1. planning spec acts and actively overseeing the plan 2. Most visible of all management functions 3. Human factor stage 4. Process in which the managers instruct, influence people, and oversee performance of workers 5. planning, organizing, and staffing have no importance w/o directing

MOD 7 Flashcards by Ivan Gaddi

Directing process:

planning spec acts and actively overseeing the plan
Most visible of all management functions
Human factor stage
Process in which the managers instruct, influence people, and oversee performance of workers
planning, organizing, and staffing have no importance w/o directing

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It involves supervision

Directing

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It involves Hands on involvement with employees

Controlling

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It is defines as overseeing the work or task of another

Supervising

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Functions of supervising:

Leadership
Admin
Coaching

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One of the roles managers made to exercsie

Leadership

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is the process by which people are imaginatively directed, guided, and influenced to select and attain goals; creativity in action; directing aivities of a group toward a shard goal

Leadership

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is a person who organizes and make things happen

Leader

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Crucial in practicing proper leadership

Time management

multitasking

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5 bases of POWER:

Coercive
Reward
Legitimate
Expert
Referent

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RIGHT to influence others

Authority

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ABILITY to influence others

POWER

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Who identified 5 bases of power?

John french and Bertram Raven; 1959

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a base of power; This comes from the belief that a person can PUNISH others for non compliance

COercive power

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A base of power; is based on a person’s high levels of skill and knowledge

Expert power

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a base of power; person has formal right to make demands, and to expect others to be compliant

Legitimate power

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a base of power; result of a person’s perceived attractiveness, worthiness, and right to respect

Referent power

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a base of power; person’s ability to compensate another for compliance

Reward power

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to act as managers
to furnish help or be of service
usubset of management
dPublic service job

Administration

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providing a person with guidance, support, and confidence

Coaching

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Org factors that influence leadership success

Corporate culture and delegation of auth

- Management style

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are reflected in the management style of org

Cultural factors

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it establishes the climate and rules under which management operates

corporate culture

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implies ability to sanction others to enxure compliance with establishes rules, directives, or objectives

associated power of authority

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Founder of 4 discrete leadership styles

Rensis Likert

4 discrete leadership styles:

1. exploitative and authoriatative - workers are any tools 2. Benevolent and authoritative - managers do not seek feedback 3. Consultative - all decisions remain the exclusive purview of the manager 4. Participative - Inclusion team approach

Principles of leadership:

1. Managerial Grid 2. Theory x and Theory y 3. Situational Leadership models - contingency theory - continuum of leadership - Normative theory

Developers of managerial grid model:

Robert R. Blake, Jane Mouton ; 1964

5 leadership styles under managerial grid model:

``` the attitudes and assumptions of manager the policies and procedures of the org the day to day operational situation the social and personal values of the manager Chance ```

Managerial Grid process:

1. identify current style 2. decide best style 3. Determine what attitudes and behavior 4. Encourgae management to develop org culture

LEADERSHIP STYLES UNDER MGM:

- indifferent style - accomodating style - dictatorial or authoritarian style - Sound management

a leadership style in MGM; previously called impoverished or minimal management; low concerns for people and prod; laissez fair leadership

Indifferent style 1,1

leadership style in MGM: country club management; high concern for people, low concern for prod.

Accomodating style 1,9

leadership style MGM; prev called produce or perish management; control and dominate; high concern for prod, low concern for people

Dictatorial or authoritarian style 9,1

Leadership style MGM; prev called team style; contribute and commit; High concern for people and prod, TEAMWORK

Sound management 9,9

LEADERSHIP styles in revisions on the grid before 1999:

- opportunistic | - paternalistic

Leadership in revision; what's in it for me?; do not have a fixed loc on the grid; greates personal benefit

opportunistic style

leadership in revision; father knows best; redefined bet 1,9 and 9,1 locations on grid, managers using this style praise and support but discourage challenges to their thinking

Paternalistic

founder of theory x and y

Douglas mc gregor 1960

- closed stimulation of the widely observed Pygmalion effect - Leadership behavior is based on the managers's assumptions about the nature of people - Expectancy and reinforcement motivational theories

Theory X & Y

The phenonmenon in ehich greater the expectation, the better they perform

Pygmalion effect or rosenthal effect

sculpture; fell in love with a female statue he had carved out of ivory

Pygmalion by ovid in greek mythology

Theory X managers beleieve that people:

- are lazy and dislike work - coerced with supervision and maintenane - no ambition and little interest in optimization - motivation is supplied by a system

Theory Y managers believe that:

- Work is a natural part of life - people have a high degree of ingenuity and creativity - potential is partially tapped by company - self learners and seek responsibility - self control and self discipline

Founder of Theory Z:

Professor Ouchi

often referred to as the japanese management style, focused primarily on worker's needs - is humanistic and focuses on developing better ways to motivate people

Theory Z

Theory Z HARD S:

Superordinate goals which critically bind together in an org Strategy Structure Systems

Theory Z soft S:

Staff Skills Style

Situational leadership models:

1. Contingency theory 2. Continuum of leadership 3. Normative theory

Founder of contingency theory

Fred E. Fielder

a leader's effectiveness is based on 'situational contingency' which is a result of two factors: (1) Leadership style (2) Situational favorableness or situational control

Contingency model

Leadership Styles in Contingency model:

Relationship oriented- good interpersonal rel Task oriented- completing job first; people are secondary

Situational favorableness in Contingency model:

Leader-member relations- mutual trust, respect and confidence bet leader and subordinate Task structure- group tasks are clear and structured Leader position power- power inherent in the leader's pos

Situations that are either very favorable or very unfavorable are handled best by a ?

task- oriented leader

Situations that are moderately favorable or moderately unfavorable are handled by?

Relationship-oriented leaders

Leadership style is measured by the Least preferred co worker or LPC

Contingency model

it asks a leader to think of all people whom they've worked and describe the person they have worked least well

LPC or least preferred co worker

Writer of continuum of leadership?

Robert Tannenbaum and Warren H. Schmidt; 1958 updated in 1973

Model ranging from complete autocratic to democratic; managers can move along this continuous line, adjusting leadership to fit situation

Continuum of leadership

Founder of normative theory

Victor H. Vroom and Phillip W. Yetton

Vroom-Yetton Decision model; normative guidelines and recos for the way a leader should make decisions in a specific workplace

Normative Theory