Managment Flashcards
(25 cards)
Difference between leadership and management
Management - responsible for planning, organising, coordinating. Focus on system structures and process (output, performance, recourses, policies)
Leadership - more concerned with vision, motivation and inspiration. Focus on people, change and long-term goals (innovating, change, bigger picture, inspiring, developing individuals)
Applying the 7 S’s Model to leadership and management
In general, managers do the hard S’s and the leaders do the soft S’s. Examples:
Strategy - leadesr make strategies for long term goals, managers implement them day to day
Style - leaders have vision, influence and motivate while managers are task focused an authoritative
What are the 5 main Management Theories?
Classical Approach
Human Relations Approach
Systems Approach
Contingency Approach
Post-Modern Approach
What is the Classical Approach
- Early theory
- Prioritises efficiency and goals
- Has a clear hierachy and rules
Pro’s of Classical Approach
- Reduced employee turnover
- Less Sickness and absences
- Less acidents
- Better labour relations
- Clear line of responsbility, you know who to go to ect
Con’s to Classical Management Approach
- Lacks felxibility
- Can be impersonal
- Very beurocratic - rules, regulations, strucutres, policies
What is the Human Relations Approach?
- Came about from Hawthorne (liek the hawthorne effect)
- Focuses on observing and treating your employees well improves their efficiency and makes them work harder
Pro’s to the Human Relations Management Approach
- Improved teamwork
- Better staff morale
- Better communication between staff and managment
Con’s to the Human Relations Approach
- Can be too people focused and negate goals and targets
- Slower decsision making as very collaborative
- Risk of lack of boundaries
What is the Systems Approach?
- Recognises systems and subsystems
- Builds on classical and human relations mangement
- See’s systems as open and fluid.
- Encourages new technologies
- Seen in healthcare where everything is interconected and small changes impact everywhere
Pro’s of Systems Approach Management Theory
- Encourages big picture thinking
- Good for complex environments
- Balances and looks at multiple elements
Con’s to Systems Approach
- Less focus on the individual
- Can become too complex
- Slow decision making to span across lots of systems
What is the Contingency Management Approach?
- More recent and widely adopted
- ‘it depends’ style
- No ‘one size fits’ all organisations
- Considers large factors of things influence performance then changes sytle depending
Pro’s to the Contingency Approach
- Flexible and adaptable
- Supports diverse and changing staff and enviornments eg healthcare
- Combines strengths of multiple theories
Con’s to the Contingency Appraoch
- Lack of clear guidance with no rules and so situational
- Reliant on personal judment brings bias
- Hard to apply consistently
What is the Post-Modern Approach
- Based on modern approach of society
- Every situation requires a rethink of all alertnative approaches
- Theres multiple acceptable solutions
- Teams> heirachy
- Less specialised roles (they hold ppl back)
Pro’s to Post-Modern Approach
- Encourages creativity and innovation
- Promotes inclusion and diversity
- Adaptable
Con’s to Post-Modern Approach
- Vague or abstract
- Lacks structure
- Lack of boundaries and clear accountability
2 Types of Power
Personal and Organsisational
Aspects of Personal Power and how that gives influence
Expert - possess professional knowledge, skill or expertise
Referent (status) - perceptions of others, respect, reputation, charisma
Connection - formal and informal links to prestigious/influential people in and outside of the organisation
Aspects of Organisational Power and how that gives influence
Rewards - inducements such as pay, promotion, praise in exchange for corporation and contributions the followers can provide
Punishment - penalities and discipline
Authority - heirachy, rank, role
Information - access to valued data
What are the 10 Roles/Behavoiurs of the Managerial Role Theory
- Figurehead - represent
- Liaison - peers and outsiders
- Leader - motivates and staffs employees
- Monitor - gathers and interprets necessary information
- Disseminator - pass on info to subordinates
- Spokesperson - pass on info to externals
- Entrepreneur - Initiates change and innovations
- Disturbance handler - intervenes when disruptions occur
- Resource allocator - deploys recourses or not
- Negotiator - deals with outsiders whose consent and co-operation is required by the practice setting
What is the Managerial Role thoery and its three groups?
- A framework that describes the different roles or sets of behaviors managers are expected to perform within an organisation to achieve goals and maintain efficiency.
- Can be put into three groups; interpersonal roles, informational roles, decisional roles
What is the NHS Knowledge and Skills Framework (KSF)? And its Pros and Con’s
A tool designed to support personal development, career progression, and performance management for staff in the NHS. Provides a framework for identifying the knowledge and skills required for specific NHS roles
Pro’s:
- Creates a helpful standarsised process to evalaute staff
- Staff have clear understanding of their expectations
Con’s:
- May not reflext complexicty and nuance of frontline leadership and management
- Can be complicated and time consuming to implement regularyl eg through appraisal processes
