Topic 5 - Management and Leadership in Today’s Organizations Flashcards
Define
Management
The process of guiding the development, maintenance, and allocation of resources to attain organizational goals.
State
The four key functional areas of the organization.
- Planning
- Organizing
- Leading
- Controlling
Describe the 4 stages of
The Managerial Process
- Anticipating potential problems or opportunities and designing plans to deal with them.
- Coordinating and allocating the resources needed to implement plans.
- Guiding personnel through the implementation process.
- Reviewing results and making any necessary changes.
State
Four basic types of planning
- Strategic Planning
- Tactical
- Operational
- Contingency
Describe
Strategic Planning
- 1-5 Years
- Job of top management
- External environment and the entire organization
- Establish mission and long-term goals
- Broad and general content
- High degree of uncertainty
Define
Mission Statement
A formal document that states an organization’s purpose and reason for existing and describes its basic philosophy
Describe
Tactical Planning
- Less than one year
- Responsibility of middle management
- Establish mid-range goals for implementation
- More specific content
- Moderate degree of uncertainty
Describe
Operational Planning
- Current, narrow and resource focused
- To help guide and control the implementation of tactical plans
- Supervisory management
- Geographical and functional divisions
- Implement and activate specific objectives
- Specific and concrete content
- Reasonable degree of certainty
Contingency Planning
- When an event occurs or situation demands
- Top and middle management
- External environment and the entire organization
- Meet unforeseen challenges and opportunities
- Both broad and detailed content
- Reasonable degree of certainty
State
Organizing
- Division of labour
- Departmentalization
- Delegation
- Division of labour - Dividing up tasks
- Departmentalization - Grouping jobs and employees
- Delegation - Assigning authority and responsibilities
Levels of Managerial Hierachy
- Top management
- Middle management
- Supervisory management
-
Top management -
* CEO, CFO, COO, CIO
* President
* Governor
* General director -
Middle management -
* Regional manager
* Division head
* Director
* Plant Manager
* Sales Manager -
Supervisory management -
* Supervisor
* Team leader
* Foreman
Define
Leadership
The process of guiding and motivating others toward the achievement of organizational goals.
State
Primary Sources of Power
5
- Legitimate power
- Reward power
- Coercive power
- Expert power
- Referent power
Legitimate power
Primary Sources of Power
Derived from an individual’s position in an organization.
Reward power
Primary Sources of Power
Derived from an individual’s control over rewards.
Coercive power
Primary Sources of Power
Derived from an individual’s ability to threaten negative outcomes.
Expert power
Primary Sources of Power
Derived from an individual’s extensive knowledge.
Legitimate power
Primary Sources of Power
Derived from an individual’s personal charisma and the respect and/or admiration the individual inspires.
Define
Empowerment
The process of giving employees increased autonomy and discretion to make decisions, as well as control over the resources needed to implement those decisions.
Define
Corporate Culture
The set of attitudes, values, and standards that distinguishes one organization from another.
Define
Controlling
The process of assessing the organization’s progress toward accomplishing its goals.
State
The Control Process
- Set performance standards and goals
- Measure performance
- Compare actual performance to established performance standards
- Take corrective action
- Use information from the process to set up future performance standards
Back to step 1
State
Managerial Roles
3
- Informational Roles
- Interpersonal Roles
- Decisional Roles
Informational Roles
3
- Monitor – Gathers information relevant to organization
- Disseminator – Provides information where it is needed
- Spokesperson – Transmits information to people outside the organization
Interpersonal Roles
3
- Figurehead – Represents the company in a symbolic way
- Leader – Guides and motivates employees to achieve goals
- Liaison – Acts as a go-between among individuals, inside and outside
Decisional Roles
4
- Entrepreneur – Searches out new opportunities and initiates change
- Disturbance Handler – Handles unexpected events and crises
- Resource Allocator – Designates use of organizational resources
- Negotiator – Represents the company at negotiating processes
State
The decision making process
5 (DISPF)
- Define the problem
- Identify possible solutions
- Select one or more alternatives
- Put the plan into action
- Follow up to see if the problem has been solved
State
Managerial Skills
- Technical skills
- Human relations skills
- Conceptual skills
Managerial Skills
Technical skills
A manager’s specialized areas of knowledge and expertise, and the ability to apply that knowledge.
Managerial Skills
Human relations skills
A manager’s interpersonal skills used to accomplish goals through the use of human resources.
Managerial Skills
Conceptual skills
A manager’s ability to view the organization as a whole, understand the interdependencies, and its relation to the external environment
