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Occupational & Environmental Health COPY > Principles Of Leadership And Management > Flashcards

Principles Of Leadership And Management Flashcards

1
Q

Leadership approaches used in American business and industry

A
  1. Tactical leadership
  2. Transactional leadership
  3. Collaborative leadership
  4. Transformational leadership
  5. Servant leadership
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2
Q

Tactical leadership

A

Is demonstrated when a leader:

  1. Clarifies the goal
  2. Convinces us that it is absolutely essential to achieve that goal
  3. Explains the plan and strategies
  4. Organizes and coordinates our activities
  5. Deals aggressively with individual performance issues
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3
Q

Transactional leadership

A

Occurs when one person takes the initiative in making contact with others for the purpose of an exchange of valued things

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4
Q

Collaborative leadership

A

Involves a leader who can mobilize a diverse group to work with ambiguous issues and make sure the process is constructive and outcome driven

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5
Q

Transformational leadership

A

Is exemplified when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality

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6
Q

Servant leadership

A

Occurs when the leader is servant first, to make sure others’ highest priority needs are being served

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7
Q

Leader responsibilities

A
  1. Defining what is (reality) and what could be (vision)
  2. Serving by enabling others to reach their potential
  3. Saying thank you for the opportunity to lead
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8
Q

Desirable follower behaviors

A
  1. Assume responsibility through personal growth, passion, and risk taking
  2. Serve both the leader and the cause
  3. Challenge themselves, the leader and the group
  4. Participate in transformation by being catalyst, resource and role model
  5. If necessary, leave the organization to allow the organization did the follower to grow
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9
Q

Collins five levels of organizational leadership

A 
Level 1: Highly Capable Individual
Level 2: Contributing Team Member
Level 3: Competent Manager
Level 4: Executive Leader
Level 5: The Executive
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10
Q

Highly capable individual

A

Star employee who makes substantial contributions based on personal talents, effort, knowledge and skills

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11
Q

Contributing team member

A

Person who makes team goals by contributing individually and working well within the team

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12
Q

Competent manager

A

Person who meets organizational goals by effectively organizing personnel and resources

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13
Q

Executive leader

A

Person who motivates personnel to pursue a vision of what could be by performing at extraordinary levels

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14
Q

The executive

A

Person who has the following qualities:

  1. Sets inspired performance standards
  2. Has ambition for his/her company
  3. Selects superb successors
  4. Wants the company to be more successful after his/her departure
  5. Takes responsibility for failure but give credit to others for success
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15
Q

Leadership tasks

A
  1. Challenging the process to support innovation and change
  2. Inspiring others to share a vision and see its exciting possibilities
  3. Enabling others to act by building teams based on trust and respect
  4. Modeling the way for others through personal example and dedicated execution
  5. Encouraging the heart by recognizing individual and team achievements
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16
Q

Leadership requires…

A

Vision and relationship

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17
Q

To develop a compelling vision requires….

A

Creativity

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18
Q

Process of vision begins with…

A

Idea immersion and then ideas must be allowed to incubate

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19
Q

Process of vision often comes to fruition when…

A

Least expected

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20
Q

Most important step in the creative process

A

Implementing the innovation

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21
Q

Vision is the result of..,

A
  1. A core ideology

2. An envisioned future

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22
Q

Core ideology

A

Defines what the organization represents and why the organization exists

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23
Q

Core values

A

A system of guiding principles and tenets with intrinsic value and importance

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24
Q

Core purpose

A

The organization’s most fundamental reason for existence, which reflects people’s idealistic motivations for doing the company’s work

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25
Q

Envisioned future

A
  1. Defines what the company aspires to become, to achieve and to create
  2. Something that will require significant change and progress to attain
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26
Q

Big Hairy Audacious Goals

A
  • BHAG
  • Compelling, unifying and engaging goals
  • Require 10-30 years to accomplish
  • Vivid description paints a picture of what the company, community or world will be like when the BHAG is reached
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27
Q

Organizational culture

A

Long term complex phenomenon arising from a combination of the founders, past leadership, current leadership, crises, events, history and size, resulting in routines, rituals and the “way we do things”

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28
Q

——– and —— are a reflection of culture

A

Collective vision

Common folklore

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29
Q

Culture influences climate by…..

A

Impacting leaders ideas and actions

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30
Q

Paradigms explaining the origin of organizational culture include the following:

A
  1. Fundamentalist

2. Interpretive

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31
Q

Fundamentalist explanation of the origin of organizational culture

A

Organizations produce culture

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32
Q

Interpretive explanation of the origin of organizational culture

A

Organizations are culture because they are the product of interaction among people

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33
Q

Organizational climate

A

A short term phenomenon created by the current leadership and represents workers shared perceptions, beliefs and attitudes

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34
Q

Individual and team motivation and satisfaction are influenced by….

