(2) Lesson 4: Directing and Supervising Flashcards
(131 cards)
1
Q
Ways and means to encourage all personnel to accomplish all assignments and goals in the most efficient manner
A
Directing
2
Q
Overseeing the work of subordinates by their superiors through watching and directing work and workers
A
Supervision
3
Q
General principles of directing:
Must be written ___, ___, ___, and ___
A
Comprehensive
Current
Clearly stated
Reinforced by discussion and example
4
Q
General principles of supervision:
Entails ___ in assuming that policies and procedures are ___
A
responsibility
followed
5
Q
Identify if directing or supervising:
Wide
A
Directing
6
Q
Identify if directing or supervising:
Narrow
A
Supervising
7
Q
Identify if directing or supervising:
Include motivation, communication, supervision, training, & leadership
A
Directing
8
Q
Identify if directing or supervising:
Generally at top level
A
Directing
9
Q
Intermediate link between the workers and management
A
Supervision
10
Q
Identify if directing or supervising:
Formulates policies and takes important decision
A
Directing
11
Q
Identify if directing or supervising:
Financial & non-financial incentives
A
Directing
12
Q
Identify if directing or supervising:
Leads the efforts of medium and lower level executives
A
Directing
13
Q
Identify if directing or supervising:
Only one of the elements of direction
A
Supervising
14
Q
Identify if directing or supervising:
Restricted to the lower level management
A
Supervising
15
Q
Identify if directing or supervising:
Has to deal, guide, and lead workers directly under his commands
A
Supervising
16
Q
Identify if directing or supervising:
Cannot provide incentives but can only recommend rewards in special cases
A
Supervising
17
Q
Identify if directing or supervising:
Efforts of employee under his commands
A
Supervising
18
Q
Identify the type of leadership:
Transcends self-interest to serve others, the organization, and society
A
Servant
19
Q
Identify the type of leadership:
For the fulfillment of their subordinates’ goals and needs
A
Servant
20
Q
Identify the type of leadership:
Realization of the larger purpose or mission of their organization
A
Servant
21
Q
Identify the type of leadership:
Give things away - power, ideas, information, recognition, credit for accomplishments, even money
A
Servant
22
Q
Identify the type of leadership:
Refers to 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
23
Q
To be ___ means being real, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do
A
Authentic
24
Q
Identify the type of leadership:
Inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders
A
Authentic
25
Components of Authentic Leadership
*Pursues purpose with passion
*Leads with the heart as well as the head
*Demonstrates self-discipline
*Practices solid values
*Connects with others
26
Identify the type of leadership:
Means that the leader favor a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority
Interactive
27
Identify the type of leadership:
Characterized by values such as inclusion, collaboration, relationship building, and caring
Interactive
28
T/F: although interactive leadership is associated with women's style of leading, men are more effective interactive leaders
F (men and women can be effective interactive leaders)
29
Referred to as a "fire that ignites followers" energy and commitment, producing results above and beyond the call of duty
Charisma
30
The ___ leader has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice
Charismatic
31
Identify the type of leadership:
Followers are willing to put aside their own interests for the sake of the team, department, or organization
Charismatic
32
Identify the type of leadership:
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
Charismatic
33
Identify the type of leadership:
Similar to charismatic leader, but 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
Transformational
34
Identify the type of leadership:
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
Transformational
35
Identify the type of leadership:
Create significant change in both followers and the organization
Transformational
36
Identify the type of leadership:
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
Transformational
37
Identify the type of leadership:
Do not rely solely on tangible rules and incentives to control specific transactions with followers
Transformational
38
Identify the type of leadership:
Focus on intangible qualities, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and fine common ground to enlist followers in the change process
Transformational
39
Identify the type of leadership:
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
Transactional
40
The transactional leader's ability to satisfy subordinates may ___ ___
Improve productivity
41
Transactional leaders excel at ___ functions
Management
42
Identify the type of leadership:
Hardworking, tolerant, and fair-minded; they take pride in keeping things running smoothly and efficiently
Transactional
43
Identify the type of leadership:
