Chapter 17

Question 1

Leadership

Answer 1

Leadership is an influencing position whereby inspiring others to achieve a common goal.

Question 2

Management

Answer 2

Managers within an organisation ensure their specific area of objectives are met via the authority given to them within an organisation. Leaders and management are different because management may not be able to inspire others in the way a leader can

Question 3

Supervision

Answer 3

Supervisors are lower level management who not only ensure that their objectives are met but also act as a communicator between management and employees. Supervisors also act as a technical or operational expert within the organisation to ensure that the employees are supported and are on hand for any issues

Question 4

Authority

Answer 4

Is the right to do things

Question 5

Responsibility

Answer 5

Is an obligation placed on a person who occupies a certain position

Question 6

Accountability

Answer 6

Is the need for individuals to explain and justify any failure to fulfil their responsibilities to their superiors in the hierarchy

Question 7

Power

Answer 7

The ability to exert an influence over persons or situation

Question 8

Delegation

Answer 8

Is the act by which person or groups of persons possessing authority transfers part of that authority to a subordinate person or group

Question 9

3 main sources of authority

Answer 9

Formal - where the organisation bestows the authority upon the individual by means of their job title and the reporting relationships specified

Technical - where the authority arises due to personal skills or special knowledge or training; here, the authority exists only within the scope of that special knowledge or skill

Personal, informal - this authority is not recognised in any organisation charts. It exists because, without regard to the position they hold, the person is accepted as being particularly respected, or an elder citizen or is simply popular and recognised by colleagues as being efficient.

Question 10

French and Raven five types of power

Answer 10

Reward power
This kind of power is able to reward someone else for following instructions or requirements. For example, a manager may be able to reward someone for meeting a target.

Coercive power
This kind of power means that someone is able to punish someone else for not following instructions

Expert power
This kind of power is an influential power and others regard this person as being an expert on something.

Referent power
This kind of power occurs when someone looks up to the person and often they want to imitate the power holder.

Legitimate power
This power comes from an authoritative position within an organisation and is acting in accordance with that role.

Question 11

Fayol five main functions of management

Answer 11

Planning - objective setting and evaluation

Organising - dividing workloads, ensure necessary skills were had and appoint relevant people to carry them out

Commanding - giving instructions to employees to carry out tasks and delegating authority to ensure they can also command others

Co-ordinating - ensure everyone was working towards the same objectives

Controlling - Setting targets and measuring outcomes

Question 12

Henri Fayol

Answer 12

Believed that a manager obtained the best performance from his workforce by leadership qualities, by his knowledge of the business and his workers, and by his ability to instil a sense of mission

Question 13

Taylor’s four principles of scientific management

Answer 13

A science of work to replace old methods - the best way of doing a job

Scientific selection and development of the worker

Ensure work being done is in accordance with the principles of scientific management

Equal division of work and responsibilities between workers and management

Question 14

Frederick Taylor - scientific management

Answer 14

Main purpose was to maximise efficiency. Taylor suggested that by offering workers more money for being efficient, both the workers and employers would benefit

Question 15

Elton Mayo - human relations school

Answer 15

His view was that the workers performance is dependent upon work satisfaction, the development of personal friendships, the social atmosphere, and the attitudes to work, supervision and working in groups.

Question 16

Drucker - Five basic operations

Answer 16

Set objectives
This operation is about the managers actually deciding on what the objectives should be in order to meet the objectives required. Furthermore this is also about actually communicating these objectives to the employees

Organise
This operation is about the managers analysing what activities need to be performed and what decisions need to be made in order to achieve this. Managers are required to split out the workload and allocate it to appropriate staff

Motivate and communicate
Management should be communicating objectives and inspiring teams to want to carry the objectives out.

Establish yardsticks
Managers should set targets and deadlines to enable analysis and ensure that a project or an objective is being met at various stages.

Develop people
Developing staff members is the key to success and retention of staff. Managers should also be aware that they themselves should also be continuing developing and working towards achieving this.

Question 17

Peter Drucker

Answer 17

Views on management

To fulfil the specific purpose and mission of the organisation

To make work productive and the worker achieving

To manage social impacts and social responsibilities

Question 18

Henry Mintzberg’s 10 management skills - Interpersonal

Answer 18

Figurehead - This is a manager obliged to carry out social, inspirational, legal and celebratory duties

Leader - A leader is an influencer who seeks to encourage teamwork and comradery within an organisation

Liaison - This is a manager who is able to build a network outside of the team who can communicate effectively. Relationships built will be met to ensuring efficiency within the organisation

Question 19

Henry Mintzberg’s 10 management skills - Informational

Answer 19

Monitor - This is a management skill required to interrogate reports and analyse information presented in order to aid decision making

Disseminator - This skill is about communicating information as far as possible and quickly as possible

Spokesperson - This function is about effectively transmitting information to external groups in an effective manner. This includes lobbying to other organisations and to the public

Question 20

Henry Mintzberg’s 10 management skills - Decisional

Answer 20

Entrepreneur - This skill is about constantly looking for problems within the organisation to enable constant and continuing improvements.

Disturbance handler - This skill is looking at managing stresses and pressure to which the department or company has no control over

Resource allocator - This skill is required when resources are required to split among departments, personnel and time

Negotiator - This skill is required when engaging in negotiations with other organisations or staff members

Question 21

Fred Fiedler - contingency theory

Answer 21

Psychologically distant managers - keep separate from subordinates preferring formal methods of communication

Psychologically close managers - prefer informal contacts and like to ensure staff are happy rather than focusing on tasks

Question 22

Warren Bennis - transformational leadership

Answer 22

No rules or right way for leaders. Two kinds of leaders:

Transactional - those that reward followers for loyalty and compliance

Transformational - these kind of leaders see their role as more of an inspirational role and can potentially transform cultures or directions

Question 23

John Kotter - change management

Answer 23

Participation and involvement -
Employees are usually more willing to embrace change if they feel like they are assisting with it

Education and communication-
Informing employees ensures they feel like they are part of the process and enables change

Facilitation and support -
Training and counselling can assist employees with the changes being faced and enable a smooth process

Manipulation and co-operation -
This involves steps to avoid resistance to change by manipulating a situation or communication sent out

Negotiation and agreement -
Negotiating and bargaining with employees may be the compromise needed to get change implemented

Question 24

Ronald Heifetz - mobilisation leadership

Answer 24

Role of leader is to help people face reality and help them to change, sometimes by themselves as Heifetz acknowledged that leaders may not always have the answers.

Heifetz also discussed in his theory that leaders can sometimes just emerge rather than being formally required to be a leader by the organisation

Question 25

John Adair - action-centred leadership

Answer 25

Adair suggests that the most effective style depends upon 3 factors:

Task needs
The leadership function includes setting objectives, planning and allocation of resources, setting standards and control to ensure achievement

Group needs
Team building, being a spokesperson, motivation communication and discipline

Individual needs
These are the needs of each person within the group. Coaching, counselling, motivation and development. The circumstances of each situation affects the prioritisation of meeting needs for each group and the specific nature of needs within each group

Question 26

Blake and mouton’s managerial grid

Answer 26

Blake and Mouton suggest that a mangers concern for people must be matched with his concern for achieving the task.

Impoverished: The manager is lazy showing little interest in staff or the task.

Country club: The manager is attentive to staff needs and has created strong relationships with them but there is little attention to getting the job done

Middle of the road/the Dampened Pendulum: Adequate work output and staff morale

Task Management: Total concentration on the job, people are ignored

Team: High performance manager who achieves high levels of output by leading a committed team. Method of assessing managerial behaviour.

Question 27

Ashridge Management College four management styles

Answer 27

Tells - Autocractic

Sells - Persuasive

Consults - Participative

Joins - Democratic