A

What workers believe about the organization and its leadership

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35
Q

Basic concepts about organizational culture

A
  1. Anthropologic concept
  2. Highly enduring
  3. Emerges from historical context
  4. Often held in workers unconscious
  5. Influences the organizations climate
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36
Q

Basic concepts about organizational climate

A
  1. Concept of social psychology
  2. Relatively enduring
  3. Mediated by the organizations internal and external environments
  4. Held in the awareness of workers
  5. Is a manifestation of the organizations culture
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37
Q

———- is demonstrated by how leaders handle themselves and their relationships

A

Emotional intelligence

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38
Q

Leaders with emotional intelligence have:

A
  1. The drive to achieve results
  2. The ability to take initiative
  3. The skills to collaborate and lead teams
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39
Q

Two components to emotional intelligence

A
  1. Personal competence

2. Social competence

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40
Q

Characteristics of leaders who are personally competent

A
  1. Self aware

2. Self management skills

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41
Q

Self awareness in a personally competent leader

A

They can read their own emotions and know their strengths and limitations as well as their self worth and capabilities

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42
Q

Self management skills of the personally competent leader

A
  1. Emotional self control
  2. Clear, honest and trustworthy actions
  3. Adaptability
  4. Achievement
  5. Initiative
  6. Optimism
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43
Q

Leaders with social competence have…..

A
  1. Empathy
  2. Organizational awareness
  3. Commitment to service
  4. Ability to inspire and influence others
  5. Work collaboratively
  6. Offer others development opportunities
  7. Have a network of relationships
  8. Are a catalyst for change
  9. Elegantly resolve conflicts
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44
Q

Emotional intelligence competencies are needed in….

A

Strategic planning and change processes

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45
Q

Strategic (long range) planning sets…

A

The course for the organization

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46
Q

A clearly articulated vision results in…

A

The development of purpose, mission and goals

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47
Q

The —–, ——, ——–, —— and —— of occupational health services should reflect those of the greater organization

A 
Vision
Philosophy
Mission statement
Goals
Objectives
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48
Q

Vision statements describe….

A

The future of the organization and provide a context for the philosophy and mission statements

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49
Q

The philosophy in an occupational health unit should articulate the following:

A
  1. The inherent worth of individual workers to the community
  2. A commitment to quality care based on standards of nursing practice
  3. An expectation that nursing practice be research based
  4. An emphasis on health promotion and risk reduction services
  5. An emphasis on continuing education and appropriate certifications
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50
Q

The mission aims to….

A

Prompt, protect and restore the health of workers

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51
Q

Goals and objectives…..

A

Clarify the essential actions necessary to achieving the philosophy and mission,much as programs and services provided and resources used

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52
Q

The philosophy, mission, goals and objectives need to be…

A
  1. Developed by management and staff of the health unit
  2. Approved by upper management
  3. Revised periodically to fit the ever changing business environment
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53
Q

The strategic planning process must accomplish the following:

A
  1. Assess the internal and external environments
  2. Identify strengths and weaknesses as well as threats and opportunities
  3. Identify strategies
  4. Implement prioritized strategies
  5. Evaluate activities and outcomes
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54
Q

The goals of strategic planning include the following:

A
  1. Improved likelihood of success in achieving goals and outcomes
  2. Effective and efficient use of resources
  3. Creative vision for the future direction of the occupational health unit
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55
Q

Planned change can be approached from a — or —- frame of reference

A

Linear

Nonlinear

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56
Q

Linear change

A

A systematic process used in organizations to facilitate needed, semi-permanent change through mutual goal setting between worker and the change agent

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57
Q

The role of the occupational and environmental health nurse as agent for change includes the following:

A
  1. Identifying problems
  2. Assessing the forces that will drive or restrain the change
  3. Determining the costs and benefits of the change
  4. Establishing a helping relationship with management and workers
  5. Ensuring that the change will last until it is time to change again
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58
Q

Planned change may relate to:

A
  1. Programs
  2. Services
  3. Staffing
  4. Facilities
  5. Cost containment
  6. Health outcomes of workers
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59
Q

Examples of nonlinear change models

A
  1. Chaos theory

2. Learning organization theory

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60
Q

According to learning organization theory why can organizations not be controlled linearly?

A

Organizations are analogous to living organisms, not to machines

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61
Q

According to chaos theory people in organizations seek to…

A

Create a world in which (they) can thrive

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62
Q

According to chaos theory how do people create a world in which they can thrive?

A
  1. Working from the inside
  2. Identifying needs
  3. Applying experience and perceptions
  4. Enlisting support
  5. Creating their own solutions
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63
Q

Management theories

A

Statements predicting which actions will lead to what results and why

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64
Q

——– and ——- can provide guidance and direction to managers

A

Research and theory

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65
Q

In management research, breakthroughs in predictability occur when….

