chapter 11 Flashcards
(40 cards)
leadership
the ability to influence the actions of others. people displaying leadership can cause others to work toward common goals in social, institutional, and organizational settings. leaders can get others to do things that they wouldn’t otherwise do
management
the maintenance of orderly work systems, through such functions as planning, organizing, implementing, communicating, controlling, and evaluating
planning
one of a manger’s key functions, which may involve (in the short-term) deciding what needs to be done, where it will be done, who will assume responsibility for doing it, the time frame within which the work will be done, how required tasks will be performed, and which resources will be needed to complete them. in the long term, planning requires managers to ask questions about the general direction to be taken by the organization, future needs, resource development, and financial matters
organizing
a process of providing structure within which to implement plans
implementation
one of a manager’s key functions, in that he or she must delegate tasks, is to assign necessary responsibilities and convey practical instruction to get plans moving in the right direction. implementation requires managers to function as consultants and guides
communicate
it is by means of communication that managers assign work, correct performance, negotiate differences, present ideas, and confront non-productive behaviour
control
a manager must ensure that goals and plans are achieved and that quality is maintained
evaluate
a manager must determine whether goals are being met and whether performance is adequate, and take corrective action when they are not
managerial functions
the responsibilities of a manager (i.e., planning, organizing, implementing, communicating, controlling and evaluating) that are inherent in the work, rather than being inherent in the person
managerial skills
those human relations skills necessary to effective management
trait leadership theory
the theory that leaders are born, not made,and that they possess certain distinctive physical and psychological characteristics that contribute largely to their leadership effectiveness
supervisory ability
effective leaders complete tasks through others. they are able to perform management functions well
need for occupational achievement
good leaders typically seek responsibility. they are motivated to work hard and succeed
intelligence
leadership trait characterized by good judgment as well a sound thinking and reasoning abilities
decisiveness
good problem-solving skills and competence in decision making
self-assurance
the confidence that one is able to cope with problems and display self-confidence to others
intiative
good leaders tend to be self-starters. they work with a minimum of supervision
behavioural leadership
a management theory based on psychological assumptions about human behaviour
theory X
the traditional autocratic approach to leadership that assumes people have an inherent or natural dislike of work and will avoid it if they can
theory Y
the participative approach to leadership that assumes mental and physical work are as natural as play, given favourable conditions, and that people will exercise personal initiative and self-control when there is commitment to organizational or institutional goals
traditional autocratic approach
the theory X approach to leadership, according to McGregor, in which the leader assumes “mediocrity of the masses”
paternalistic attitude
authoritarian control displayed by individuals who take the theory X (traditional autocratic approach) to managerial leadership
three-factor theory
recognizing that most leaders probably operate on principles falling somewhere between theory x and theory y, reobrt tannenbaum and warren schmidt developed this ______-__________ leadership continuum model identifying five points between the two extremes. according to this theory, manager factors, subordinate factors and situation factors determine whether autocratic leadership, participative leadership or something in between is most effective
the michigan studies
leadership research don by Rensis Likert, focusing on job-centred versus employee-centred management
