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MT6316 > UNIT 4: Directing and Supervising > Flashcards

UNIT 4: Directing and Supervising Flashcards

1
Q

It is the act of watching & directing work & workers

A

Supervision

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1
Q

It is defined as the overseeing the work of subordinates and is done by their superiors

A

Supervision

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2
Q

It is defined as the ways and means

A

Directing

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3
Q

It is done to encourage all personnel

A

Directing

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4
Q

It is done to accomplish all assignments

A

Directing

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5
Q

It must be written, comprehensive, current, clearly stated and reinforced by discussion and example

A

Directing

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6
Q

It entails responsibility in assuming that policies and procedures are followed

A

Supervision

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7
Q

Direction or Supervision?

It include motivation, communication, supervision, training & leadership

A

Direction

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8
Q

Direction or Supervision?

It is generally at top level

A

Direction

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9
Q

Direction or Supervision?

Generally, it is related to supervision which is the intermediate link between the workers and management

A

Direction

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10
Q

Direction or Supervision?

It being at the top level, formulates polices and takes important decision

A

Direction

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11
Q

Direction or Supervision?

It is responsible for financial & non financial incentives

A

Direction

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12
Q

Direction or Supervision?

It leads the efforts of medium and lower level executives

A

Direction

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13
Q

Direction or Supervision?

It covers a wide range of authority

A

Direction

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14
Q

Direction or Supervision?

It covers a narrow range of authority

A

Supervision

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15
Q

Direction or Supervision?

It is only one of the elements of direction

A

Supervision

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16
Q

Direction or Supervision?

t is restricted to the lower level management

A

Supervision

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17
Q

Direction or Supervision?

It is for implementation at the lower level only

A

Supervision

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18
Q

Direction or Supervision?

A person in charge for this has to deal, guide and lead workers directly under his commands

A

Supervision

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19
Q

Direction or Supervision?

It cannot provide incentives but it can only recommend rewards in special case

A

Supervision

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20
Q

Direction or Supervision?

Efforts of employee under his commands

A

Supervision

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21
Q

What are the 6 different types of Contemporary Leadership?

A
  • Level 5 leadership
  • Servant leadership
  • Authentic leadership
  • Interactive leadership
  • Charismatic leadership
  • Transformational leadership
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22
Q

Under the Level 5 Hierarchy, it is the level that builds excellence through dedication and humility

A

Level 5

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23
Q

Under the Level 5 Hierarchy, it is the level that stimulates high standards and champions dedication to vision

A

Effective

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24
Q

Under the Level 5 Hierarchy, it is the level that manages team members and assets to reach set objectives

A

Competent

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25
Q

Under the Level 5 Hierarchy, it is the level that contributes individually and works well in group

A

Contributing

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26
Q

Under the Level 5 Hierarchy, it is the level that contributes talent, skills, knowledge

A

Capable

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27
Q

It is the type of leader that transcends self-interest to serve others, the organization, and society

A

Servant Leadership

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28
Q

Servant leaders operate on 2 levels, what are those?

A
  • fulfillment of their subordinates’ goals and needs
  • realization of the larger purpose or mission of their organization
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29
Q

This type of leader give things away such as power, ideas, information, recognition, credit for accomplishments, even money.

A

Servant Leadership

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30
Q

This type of leaders are individuals who know and understand
themselves

A

Authentic Leadership

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31
Q

This type of leaders are the ones who espouse and act consistent with higher-order ethical values

A

Authentic Leadership

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32
Q

This type of leaders are the ones who empower and inspire others with their openness and authenticity

A

Authentic Leadership

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33
Q

To be authentic means being ____

A

real

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34
Q

It is staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do

A

being authentic

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35
Q

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

A

authentic

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36
Q

What are the components of an authentic leader?

