Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

MT 6316 > UNIT 4: DIRECTING > Flashcards

UNIT 4: DIRECTING Flashcards

1
Q

Ways and means to encourage all personnel to accomplish all assignments

A

Directing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

This starts the work

A

Directing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Act of watching and overseeing the work of subordinates

A

Supervision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Act of watching subordinates to find their faults and errors

A

Micromanagement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

D/S: It includes motivation, communication,
supervision, training & leadership.

A

Directing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

D/S: It is an element of direction.

A

Supervising

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

D/S: Direction is generally at the top level.

*state examples

A

Direction

CEO, CFO, COO, President

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

D/S: Direction is restricted to the lower level.

*state examples

A

Supervision

Supervisory, First line managers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

D/S: He has to deal, guide and lead workers directly under his commands.

A

Supervision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

T/F: Supervision at lower level is only for implementation.

A

T

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Meaning of PBB

A

Performance-Based Bonus

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Types of Contemporary Leadership

A

C TiTa LISA

Charismatic
Transformational
Transactional
Level 5
Interactive
Servant
Authentic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Proponent of Level 5 Leadership

A

Jim Collins and research associates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Key characteristics of Level 5

A

WillHum

Will and Humility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

LVL5L: Contributes talents, skills, and knowledge.

A

1ndividual

Level 1 - Individual (Capable)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

LVL5L: Contributes individually; works well in group

A

TWeam

Level 2 - Team Member (Contributing)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

LVL5L: Manages team members and assets to reach set objectives

A

3anager

Level 3 - Manager (Competent)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

LVL5L: Stimulates high standards; champions dedication to vision

A

4eader

Level 4 - Leader (Effective)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

LVL5L: Builds excellence through dedication and humility

A

5xecutive

Level 5 - Executive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Transcends self-interest to serve others, the organization, and society

A

Servant Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Servant leaders operate on two levels:

A

for the fulfillment of subordinates’ goals and needs

for the realization of the larger purpose or mission of the org.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

give things away—power, ideas,
information, recognition, credit for
accomplishments, even money

A

Servant leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Power can be shared via the concept of

A

delegation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

seen in individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity

A

Authentic Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

inspire trust and commitment
because they respect diverse viewpoints, encourage
collaboration, and help others learn, grow, and
develop as leaders

A

Authentic leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Leadership means that the leader favors
a consensual and collaborative process, and
influence derives from relationships rather than
position power and formal authority

A

Interactive Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

is a leadership style
characterized by values such as inclusion,
collaboration, relationship building, and caring

A

Interactive Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Associated with women’s style of leading

A

Interactive Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

as “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty”

A

Charisma

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

has the ability to inspire and
motivate people to do more than they would
normally do, despite obstacles and personal
sacrifice

A

Charismatic leader

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

leaders tend to be less predictable because they create an atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard

A

Charismatic Leader

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

are similar to charismatic
leaders, but they are distinguished by their special
ability to bring about innovation and change by
recognizing followers’ needs and concerns, providing
meaning, challenging people to look at old problems
in new ways, and acting as role models for the new
values and behaviors

A

Transformational Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

leaders inspire followers not just
to believe in the leader personally, but to believe in
their own potential to imagine and create a better
future for the organization

A

Transformational leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

do not rely solely on
tangible rules and incentives to control specific
transactions with followers.

A

Transformational leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

focus on intangible qualities

A

Transformational leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

have the ability to lead
changes in the organization’s mission, strategy,
structure, and culture, as well as to promote
innovation in products and technologies

A

Transformational leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their
subordinates.

A

Transactional leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

The transactional leader’s ability to satisfy subordinates may improve

A

productivity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

excel at management functions

A

Transactional leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

often stress the impersonal
aspects of performance, such as plans, schedules, and budgets

A

Transactional leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

have a sense of commitment to
the organization and conform to organizational norms and values

A

Transactional leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Cannot lead change

A

Transactional leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Traditional Leadership Styles

A

LAD

Laissez-faire
Autocratic
Democratic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

A leader who centralizes authority, dictates work
methods, makes unilateral decisions, and limits
employee participation

A

Autocratic Style

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Can also be practical to be used in an organization if we want to address a situation in which a immediate decision is necessary

A

Autocratic Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

One person authority, and the decisions will be
quick and similar, this in turn can project an image
of a confident, well managed business.