Often stress the impersonal aspects of performance, such as plans, schedules, and budgets
Transactional
44
Identify the type of leadership:
Have a sense of commitment to the organization and conform to organizational norms and values
Transactional
45
T/F:
(1) transactional leadership is important to all organization;
(2) leading change has the same approach
T
F (different approach)
46
Characteristics of a leader
1. drive and passion
2. power motive
3. self-confidence combined with humility
4. trustworthy and honesty
5. good intellectual ability, knowledge, and technical competence
6. optimism and positivity
7. likeable
8. discipline
9. emotional intelligence
10. good listener
47
Characteristic of a leader:
Strong desire to control others & resources
Power motive
48
Characteristic of a leader:
Aggressive to dominate in a certain field
Power motive
49
Characteristic of a leader:
Inner perception of one's ability to fulfill goal
Self-confidence
50
Self-confidence is built through ___
experience
51
Characteristic of a leader:
Primary leadership attributes
Trustworthy and honesty
52
Characteristic of a leader:
Face challenges with energy and positivity
Optimism and positivity
53
Characteristic of a leader:
Not only seek to be respected
Likeable
54
Characteristic of a leader:
Ability to understand emotions, manage, and other people
Emotional intelligence
55
Identify the type of leadership:
A leader who centralized authority, dictates work methods, makes unilateral decisions, and limits employee participation
Autocratic
56
T/F: one of the strengths of autocratic style is that numerous people is of authority and decisions will be quick and similar, which can turn project an image of a confident and well-managed business
F (one person of authority)
57
Weaknesses of autocratic style (2)
1. subordinates may become dependent upon the leaders and supervision may be needed
2. this style can decrease motivation and increase staff turnover
58
Staff turnover means ___
resignation
59
Identify the type of leadership:
Involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees
Democratic
60
Identify the type of leadership:
This style can be particularly useful when complex decisions need to be made that require a range of specialist skills
Democratic
61
T/F: one of the strengths of the democratic style is that from the overall business' point of view, job satisfaction and quality of work will improve
T
62
The weakness of democratic leadership style is that the decision-making process is severely ___ ___, and the need of consensus may avoid taking the '___' decision for the business
Slow down
Best
63
Identify the type of leadership:
The leader delegates much authority to employees
Laissez-faire
64
Identify the type of leadership:
The leader's role is peripheral and staff manage their own areas of business
Laissez-faire
65
Laissez-faire means ___
Free-rein
66
Strength of Laissez-faire:
brings out the ___ in ___ ___ and creative groups of employees
Best
Highly professional
67
T/F: in Laissez-faire, one of the weaknesses is that the leader evades the duties of management and coordinated delegations occur
F (uncoordinated delegations)
68
One of the weaknesses of Laissez-faire is that it leads to lack of ___ and ___, which leads to much ___ and ___ company image
Staff focus
Sense of direction
Dissatisfaction
Poor
69
Identify if leadership responsibility or laboratory methods:
To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals.
Leadership responsibility
70
Identify if leadership responsibility or laboratory methods:
To effectively communicate these plans to all personnel
Leadership responsibility
71
Identify if leadership responsibility or laboratory methods:
To provide efficient means for assuring compliance with policies and procedures
Leadership responsibility
72
Identify if leadership responsibility or laboratory methods:
To encourage free flow and exchange of ideas through all levels of the organization
Leadership responsibility
73
Identify if leadership responsibility or laboratory methods:
To assure an awareness by all personnel of current trends and practices in the delivery of hospital laboratory services
Leadership responsibility
74
Identify if leadership responsibility or laboratory methods:
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
Leadership responsibility
75
Identify if leadership responsibility or laboratory methods:
To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual
Laboratory methods
76
Identify if leadership responsibility or laboratory methods:
To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures
Laboratory methods
77
Identify if leadership responsibility or laboratory methods:
To delegate the responsibility for efficiently monitoring compliance with policies and procedures
Laboratory methods
78
Identify if leadership responsibility or laboratory methods:
To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services
Laboratory methods
79
Identify if leadership responsibility or laboratory methods:
To fully support and generously budget for a meaningful laboratory continuing program.
