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Lab Management > Unit 4: Directing and supervising > Flashcards

Unit 4: Directing and supervising Flashcards

1
Q

director of people and activities

A

manager

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2
Q

process of influencing people to attain objectives

A

directing

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3
Q

nost visible of all management functions

A

directing

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4
Q

seeing that day to day tasks to ensure smooth running are done

A

directing

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5
Q

watching and directing work and workers

A

supervising

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6
Q

primarily deals with influence, personality, and persuasive talents

A

leadership

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7
Q

formal authority by virtue of position

A

management

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8
Q

process of influencing others to achieve goals

A

leadership

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9
Q

established the 4 major leadership systems

A

Rensis Likert

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10
Q

4 major leadership systems

A

Exploitative authority
Benevolent authoritative
Consultative system
Participative system

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11
Q

lack of trust, play on fear and threat, minimal teamwork and communication, roles are dictated

A

exploitative authority

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12
Q

reward motivated but has punishment, only positive upwards two way communication, more trust byt condescendingly

A

benevolent authoritative

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13
Q

greater trust, open communication, decision extend to employees when impactful, consultation but higher up decide, horizontal and vertical discussion

A

consultative system

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14
Q

compleet confidence and trust, involvement in goal setting, high teamwork, common in flatter organization

A

participative system

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15
Q

factors of leadership

A

leader
follower
communication situation

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16
Q

leadership behavior and styles

A

employee oriented vs product oriented
initiating structure vs consideration

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17
Q

classifies leader according to concern for people and results

A

Blake Mouton managerial grid

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18
Q

high concern for people, low results

A

country club management

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19
Q

high concer for results low concern for people

A

produce or perish management

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20
Q

low concern for people and results

A

impoverished management

21
Q

high concern for people and results

A

team management

22
Q

“status qui” balances people and results but becomes mediocre

A

middle of the road management

23
Q

jumps between country club and produce or perish

A

paternal management

24
Q

jumps all over the grid depending on whats most beneficial

A

opportunistic management

25
Q

Theorized assumptions on human nature and motivation

A

Douglas Mcgregor

26
Q

assumes that work is distateful to people, most people are self centered, gullible and not ambitious or creative

A

Theory X

27
Q

approaches to theory x

A

hard and soft approach

28
Q

relies on coercion and tight controls

A

hard approach

29
Q

permissive and seals harmony despite diminishing output

A

soft approach

30
Q

assumes that work can be as natural as play, peope are creative, self directed, responsible, comitted

A

Theory Y

31
Q

According to Mcgregor, people are.more productive when work goals align with

A

higher needs

32
Q

If theory Y is true, what should be done

A

decentralization and delegation
job enlargement
partipative management
performance appraisal

33
Q

self fulfilling prophecy where raising manager rxpectations boosts performance

A

pygmalion effect

34
Q

3 Situational Leadership Models

A

contingency model
continuum of leadership model
vroom yettom decision model

35
Q

contigency model was proposed by

A

Fred Fledlers

36
Q

assess situations and leader according to underlying trait and match them

A

contingency model

37
Q

used to assess attitude of the leader and reflect underlying disposition towards others

A

least preferred co worker

38
Q

relationship oriented leader who thinks of taska ccomplishment after establishing relationships

A

high LPC

39
Q

task oriented and only work on relationship after tasks are accomplished

A

low LPC

40
Q

tha behavior of the leader depends on tge favorability of leadership situation which depends o 3 factors

A

Leader member relations
tas structure
position power

41
Q

proposed continuum of leadership

A

Tannenbaum and Schmidt

42
Q

two extremes, the left is

A

autocratic

43
Q

to the right of the continuum is

A

free rein

44
Q

4 leadership styles on the continuum of leadership

A

tells
sells
consults
joins

45
Q

choosing leadership styles depend on three forces

A

forces on the leader
in the subordinate
in the situation

46
Q

pi lished in the “Leadership and Decision making” 1973 book

A

Vroom Yetton decision model

47
Q

Three factors affecting leadership styles in Vroom Yetton

A

Decision quality
Team commitment
Tome constraint

48
Q

5 leadership styles in Vroom Yetton

A

A1 use your info, decide by yourself
A2 obtain specific info, decide
C1 consult individually, decide
C2 consult as a group, decide
G2 collab and reach consensus

Lab Management (3 decks)

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