A
  • practices solid values
  • connects with others
  • purues purpose with passion
  • leads with the heart as well as the head
  • demonstrates self-discipline
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37
Q

It is a type of leadership that favors a consensual and collaborative process

A

Interactive Leadership

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38
Q

It is a type of leadership derives its influence from relationships rather than position power and formal authority

A

Interactive Leadership

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39
Q

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

A

Interactive Leadership

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40
Q

Although _________ leadership is associated with women’s style of leading, both men and women can be effective _________ leaders

A

Interactive leadership

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41
Q

It is a type of leadership that has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice

A

Charismatic leader

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42
Q

It is referred to as “a fire that ignites followers’ energy and commitment producing results above and beyond the call of duty

A

Charisma

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43
Q

In a ________ leadership, followers are willing to put aside their own interests for the sake of the team, department, or organization

A

Charismatic leadership

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44
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

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45
Q

The impact of charismatic leaders normally comes from what?

A
  • stating a lofty vision of an imagined future
  • displaying an ability to understand & empathize w followers
  • empowering & trusting subordinates to accomplish results
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46
Q

________ leaders are similar to charismatic leaders, but they are distinguished by their special ability to bring about innovation and change

A

Transformational leader

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47
Q

This type of leader brings change by:
- recognizing followers’ needs and concerns
- providing meaning
- challenging people to look at old problems in new ways
- acting as role models for the new values and behaviors

A

Transformational leaders

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48
Q

This type of 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 leader

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49
Q

True or False?

Transformational leaders create significant change in both followers and the organization.

A

True

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50
Q

This type of leader has 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 leader

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51
Q

True or False?

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

A

True

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52
Q

Transformational leaders focus on _______ qualities, such as vision, shared values, and ideas

A

Intangible

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53
Q

What type of leader is this?
- clarify the role and task requirements of subordinates
- initiate structure
- provide appropriate rewards
- try to be considerate and meet the social needs of their subordinates

A

Transactional leaders

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54
Q

The _________ leader’s ability to satisfy subordinates may improve productivity

A

transactional leader

55
Q

This type of leader excel at management functions

A

Transactional leader

56
Q

This type of leader is hardworking, tolerant, and fair-minded and also likes to keep things running smoothly and efficiently

A

Transactional leader

57
Q

Transactional leaders often stress the _______ aspects of performance, such as plans, schedules, and budgets

A

impersonal

58
Q

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

A

Transactional leaders

59
Q

Under the 10 characteristics of a leader, it is the strong desire to control others and the resources

A

Power motive

60
Q

Under the 10 characteristics of a leader, it is being aggressive in dominating any chosen field

A

Power motive

61
Q

Under the 10 characteristics of a leader, it is built through experience and leads courage and faith to subordinates

A

Self-confidence with humility

62
Q

Under the 10 characteristics of a leader, it is defined as the complete lack of ego

A

Humility

63
Q

Under the 10 characteristics of a leader, it is one of the primary leadership attitudes needed and receives a high level of respect when done

A

Trustworthy and honesty

64
Q

Under the 10 characteristics of a leader, it means having good problem-solving skills and combines academic intelligence with practical intelligence

A

Good intellectual ability, knowledge, and technical competence

65
Q

Under the 10 characteristics of a leader, it faces challenges with energy and positivity

A

Optimism and positivity

66
Q

Under the 10 characteristics of a leader, it is having a sense of humor and always smiles

A

Likable

67
Q

Under the 10 characteristics of a leader, it is having self-control, inner calm, and outer resolve

A

Discipline

68
Q

Under the 10 characteristics of a leader, it is the ability to understand one’s emotions and those of the people around him

A

Emotional intelligence

69
Q

Under the 10 characteristics of a leader, he or she listens first then speak second

A

Good listener

70
Q

It is a type of leadership that:
- centralizes authority
- dictates work methods
- makes unilateral decisions
- limits employee participation

A

Autocratic leadership

71
Q

It is a one person authority and the decisions will be quick and similar –> project an image of a confident, well managed business

A

Autocratic leadership

72
Q

In this leadership style, subordinates may become dependent upon the leaders and supervision may be needed

