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Flashcards in Management And Leadership Deck (30)
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1

What is Autocratic Leadership

Imposing decisions on a group with little of no prior discussions and limited individual choice allowed.

2

What is the Blake Mouton Grid

A graphical portrayal of leaderships styles through a managerial matrix. The matrix shows the type of management style in terms of their concern for people and concern for production

3

What is consultation

A process in which one person or group discover the view of another. After asking for their views the original strategy may be amended

4

Country club leadership

The manager is most concerned about their team members’ needs and feelings assuming that, as long as they are happy and secure, they will work hard.

5

What is a decision tree

A diagram showing options available and the probabilities of various outcome from these decisions

6

What is democratic leadership

This is allowing group discussions to influence the final decision . Leaders mix informally with the subordinates and are known personally .

7

What is expected value and what is the equation

The most oil key financial outcome from a specific strategy adjusted to take into account the different probabilities
Expected value = out come 1 x probability of outcome 1 + outcome 2 x probability of outcome 2

8

Impoverished leadership

With a low regard for creating systems that get the job done, and with little interest in creating a satisfying or motivating team environment.

9

Intuition

The use of a hunch or gut feeling to make decisions

10

What is Laissez-Faire leadership

The leader has minimal input, delegating heavily leaving staff to make necessary decisions

11

What is leadership

People who others naturally follow through in spirit ion and trust. Leaders may not necessarily be managers who have people who have people who work for them, but the best managers are also leaders.

12

Management

The process of controlling people and getting things do via planning, organising controlling and directing

13

Manager-centred leadership

One end of the Tannenbaum Schmidt continuum in which the manger makes decisions and announces it without consultation

14

Middle of the road leadership

The manager tries to balance results and people, but this strategy is not as effective as it may sound. Through continual compromise, they fail to inspire high performance and also fails to meet people’s needs fully. The result is likely to be mediocre performance.

15

What is net gain

The expected benefit from a course of action after all the costs have been paid. It is used in decision tree analysis to work out the likely benefit of the action

16

Probability

The chance of something happening as a fraction or percentage

17

Produce or perish leadership (task manager)

Managers who believe that their team’s needs are always secondary to its productivity. This type of manager is autocratic, has strict work rules, policies and procedures, and can view punishment as an effective way of motivating team members

18

What are resource constraints

The limitations of quantity of quality of labour, materials, time and information and these limits make decision-making harder

19

Risk

The probability of loss on an investment or a return that is less than expected

20

What is scientific decision making

Attempt to make logical decision based on data analysis

21

Stakeholders

Any individual or group that is affected by any business decision e.g customers, workers, shareholders, local residents, creditors

22

What is stakeholder engagement

Involving anyone who has an interest in the business’ decisions via consultation, negotiation or communication

23

Stakeholder power

The level of influence that a stakeholder group has e.g a pension company with a larger shareholding can be an influential stakeholder voice

24

Stakeholder mapping

Plotting the level of interest and power that stakeholders shave on a grid. Thus enables the managers to decide how much it involve and react to various different stakeholders groups.

25

Subordinate-centred leadership

When managers give subordinates great freedom to operate. It is one end of the Tannenbaum Schmidt Continuum.

26

Tannenbaum Schmidt continuum

Shows where a manager’s approach lies on a spectrum, running from the manager exerting rigid authority at one extreme, through to the team having full freedom to act at the other .

27

Team style leadership (team manager)

A leader who is passionate about his work and who does the best he can for the people he works with. Team managers commit to their organisation's goals and mission, motivate the people who report to them and work hard to get people to stretch themselves to deliver great results.

28

what are the stages of the Tannenbaum Schmidt continuum

tell, sell, consults, joins, delegates

29

what are the stages of scientific decision making

set objectives, collect data, analyse data, make a decision, implement decision, review decision

30

what are the four stages of stakeholder mapping

keep satisfied (high power low interest)
monitor (low power low interest)
keep informed (low power high interest)
manage closely (high power high interest)