Leadership Management And Decision Making

Question 1

Define leadership

Answer 1

Includes the functions of ruling, guiding and inspiring other people within an organisation in per suit of inspiring other people within an organisation in per suit of agreed objectives

Question 2

Define management

Answer 2

Is the planning organising directing and controlling of all or part of a business enterprise

Question 3

What do managers do ?

Answer 3

Planning
Organising
Directing(leading)
Controlling

Question 4

Describe planning

Answer 4

Involves looking to the future and is the foundation of the other 3 functions
Where is the company currently? Where would it like to be? Allow managers to then make decisions

Question 6

What does planning involve?

Answer 6

Planning involves
Setting objectives/targets - could be profit or social targets
Gathering information for forecasts of costs, revenues, or competitor information - may reveal a gap in the market etc.
iii.
Creating plans for functional areas such as finance or HR - should help the business achieve overall objectives iv. Estimating resources needs

Question 7

Describe organising

Answer 7

1. Involves assembling the resources needed to carry out the actions decided
2. May involve acquiring land, funding and recruitment of staff for example - using the minimum of resources required

Question 8

Describe directing (leading )

Answer 8

1. To influence and oversee the behaviour of staff to achieve company goal as well as providing assistance
2. Motivation - employees that are highly motivated will perform better and thus help achieve objectives. A range of financial and non-financial methods can be used
3. Communication - Effective communication helps achieve high levels of productivity and encourages employees to use their initiative etc.

Question 9

Describe controlling

Answer 9

Involves setting standards and both reviewing and reporting on performance b.
C.
Compare objectives and performance to determine corrective or preventive action
Reviewing and reflection is an important part of a managers role

Question 10

How do managers report on progress?

Answer 10

Financial reports - including sales, revenues and profits - often a legal requirement ii. Employee performance - information on productivity, absenteeism or training
costs
iii.
Social performance - in terms of behaving ethically, minimising pollution and creating jobs

Question 11

Describe mintzbergs roles of management

Answer 11

In 1990 Henry Mintzberg set out the ten roles performed by managers within businesses that can be placed into 3 categories
(need to know which roles fits in which category)

Question 12

What are the roles in interpersonal management ?

Answer 12

Figurehead
Leader
Liason

Question 13

What role is in informational management ?

Answer 13

Monitor
Disseminator
Spokesperson

Question 14

What role is in decisional management ?

Answer 14

Entrepreneur
Disturbance handler
Resource allocator
Negotiator

Question 15

Describe figureheads

Answer 15

Figureheads - represent their colleagues, carry out social, ceremonial, legal responsibilities and have authority

Question 16

Describe leader in interpersonal management

Answer 16

Leader - creates and maintains an effective environment. NMotivates, develops and manages performance of staff

Question 17

Describe liaison in interpersonal management

Answer 17

Liaison - communicating with internal and external contacts to network and gather information

Question 18

What does interpersonal management involve ?

Answer 18

Managing through other people

Question 19

What does informational management involve ?

Answer 19

Involves processing information

Question 20

Describe monitor in informational management

Answer 20

Monitor - searching for internal/external relevant info, looking for changes in the business environment, looking after your teams welfare and performance
*

Question 21

Describe dissemination in informational management

Answer 21

Disseminator - a communication role - passing valuable information to others in the business

Question 22

Describe spokesperson in informational management

Answer 22

• Spokesperson - representing and speaking for the organisation to people outside of it

Question 23

What does decisional management involve ?

Answer 23

Using information to take decision

Question 24

Describe entrepreneur in decisional management

Answer 24

Entrepreneur - planning and initiating change

Question 25

Describe disturbance handler in decisional management ?

Answer 25

Disturbance handler - dealing with unexpected events, attempting to contro! and resolve disputes

Question 26

Describe resource allocator in decisional management

Answer 26

Resource allocator - deciding on the best use of the organisations resources

Question 27

Describe negotiator in decisional management

Answer 27

Negotiator - engaging in important negotiations inside and outside of the business

Question 28

How do managers take focus away from long term planning ?

