Leading & Managing Flashcards
CHAPTER 12 (28 cards)
Leadership
Process of influencing others to work willingly towards goal, best of their capabilities
Management (1)
Process of getting activities completed efficiently & effectively, with & through other people
Management (2)
Responsible for using organisation’s resources to meet its goals. Accountable to the owners
Authority
the right to do something
Aspects of managerial authority
- Making decisions within scope of one’s own managerial authority
- Assigning tasks to subordinates
- Expecting & requiring satisfactory performance of these tasks
Ways in which people could acquire legitimate authority
1) Charismatic authority
2) Traditional authority
3) Rational-legal authority
Delegation
Allocate responsibility & authority
Retain OVERALL accountability
Responsibility
obligation to get something done
Accountability
readiness to accept responsibility/liability of a person to discharge duties
Power
ability to do something
5 Functions of management [Henri Fayol] @ Classical approach
- Planning
- Organising
- Commanding
- Co-ordinating
- Controlling
2 key omissions from Henri Fayol’s 5 Function of Management
- Motivating
- Communicating
Principles of F W Taylor : Scientific Management
- Development of true science of work
- Development of workers
- Maximum productivity
- Constant & intimate co-operation between management & workers
- Work study techniques (no variations @ one best way)
- Micro-designed jobs
- Workers paid incentives on basis of acceptance of new method & output norms (pay assumed to be only important motivating force)
Style theories
More flexible view from scientific management
- Project management techniques developed
- Human relations theory
- Focus on managers’ task
Explain Peter Drucker’s Theory
[Style theories of Management]]
Management has 3 basic functions
- Managing business
- Managing managers
- Managing worker & work
5 categories of management
- Setting objectives for organisation
- Organising work
- Motivating employees
- Measurement
- Developing people
What did Peter Drucker emphasis in the function of management
Communication
Explain Mintzberg theory of management
Argue that management is a disjointed, non-systematic activity
3 types of managerial role
1) Interpersonal –> Figurehead, leader, liaison
2) Informational –> Spokesperson, disseminator,monitor
3) Decisional –> Entrepreneur, resource allocator, negotiator
Mintberg’s arguments on classical view of manager
- Managers not always able to be effective, systematic planners
- Managerial work - disjointed & discontinuous
- Managers do have routine duties to perform
- Managers prefer verbal & informal information
- Management can’t be reduced to a science/profession
briefly explain Trait theories of leadership
identify the distinguishing characteristics of successful leaders
Traits of successful leaders
- Intelligence
- Helicopter factor
- Self-assurance
- Intiative
Critism of trait theory of leadership
- Possession of all traits becomes impossible ideal
- too many exceptions
- traits are not well defined & not much use in practise
name Style theories of leadership
i) Ashridge Model
ii) Blake & Mouton’s Managerial Grid
Explain Ashridge Management College Model [Style theories of leadership]
i) Tells
ii) Sells
iii) Consults
iv) Joins (democratic)
- subordinates prefer consults
- most feel being led by tell & sell
- consistency far more important
explain Blake & Mouton’s Managerial Grid [Style theories of leadership]
- 1.1 impoverished = L People L Task
- 1.9 country club = H People L task
- 9.1 task management = L People H task
- 5.5 middle of road/ dampened pendulum = balance
- 9.9 team = H people H task