A

Autocratic leadership

73
Q

This leadership style can decrease motivation and increase staff turnover (resigning)

A

Autocratic leadership

74
Q

It is a leadership style that
- involves employees in decision making
- delegates authority
- encourages participation in deciding work methods & goals
- uses feedback to coach employees

A

Democratic leadership

75
Q

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

A

Democratic leadership

76
Q

This leadership style provides job satisfaction and quality of work will improve

A

Democratic leadership

77
Q

In this leadership style, decision-making process is severely slowed down

A

Democratic leadership

78
Q

This leadership style delegates much authority to employees

A

Laissez-faire (free-rein)

79
Q

In this leadership style, the leader’s role is peripheral and staff manage their own areas of the business

A

Laissez-faire (free-rein)

80
Q

This leadership style brings out the best in highly professional and creative groups of employees

A

Laissez-faire (free-rein)

81
Q

This leadership style evades the duties of management and uncoordinated delegation occurs

A

Laissez-faire (free-rein)

82
Q

This leadership style leads to a lack of staff focus and sense of direction, thus leads to much dissatisfaction, and a poor company image

A

Laissez-faire (free-rein)

83
Q

Leadership Responsibility or Method?

To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals

A

Leadership Responsibility

84
Q

Leadership Responsibility or Method?

To effectively communicate these plans to all personnel

A

Leadership Responsibility

85
Q

Leadership Responsibility or Method?

To provide efficient means for assuring compliance with policies and procedures

A

Leadership Responsibility

86
Q

Leadership Responsibility or Method?

To encourage free flow and exchange of ideas through all levels of the organization

A

Leadership Responsibility

87
Q

Leadership Responsibility or Method?

To assure an awareness by all personnel of current trends and practices in the delivery of hospital laboratory services

A

Leadership Responsibility

88
Q

Leadership Responsibility or Method?

To develop and maintain effective relations with the medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties

A

Leadership Responsibility

89
Q

Leadership Responsibility or Method?

To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual.

A

Leadership Method

90
Q

Leadership Responsibility or Method?

To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures

A

Leadership Method

91
Q

Leadership Responsibility or Method?

To delegate the responsibility for efficiently monitoring compliance with policies and procedures.

A

Leadership Method

92
Q

Leadership Responsibility or Method?

To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services

A

Leadership Method

93
Q

Leadership Responsibility or Method?

To fully support and generously budget for a meaningful laboratory continuing program.

A

Leadership Method

94
Q

Leadership Responsibility or Method?

To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting that call for laboratory representation

A

Leadership Method

95
Q

What personal characteristics of leaders has these characteristics:
- energy
- physical stamina

A

Physical characteristics

96
Q

What personal characteristics of leaders has these characteristics:
- self-confidence
- honesty & integrity
- optimism
- desire to lead
- independence

A

Personality

97
Q

What personal characteristics of leaders has these characteristics:
- achievement drive
- desire to excel
- persistence against obstacles
- tenacity
- conscientiousness in pursuit

A

work-related characteristics

98
Q

What personal characteristics of leaders has these characteristics:
- intelligence, cognitive ability
- knowledge
- judgement, decisiveness

A

intelligence and ability

99
Q

What personal characteristics of leaders has these characteristics:
- sociability, interpersonal skills
- cooperativeness
- ability to enlist cooperation
- tact, diplomacy

A

social characteristics

100
Q

What personal characteristics of leaders has these characteristics:
- education
- mobility

A

social background

101
Q

In the leadership/managerial grid, it is classified as the concern for the feelings, needs, personal interest, problems, and well-being of followers

A

Concern for people

102
Q

In the leadership/managerial grid, it is classified as the concern about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards

A

Concern for Production

103
Q

Leader or Manager?

  • Focus on the organization
  • rational
  • maintains stability
  • assigns tasks
  • organizes
  • analyzes
  • position power
A

Manager qualities

104
Q

Leader or Manager?