Answer 28

Managers focus on short term immediate issues - takes their focus away from long term planning

Question 29

What is leadership often taken to represent?

Answer 29

* Getting others to follow * The use of authority in decision-making * A personal characteristic * An ability to achieve effective performance in others

Question 30

What is a general interpretation of leadership?

Answer 30

A relationship through which one person influences the behaviour or actions of other people

Question 31

What is the traditional view of leadership?

Answer 31

(Autocratic) * Command & Control * Decision-making - centralisation

Question 32

What is a more modern view of decking making ?

Answer 32

More democratic style Inspiration Creating a vision Building effective teams

Question 34

Why has the leadership become particularly important in modern business ?

Answer 34

Changing organisational structures: This has resulted in a flatter and wider structure which has meant greater delegation. There has been greater use of teamwork through matrix structures and greater focus on quality assurance methods such as kaizen and total quality management. There is also a greater emphasis placed on the coaching and support of others through empowerment * Rapid environmental change in the external environment has meant that change is a constant feature of business life and soft skills of leadership anagement has become increasingly important

Question 35

How can leadership be exercised ?

Answer 35

leadership can be exercised by people at different levels of the organisational hierarchy.

Question 36

What do all leaders have ?

Answer 36

Legitimate power- they are in a position of authority over the employee I.e they are rhe ceo or line manager Reward power- by doing as the leader says you are more likely to receive some kind of reward eg bonus Coercive power- if you don’t do what’s said you get a punishment eg demotion

Question 37

What do the best leaders have excluding the other characteristics!

Answer 37

Referent power-you follow them because you respect them as a person and admire their personal qualities Expertise power- you follow them because they are experienced and expert in what they don

Question 38

Why is the trait theory not rhe best to identify who’s a good leader?

Answer 38

There are no set characteristics needed

Question 39

What are the characteristics of a good leader?

Answer 39

Responsible Collaborative Innovative Experienced Confident

Question 40

What are behavioural theories?

Answer 40

Focus on how an individual behaves in a management or leadership role (more accepted as a way of identifying good leaders)

Question 41

Define consideration (soft hrm)

Answer 41

Focuses on the well being of subordinates . They are encouraging good listener’s approachable and reward good performance -may not complete tasks effectively

Question 42

Define initiating structure (hard hrm)

Answer 42

Focuses on defining and planning work. They allocate tasks inform subordinates and monitors progress work gets done but workers may not feel valued

Question 43

Describe the tannenbaum and schmidt continuum

Answer 43

A “continuum" of leadership behaviour Continuum represents a range of action related to the: Use of authority used by the manager Area of freedom available for subordinates

Question 44

How is the continuum identified ?

Answer 44

Four main leadership styles Tells =Manager identifies problems, makes decision and announces to subordinates; expects implementation (assumes compliance) Sells= manager still makes decisions but attempts to overcome resistance through discussion and persuasion (have to convince it’s right decision to get people on board) Consults =Manager identifies problem and presents it to the group. Listens to advice and suggestions before making a decision (lIstened to but leader make decision) Joins =Manager defines the problem and passes on the solving & decision-making to the group (which manager is part of (team make decision)

Question 45

Which of the four main styles of leadership would herzberg and Taylor prefer ?

Answer 45

Taylor- tells and sells Herzberg-consults and joins

Question 46

What are the characteristics of authoritarian leadership?

Answer 46

Power control and decision-making are retained at the top of an organisation and communication with the rest of the workforce tends to be one way and top down. Authoritarian leader leadership is also known as autocratic leadership They give out orders rather than consulting the workforce or delegating responsibility further down the hierarchy they usually employ formal systems of strict controls

Question 47

Why might an authoritarian style of management happen?

Answer 47

This style of management and leadership may happen because leaders have little confidence in the ability of their staff because leaders are simply unable to or prefer not to relinquish power and control It may however reflect significant pressures on an organisation the force leaders to make rapid difficult decisions in emergencies. Authoritarian approaches may be the most effective quick decisions.

Question 48

What are the drawbacks of an authoritarian leadership?