A

Autocratic Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Subordinates may become dependent upon the
leaders and supervision may be needed

A

Autocratic Leadership

48
Q

can decrease motivation and increase staff
turnover

A

Autocratic Leadership

49
Q

A leader who involves employees in decision
making, delegates authority, encourages
participation in deciding work methods and goals,
and uses feedback to coach employees

A

Democratic Leadership

50
Q

This style can be particularly useful when complex
decisions need to be made that require a range of
specialist skills

A

Democratic Leadership

51
Q

The decision-making process is severely slowed
down, and the need for a consensus may avoid
taking the ‘best’ decision for the business.

A

Democratic Leadership

52
Q

Also known as the delegative leadership

A

Laissez-Faire (free-rein)

53
Q

The leader delegates much authority to employees; the leader’s role is peripheral and staff manage their own areas of the business.

A

Laissez-Faire (free-rein)

54
Q

The style brings out the best in highly professional and creative groups of employees especially if he envisions to climb up the ladder

A

Laissez-Faire (free-rein)

55
Q

The leader therefore evades the duties of
management and uncoordinated delegation occurs

A

Laissez-Faire (free-rein)

56
Q

This leads to a lack of staff focus and sense of
direction, which in turn leads to much
dissatisfaction, and a poor company image

A

Laissez-Faire (free-rein)

57
Q

review policy and procedures routinely every __ years

A

3

58
Q

To whom should the chief medtech delegate the responsibility of monitoring?

A

Section managers

59
Q

The leadership/managerial grid involves concerns for:

A

People (Verti) and Production (Hori)

60
Q

as a graphical model of alternative combination of managerial styles or behaviors on a two dimensional space

A

Leadership/Managerial Grid

61
Q

LMG: Leaders are turned in effectively where
in their action is merely aimed at preserving job and seniority.

Exertion of minimum effort to get required work done is appropriate to sustain organization membership.

A

Impoverished management (1,1)

62
Q

LMG: Dictatorial or perished style
Leaders are more concerned on production but less concerned with people.

Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

A

Authority-Compliance (9,1)

63
Q

LMG: Leader does not push boundaries of achievement resulting in average performance for the organization

Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.

A

Middle of the Road Management (5,5)

64
Q

LMG: Low focus on task can hamper
production and can lead to questionable results

Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

A

Country club management (1,9)

65
Q

LMG: All leaders must attain this
management. Automatically resolve high employee satisfaction and production.

Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect

A

Team Management (9,9)

66
Q

Leaders are concerned for the feelings, needs,
personal interest, problems, and well-being of
followers

A

Concern for people

67
Q

Leaders are concerned about the activities designed
to accomplish group goals such as organizational
tasks, assigning responsibilities and establishing
performance standards

A

Concern for production

68
Q

L/M: focus on the organization

A

Manager Qualities

69
Q

L/M: rational

A

Manager Qualities

70
Q

L/M: maintains stability

A

Manager Qualities

71
Q

L/M: Assign tasks

A

Manager Qualities

72
Q

L/M: Organizes and Analyzes

A

Manager Qualities

73
Q

L/M: Position Power

A

Manager Qualities

74
Q

L/M: focus on people

A

Leader Qualities

75
Q

L/M: Visionary

A

Leader Qualities

76
Q

L/M: Promotes change

A

Leader Qualities

77
Q

L/M: Nurtures and innovates

A

Leader Qualities

78
Q

L/M: Personal Power

A

Leader Qualities

79
Q

Models of Directing/Supervising

A

WaVeS

Work Team Effectiveness Model
Virtual Team Leadership Model
Situational Leadership Model

80
Q

Proponents of the Situational Leadership Model

A

Hershey and Blanchard

81
Q

an interesting extension of behavioral theories
summaries in the leadership grid
focuses a great deal of attention of the
characteristics of followers in determining
appropriate leadership behavior

A

Situational Leadership Model (T-S-P-D)

82
Q

SLM: Style when followers have high readiness but lack confidence and need personal support.