Laboratory methods
80
Identify if leadership responsibility or laboratory methods:
To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting that call for laboratory representation
Laboratory methods
81
Leadership/Managerial grid classification:
Leaders are concern for the feelings, needs, personal interest, problems, and well-being of follower
Concern for people
82
Leadership/Managerial grid classification:
Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards
Concern for production
83
Identify: Leaders/Managers:
Rational
Manager
84
Identify: Leaders/Managers:
Maintains stability
Manager
85
Identify: Leaders/Managers:
Assigns tasks
Manager
85
Identify: Leaders/Managers:
Organizes
Manager
86
Identify: Leaders/Managers:
Analyzes
Manager
87
Identify: Leaders/Managers:
Position power
Manager
88
Identify: Leaders/Managers:
Visionary
Leader
89
Identify: Leaders/Managers:
Promotes change
Leader
90
Identify: Leaders/Managers:
Defines purpose
Leader
91
Identify: Leaders/Managers:
Nurtures
Leader
92
Identify: Leaders/Managers:
Innovates
Leader
93
Identify: Leaders/Managers:
Personal power
Leader
94
Identify: Leaders/Managers:
Focus on the organization
Manager
95
Identify: Leaders/Managers:
Focus on people
Leader
96
A group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies
Virtual team
97
T/F: A virtual team can be local, national, or global, with members coming from one firm or many.
T
98
Team development in supervising/directing (identify the stage):
A period of orientation and getting acquainted
Forming stage
99
Team development in supervising/directing (identify the stage):
Members break the ice and test one another for friendship possibilities and task orientation
Forming stage
100
Team development in supervising/directing (identify the stage):
Uncertainty is high during this stage, and members usually accept what- ever power or authority is offered by either formal or informal leaders
Forming stage
101
Team development in supervising/directing (identify the stage):
The stage where individual personalities emerge
Storming stage
102
Team development in supervising/directing (identify the stage):
People become more assertive in clarifying their roles and what is expected of them
Storming stage
103
Team development in supervising/directing (identify the stage):
This stage is marked by conflict and disagreement
Storming stage
104
Team development in supervising/directing (identify the stage):
People may disagree over their perceptions of the team’s goals or how to achieve them
Storming stage
105
Team development in supervising/directing (identify the stage):
members may jockey for position, and coalitions or subgroups based on common interests may form
Storming stage
106
Team development in supervising/directing (identify the stage):
Conflict is resolved and team harmony and unity emerge
Norming stage
107
Team development in supervising/directing (identify the stage):
Consensus develops on who has the power, who the leaders are, and what the various members’ roles are
Norming stage
108
Team development in supervising/directing (identify the stage):
Members come to accept and understand one another
Norming stage
109
Team development in supervising/directing (identify the stage):
Differences are resolved, and members develop a sense of team cohesion
Norming stage
110
Team development in supervising/directing (identify the stage):
Team leader should emphasize unity within the team and help to clarify team norms and values.
Norming stage
111
Team development in supervising/directing (identify the stage):
The major emphasis is on problem solving and accomplishing the assigned tasks
Performing stage
112
Team development in supervising/directing (identify the stage):
Members are committed to the team’s mission
Performing stage
113
Team development in supervising/directing (identify the stage):
They are coordinated with one another and handle disagreements in a mature way
Performing stage
114
Team development in supervising/directing (identify the stage):
They confront and resolve problems in the interest of task accomplishment
Performing stage
115
Team development in supervising/directing (identify the stage):
They interact frequently and direct their discussions and influence toward achieving team goals
Performing stage
116
Team development in supervising/directing (identify the stage):
Occurs in committees and teams that have a limited task to perform and are disbanded afterward
Adjourning stage
117
Team development in supervising/directing (identify the stage):
The emphasis is on wrapping up and gearing down
Adjourning stage
118
Team development in supervising/directing (identify the stage):
Task performance is no longer a top priority
Adjourning stage
119
Team development in supervising/directing (identify the stage):
Members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding
Adjourning stage
120
Model of handling conflict in directing/supervising:
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
Dominating style (my way)
121
Model of handling conflict in directing/supervising:
Reflects a moderate amount of both assertiveness and cooperativeness
Compromising style (halfway)
122
Model of handling conflict in directing/supervising:
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
Compromising style (halfway)
123
Model of handling conflict in directing/supervising:
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
Accommodating style (your way)
124
Model of handling conflict in directing/supervising:
Reflects a high degree of both assertiveness and cooperativeness
Collaborating style (our way)
125
Model of handling conflict in directing/supervising:
Enables both parties to win, although it may require substantial bargaining and negotiation
Collaborating style (our way)
126
Model of handling conflict in directing/supervising:
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
Collaborating style (our way)
127
Model of handling conflict in directing/supervising:
Reflects neither assertiveness nor cooperativeness
Avoiding style (no way)
128
Model of handling conflict in directing/supervising:
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.
Avoiding style (no way)
129
Almost complete lack of ego
Humble
130
Fierce resolve to do what is best
Will