Answer 48

It can cause frustration and resentment because the system is so dependent on the leader and because of the non-participation of workers in the decision making process

Question 49

What does authoritarian leadership reflect ?

Answer 49

Taylor scientific

Question 50

Describe characteristics of paternalistic management

Answer 50

Paternalistic management and leadership is a management and leadership style in which employees are consulted but decision-making remains firmly at the top Leader decide what’s best for their employees Workforce is treated as a family – close supervision Best interest of employees – workers recognise leaders as trying to support their needs Leaders are likely to explain their reasons for their decisions and may sort staff before making them but delegation is unlikely to be encouraged

Question 51

What type of management style is paternalistic management?

Answer 51

This is really a type of authoritarian management in leadership style but with leaders trying to look after what they perceive to be the needs of the subordinate

Question 52

What are leaders in a paternalistic management likely to do unlike an authoritarian management?

Answer 52

Leaders are likely to explain the reasons for their decisions and may consult staff before making them and Mike an authoritarian management. However similar to one delegation is unlikely to be encouraged.

Question 53

What type of leadership does paternalistic management reflect?

Answer 53

Maslow’s hierarchy of human needs

Question 54

Describe a democratic management and leadership

Answer 54

Democratic management and leadership is a management and leadership style involving to a communication and considerable delegation

Question 55

What are the characteristics of a democratic management in leadership?

Answer 55

It provides opportunities for the workforce to be fully involved in the decision-making process Democratic leader does not only delegate but also consult or there’s about their views and take these into account before making a decision Delegation is encouraged

Question 56

What are the advantages of a democratic management and leadership?

Answer 56

The major advantage of a democratic leadership is that the participation of workers in decision-making allows input from people with relevant skills and knowledge, which may lead to improve morale and better quality decisions.

Question 57

What are the main disadvantages of a democratic leadership and management?

Answer 57

The decision making process might be slower because of the need to consult and disclose and there might be concern as to wear power lies and whether loss of management control is a danger

Question 58

What is this democratic leadership related to?

Answer 58

Maslow’s high-level needs and Herzberg’s motivators

Question 59

What is a laissez faire management and leadership technique?

Answer 59

Laissez faire Management and leadership is a management and leadership style abdicate responsibility essentially takes a hands off approach

Question 60

What are the characteristics of a laissez faire approach?

Answer 60

It’s an approach where the leader has minimal input in the decision-making process and essentially leaves the running of the business to the staff Delegation occurs in the sense of decisions are left to people lower down the hierarchy but such delegation may lack focus and coordination

Question 61

When may a laissez faire technique arise.

Answer 61

This time may arise as a result of poor or weak leadership and a failure to provide the framework necessary for a successful democratic approach

Question 62

Why might some organisations use laissez faire ?

Answer 62

in some organisations that may be a conscious decision to give staff the maximum scope to use their initiative and demonstrate their capabilities how effective it is depends on the staff themselves – some may love the freedom to use their initiative to be creative while others may hate the unstructured natures of their job

Question 63

When can a laissez faire management be successful?

Answer 63

This can be an effective style when employees are high skilled experience and educated when they take pride in their work and I have the drive to do it successfully on their own

Question 64

When can a laissez faire management be unsuccessful?

Answer 64

This style is less effective when it makes employees feel insecure when leaders fail to provide regular feedback to employees on how well they are doing and when leaders themselves do not understand their responsibilities and are hoping that employees can cover up for them

Question 65

Why is there been a shift away from an autocratic leadership in the UK?

Answer 65

Changes in societies values better educated workforce focus on need for soft HR skills changing workplace organisation greater workplace legislation pressure for greater employee involvement

Question 66

What are the influences on styles of management

Answer 66

Tradition on history of the business – John Lewis has a history of revolving staff in decision-making The type of labour force – highly trained, skilled and educated employees to a democratic leadership style as they can contribute and bring ideas in other scenarios an autocratic approach may be required The nature of the task and the time scale – urgent task may hold a task focus or autocratic approach whereas other longer-term tasks may need a laissez faire style. Good managers can be versatile. The personality of the manager or leader – confident people in good communicator may be democratic whereas decisive people with a strong vision are more autocratic