and posited that if humanistic values are adhered to, trusting, authentic relationships will develop, increasing interpersonal competence, inter-group cooperation, and flexibility, resulting in increased organizational effectiveness
160
Rensis Likert
1960s theorist
Conducted much research on human behavior and posed that the organization making the greatest use of human capacity is one that has "highly effective work groups linked together in an overlapping pattern by other similarly effective groups"
161
Likert identified as continuum of management systems that included:
1. Exploitative-authoritative
2. Benevolent-authoritative
3. Consultative
4. Participative-group
162
The Likert Scale
A rating method that uses a continuum from "strongly agree" to "strongly disagree" or "always" to "never" that is frequently used in studies and in evaluative surveys
163
Edgar Schein
1960s theorist
Is one of the pioneers of corporate culture
Particularly well known for his work on motivation and the "psychological contract"
164
Schein's "psychogical contract"
The understandings that exist between employer and employee and vice versa
165
Victor Vroom
1960s theorist
Developed expectancy theory
166
Expectancy Theory
A mathematical model hat focuses on worker's motivation
1. Workers believe there is a positive correlation between efforts and performance
2. Favorable performance results in a desirable award
3. The reward satisfies an important need
4. The need is strong enough to make the effort worthwhile
167
Mangement theory of the 1970s focused on.....
The concepts of strategic management
168
Strategic management included...
1. Setting measurable objectives for staff and assessing achievement
2. Decentralization
3. Managing in turbulent times
4. Competitive advantage
169
The following term became popular during the 1970s, related to strategic management
Management by objectives
170
During the 1980s, --------- to management theory emerged
Empirical approaches
171
Key theorist of the 1980s
William Ouchi
172
William Ouchi
1980s theorist
Developed Theory Z
173
Theory Z
Combined American and Japanese managing practices
Centerpiece are the concepts of:
1. Collective decision making
2. Long-term employment
3. Slower promotions
4. Indirect supervision
5. Holistic concern for employees
174
Contemporary theories of management attempt to....
Explain and interpret the rapidly changing nature of the current business environment
175
Examples of contemporary theories of management
1. Contingency Theory
2. Systems Theory
3. Chaos Theory
4. Business Process Reengineering
5. Total Quality Management
6. Empowerment
176
Contingency theory
Asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand
177
Systems Theory
Suggests that a system has inputs, processes, outputs and outcomes. Systems share feedback among each of these four aspects and recognize the interrelations of the parts, for example coordination of engineering with manufacturing, supervisors with workers
178
Chaos Theory
Suggests that systems naturally go toward more complexity, and as they do, they become more susceptible to cataclysmic events, and must expend more energy to build structure to maintain the complexity, thus making them susceptible to a system split, combining with another system or disintegration
179
Business Process Reengineering (BPR)
Focuses on redesigning work processes in an effort to reduce specific resource needs and the work force with an ultimate reduction in overhead costs
180
Total Quality Management
A model of customer-supplier relationship that helps establish requirements and increase customer satisfaction
181
Five pillars of quality according to Total Quality Management Theory
1. Customer focus
2. Total involvement
3. Measurement
4. Systematic support
5. Continuous improvement
182
Empowerment theory
Proposes that workers are authorized to do their work without the need to seek approval from their supervisor