A

Participating style for high readiness followers

83
Q

SLM: Style when followers have very high readiness because of ability and confidence to perform tasks themselves

A

Delegating style for very high readiness followers

84
Q

SLM: Style when followers have moderate readiness because of confidence to proceed but lack ability

A

Selling style for moderate readiness followers

85
Q

SLM: Style when followers have low readiness, low ability, and lack confidence

A

Telling style for low readiness followers

86
Q

Model which shows that effective teams are built by avengers who take specific actions to help people come together and perform well as a team

A

Work Team Effectiveness Model

87
Q

Work Team Effectiveness Model is based on three outcomes:

A

Productive output
Personal satisfaction
Capacity to adapt and learn

88
Q

is a group made up of geographically
or organizationally dispersed members who are
linked primarily through advanced information and telecommunications technologies

A

Virtual Team

89
Q

What effective virtual team leaders do

A

Use virtual technology to build relationships
Shape culture through virtual technology
Monitor progress and rewards

90
Q

5 Stages of Team Development

A

For Sale: NPA

Forming
Storming
Norming
Performing
Adjourning

91
Q

Stage: orientation, breaking the ice

A

Forming

92
Q

Stage: uncertainty is high during this stage, and members usually accept what- ever power or authority is
offered by either formal or informal leaders

A

Forming

93
Q

Stage: conflict, disagreement

A

Storming

94
Q

Stage: the stage where individual personalities emerge and people become more assertive in clarifying their roles and what is expected of them

A

Storming

95
Q

Stage: marked by conflict and disagreement
and people may disagree over their perceptions of the team’s goals or how to achieve them

A

Storming

96
Q

Stage: establishment of order and cohesion

A

Norming

97
Q

conflict is resolved and team harmony and unity emerge

A

Norming

98
Q

Stage: consensus develops on who has the power, who the
leaders are, and what the various members’ roles are

A

Norming

99
Q

Stage: members come to accept and understand one another

A

Norming

100
Q

Stage: differences are resolved, and members develop a sense of team cohesion

A

Norming

101
Q

Stage: cooperation, problem solving

A

Performing

102
Q

Stage: the major emphasis is on problem solving and accomplishing the assigned tasks

A

Performing

103
Q

Stage: members are committed to the team’s mission

A

Performing

104
Q

Stage: they are coordinated with one another and handle
disagreements in a mature way

A

Performing

105
Q

Stage: they confront and resolve problems in the interest of task accomplishment

A

Performing

106
Q

Stage: they interact frequently and direct their discussions and influence toward achieving team goals

A

Performing

107
Q

Stage: task completion

A

Adjourning

108
Q

Stage: during this stage, the emphasis is on wrapping up and gearing down

A

Adjourning

108
Q

Stage: occurs in committees and teams that have a limited task to perform and are disbanded afterward

A

Adjourning

109
Q

Stage: task performance is no longer a top priority and members may feel heightened emotionality, strong cohesiveness, and depression or regret over the
team’s disbanding

A

Adjourning

110
Q

Models of Handling Conflict in Directing/Supervising

A

CAsCADe

Compromising (Halfway)
Accommodating (Your Way)
Collaborating (Our Way)
Avoiding (No Way)
Dominating (My Way)

111
Q

reflects assertiveness to get one’s own way and
should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting requirements

A

Dominating (My Way)

112
Q

reflects a moderate amount of both assertiveness and cooperativeness
it is appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure

A

Compromising (Halfway)

113
Q

reflects a high degree of cooperativeness, which
works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important

A

Accommodating (Your Way)

114
Q

reflects a high degree of both assertiveness andcooperativeness
the collaborating style enables both parties to win, although it may require substantial bargaining and negotiation
this style is important when both sets of concerns are too important to be compromised, when insights from different people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus

A

Collaborating (Our Way)

115
Q

reflects neither assertiveness nor cooperativeness
it is appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather
more information is needed, or when a disruption
would be costly

A

Avoiding (No Way)

MT 6316 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions