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CIMA E2 > Chapter 4 > Flashcards

Chapter 4 Flashcards

Management and Leadership - Part 1

1
Q

What is management?

A

Management is the coordination of efforts of people to accomplish goals and objectives, efficiently and effectively using available resources.

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2
Q

What are the 5 management functions according to Henri Fayol?

A
  1. Planning and forecasting
  2. Organising
  3. Commanding
  4. Coordinating
  5. Controlling
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3
Q

Management function:
Planning and forecasting

A

Involves the process of defining goals, establishing strategies for achieving these goals, forecasting results and developing plans to integrate and coordinate activities.

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4
Q

Management function:
Organising

A

Managers are responsible for arranging work to accomplish the organisation’s goals

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5
Q

Management function:
Commanding

A

Once tasks are set out and organised, staff then need to be told what those tasks are and when they have to do them.
Sometimes also called communicating

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6
Q

Management function:
Coordinating

A

The activities of all staff need to be coordinated to ensure everyone is working well together and toward the same objectives. Coordination is particularly relevant in team working.

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7
Q

Management function:
Controlling

A

This involves monitoring actual performance, comparing actual to standard and taking action.

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8
Q

What are the three groups roles are split into according to Henry Mintzberg?

A
  • Interpersonal
  • Informational
  • Decisional
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9
Q

Henry Mintzberg’s management roles
What are the 3 management roles under Interpersonal?

A

Figurehead - taking social, legal and ceremonial responsibility for what’s going on.
Leader - leading the staff, department or organisation working under them.
Liasion - Making and maintaining relationships with contacts inside and outside of the organisational hierarchy.

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10
Q

Henry Mintzberg’s management roles
What are the 3 management roles under Informational?

A

Monitor - collecting information for better understanding.
Disseminator - distributing information to those who need it.
Spokesperson - Communicating information.

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11
Q

Henry Mintzberg’s management roles
What are the 4 management roles under Decisional?

A

Entrepreneur - identifying opportunities or problem areas for improvement.
Disturbance handler - handling external pressures that the department has no control over.
Resource allocator - deciding what to prioritise
Negotiator - representing the business and its interests when negotiating with others.

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12
Q

What is leadership?

A

Leadership is the social influence where one person can enlist the aid and support of others in the accomplishment of a common task. It’s about inspiring people and the creation of the vision that motivates

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13
Q

What are Fayol’s 14 principles for successful management within organisations

A
  1. Division of work
  2. Authority and responsibility
  3. Leadership
  4. Unity of direction
  5. Unity of command
  6. Remuneration
  7. Centralisation
  8. Scalar chain
  9. Order
  10. Equity
  11. Subordination of individual interests
  12. Stability of tenure of personnel
  13. Initiative
  14. Esprit de corps (group spirit)
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14
Q

French and Raven: Sources of Power
5 sources

A

Coercive
Reward
Expert
Referent
Legitimate

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15
Q

French & Raven’s five bases of power:
Legitimate Power

A

Comes from a person’s role position or title.

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16
Q

French & Raven’s five bases of power:
Referent Power

A

Personal charisma and a strong, motivating personality.
Inspiring people through the power of who they are.

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17
Q

French & Raven’s five bases of power:
Expert Power

A

Expert power is the ability to influence through superior knowledge and expertise.

18
Q

French & Raven’s five bases of power:
Reward Power

A

The ability to influence pay and promotion gives individuals the power to exert influence.

19
Q

French & Raven’s five bases of power:
Coercive Power

A

Coercive power can come though physical threat or presence.

20
Q

The Three Types of Legitimate Rule
Three ideal types of authority

A
  1. Charismatic authority
  2. Traditional authority
  3. Rational-legal authority
21
Q

4 methods of delegating

A
  • Consultation
  • Explanation
  • Custom and practice
  • Abdication
22
Q

According to Koontz and O’Donnell, what must managers do when delegating?

A
  • Define the limits of the authority
  • Ensure the subordinate is competent enough
  • Allow the subordinate to exercise the authority
23
Q

What are the 4 common trait theories?

A
  • Intelligence
  • Initiative
  • Self-assurance
  • The helicopter factor
24
Q

What’s the difference between McGregor’s Theory X and Theory Y managers?

A

Theory X managers make assumptions about employees:
They must be supervised
Respect authority
Money is the only motivator
Workers don’t want to be involved
Workers wish to remain faceless
Workers have little ambition
Theory X managers are likely to be autocratic managers who are task setters, controlling and dictating operations.

Theory Y managers believe:
Employees seek more than financial satisfaction from their jobs
Are ambitious and willing to be trained, they want to contribute.
Are more efficient if given autonomy
Want to contribute
Theory Y managers are likely to create an open structure.

25
Q

Which 2 criteria do Blake and Mouton use to base their leadership styles?

A
  • Concern for task (or production) being achieved
  • Concern for people
26
Q

What are Blake and Mouton’s 5 leadership styles?

A
  • Country club style
  • Team style
  • Middle-of-the-road style
  • Impoverished style
  • ‘Produce or perish’ style
27
Q

Likert’s 4 styles of management

A
  1. Exploitative authoritative
  2. Benevolent authoritative
  3. Consultative
  4. Participative
28
Q

Likert’s 4 styles of management
What is exploitative authoritative?

A

Where a manager makes a decision and enforces it. Useful when there’s not much time and the task needs to take place immediately without debate.
Also useful when the manager is an expert.

29
Q

Likert’s 4 styles of management
What is Benevolent authoritative?

A

Benevolent authoritative is where a manager makes a decision and sells it to staff. Can help staff develop their own skills through greater understanding.

30
Q

Likert’s 4 styles of management
What is Consultative?

A

Consultative is where a manager asks for suggestions on an outcome, but makes the final decision.

31
Q

Likert’s 4 styles of management
What is Participative?

A

Participative is where staff participate in decisions and are given flexibility to make their own decisions.

32
Q

What are Kurt Lewin’s 3 management styles

A
  • Authoritarian
  • Democratic
  • Laissez-faire
33
Q

What is an Authoritarian management style?

A

This is where the leader takes complete control of the task and anyone assigned to it. They have single authority and won’t seek participation with decision-making.

34
Q

What is a Democratic management style?

A

A democratic approach is a participative style where members of the group are consulted by the leader in the decision-making process.

35
Q

What is a Laissez-faire management style?

A

This translates as ‘leave alone’ and is a hands off style. The leader only provides input when its needed.

36
Q

What does the Tannenbaum and Schmidt Continuum model show?

A

The relationship between freedom and control exerted by the manager.

37
Q

What’s the difference between transactional and transformational leadership?

A

Transactional leadership is reactive, based on compliance, process and structure.
Transactional leadership is proactive, built around a vision.

38
Q

Transactional leaders

A
  • Tend to rely on traditional methods of reward and punishment as motivational tools.
  • Exchange effort for reward as a method of motivation.
  • Reactive to issues and deals with them as they arise.
  • Set goals and objectives for employees
  • Leadership effectiveness depends on the power of the leader
  • Manages change using technical knowledge
39
Q

Transformational leaders

A
  • Are more likely to tailor feedback, motivation and punishment to the individual situation or person.
  • Employees are more likely to be motivated by their appreciation for the leader than by an effort/reward exchange.
  • Pre-emptive of issues and deals with them before they arise
  • Inspire employees to motivate themselves and solve problems
  • Leadership effectiveness depends on the emotional bond between the leader and employees
  • Manages change by engaging employees in the change
40
Q

Key elements requited to make disruptive leadership effective

A

Shared purpose - clear objectives that everyone agrees with and knows what they’re working towards.
Social support - the team support each other, and to avoid disputes and disruption.
Voice - team members having an input. Everyone feels part of the process.
Time - As time progresses, the situation changes.

CIMA E2 (5 decks)

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