  • focus on people
  • visionary
  • promotes change
  • defines purpose
  • nurtures
  • innovates
  • personal power
A

Leader qualities

105
Q

This leadership model has 4 quadrants and is a flexible framework that enables leaders to tailor their approach to the needs of their team or individual members

A

Situational leadership model

106
Q

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

A

Virtual Team (Virtual Team leadership model)

107
Q

It can be local, national, or global, with members coming from one firm or many

A

virtual team

108
Q

This model invlolves 5 stages namely:
- Forming
- Storming
- Norming
- Performing
- Adjourning

A

Stages of Team Development in Directing Model

109
Q

Under team development in directing, it is the stage of orientation and getting acquainted

A

Forming Stage

110
Q

Under team development in directing, it is the stage of members breaking the ice and testing one another for friendship possibilities and task orientation

A

Forming Stage

111
Q

Under team development in directing, it is the stage of uncertainty and members usually accept what- ever power or authority is offered by either formal or informal leaders

A

Forming Stage

112
Q

Under team development in directing, it is the stage where individual personalities emerge

A

Storming Stage

113
Q

Under team development in directing, it is the stage where people become more assertive in clarifying their roles and what is expected of them

A

Storming Stage

114
Q

Under team development in directing, it is the stage where it is marked by conflict and disagreement

A

Storming Stage

115
Q

Under team development in directing, it is the stage where members may jockey for position, and coalitions or subgroups based on common interests may form

A

Storming Stage

116
Q

Under team development in directing, it is the stage where conflict is resolved and team harmony and unity emerge

A

Norming Stage

117
Q

Under team development in directing, it is the stage where consensus develops on who has the power, who the leaders are, and what the various members’ roles are

A

Norming Stage

118
Q

Under team development in directing, it is the stage where the team leader should emphasize unity within the team and help to clarify team norms and values

A

Norming Stage

119
Q

Under team development in directing, it is the stage where the major emphasis is on problem solving and accomplishing the assigned tasks

A

Performing Stage

120
Q

Under team development in directing, it is the stage where members are committed to the team’s mission

A

Performing Stage

121
Q

Under team development in directing, it is the stage where members are coordinated with one another and handle disagreements in a mature way

A

Performing Stage

122
Q

Under team development in directing, it is the stage where members confront and resolve problems in the interest of task accomplishment

A

Performing Stage

123
Q

Under team development in directing, it is the stage where it occurs in committees and teams that have a limited task to perform and are disbanded afterward

A

Adjourning Stage

124
Q

Under team development in directing, it is the stage where the emphasis is on wrap- ping up
and gearing down

A

Adjourning Stage

125
Q

Under team development in directing, it is the stage where task performance is no longer a top priority

A

Adjourning Stage

126
Q

Under team development in directing, it is the stage where members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding

A

Adjourning Stage

127
Q

It is a style that 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 style (my way)

128
Q

It is a style that reflects a moderate amount of both assertiveness and cooperativeness

A

Compromising style (halfway)

129
Q

It is a style that is appropriate when:
- the goals on both sides are equally important
- when opponents have equal power and both sides want to split the difference
- when people need to arrive at temporary or expedient solutions under time pressure

A

Compromising style (halfway)

130
Q

It is a style that 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
- when maintaining harmony is especially important

A

Accommodating style (your way)

131
Q

It is a style that reflects a high degree of both assertiveness and cooperativeness

A

Collaborating style (our way)

132
Q

It is a style that enables both parties to win,
although it may require substantial bargaining and negotiation

A

Collaborating style (our way)

133
Q

It is a style used:
- when both sets of concerns are too important to be compromised
- when insights from different people need to be merged into an overall solution
- when the commitment of both sides is needed for a consensus

A

Collaborating style (our way)

134
Q

It is a style that:
- reflects neither assertiveness nor cooperativeness
- 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 style (no way)

MT6316 (5 decks)

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