A

Researchers identify the causal mechanism that ties actions to results, and describe the circumstances in which that mechanism does and does not result in success

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66
Q

Good theories are contingent on….

A

Circumstances

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67
Q

Management theories were first articulated in the…..

A

Early 1900s

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68
Q

Key management theorists from the early 1900s

A
  1. Frederick W. Taylor
  2. Frank and Lillian Gilbreth
  3. Henry Gantt
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69
Q

Taylor’s definitive studies examined:

A

The time and motion details of a job to increase worker productivity

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70
Q

The Gilbreth’s management theory focused on:

A

Dividing work into its fundamental elements in order to streamline the process as a whole

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71
Q

Gantt’s management theory focused on:

A

Motivational schemes, emphasizing the greater effectiveness of incentives for good work

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72
Q

Gantt chart

A

Created by Henry Gantt

Used to schedule overlapping tasks over a specified period of time

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73
Q

The 1900s were a period of ——- management

A

Scientific

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74
Q

Management theories of the 1920s were characterized by:

A

Bureaucracy and universalism

75
Q

Bureaucracy

A

In the 1920s was promoted as the most rational structure for large organizations

76
Q

Universalism

A

In the 1920s was a process approach to management, encompassing:

  1. Planning
  2. Organizing
  3. Commanding
  4. Coordinating
  5. Controlling
77
Q

Key management theorists during the 1920s

A
  1. Max Weber

2. Henri Fayol

78
Q

Max Weber

A
  • father of modern sociology

- analyzed social stratification and how it applied to power and bureaucracy

79
Q

Henri Fayol promoted principles of management that were primarily….

A

Task oriented

Most important being:

  1. Specialization of labor
  2. Unity of command
  3. Line of authority
80
Q

Characteristics of management styles of the 1920s

A
  1. Hierarchies of supervisors and managers provided direction to workers (chain of command)
  2. Workers were expected to obey supervisors
  3. Workers expected to be loyal to the organization
  4. Workers were rewarded for production
81
Q

The 1930s was a period in management theory that focused on….

A

Human relations

82
Q

Key management theorist of the 1930s

A

George Elton Mayo

83
Q

George Elton Mayo

A

Father of the Hawthorne studies

84
Q

Hawthorne studies

A

Experiments identified the bias that occurs when people know that they are being studied

85
Q

In the 1930s work was considered……

A

A group activity and social integration was viewed as important

86
Q

In the 1930s it was believed that people worked wel if….

A

They felt valued

87
Q

Management theories in the 1950s focused on…

A

Motivation

88
Q

Key management theorists of the 1950s

A
  1. Abraham Maslow

2. Frederick Herzberg

89
Q

Abraham Maslow

A
  • key theorist of the 1950s

- researched human behavior and developed the hierarchy of needs

90
Q

Maslow’s Hierearchy of Needs

A
  1. Physiological
  2. Safety
  3. Love
  4. Esteem
  5. Self-actualization
91
Q

In the 1950s ———– were developed to satisfy Maslow’s Hierearchy of Needs

A

Management reward systems

92
Q

Frederick Herzberg

A
  • key theorist of the 1950s

- developed the hygiene theory

93
Q

Hygiene theory

A

Stated that the worker’s environment, such as physical surroundings can cause a worker to feel dissatisfied with his job; for a worker to be happy, the physical surroundings cannot cause discomfort

94
Q

According to the hygiene theory satisfaction with the job environment leads to…..

A

The higher motivators

95
Q

The higher motivators in hygiene theory

A
  1. Achievement
  2. Recognition
  3. Growth/advancement
  4. Interest in the job
96
Q

During the 1960s, several ——– theories were introduced to management theory

A

Behaviorist

97
Q

Key management theorists of the 1960s

A
  1. Douglas McGregor
  2. Chris Argyris
  3. Rensis Likert
  4. Edgar Schein
  5. Victor Vroom
98
Q

Douglas McGregor

A

Introduced Theory X and Theory Y

1960s theorist

99
Q

Theory X

A

People intensely dislike working and must be “coerced, controlled and directed” by management in doing the work required

100
Q

Theory Y

A

People enjoy work and are “self-directed, responsible and capable of solving their own problems”

101
Q

Chris Argyris

A

1960s theorist

Focused on organizational and individual goals and values and posited that if humanistic values are adhered to, trusting, authentic relationships will develop, increasing interpersonal competence, inter-group cooperation, and flexibility, resulting in increased organizational effectiveness

102
Q

Rensis Likert

A

1960s theorist

Conducted much research on human behavior and posed that the organization making the greatest use of human capacity is one that has “highly effective work groups linked together in an overlapping pattern by other similarly effective groups”

103
Q

Likert identified as continuum of management systems that included:

A
  1. Exploitative-authoritative
  2. Benevolent-authoritative
  3. Consultative
  4. Participative-group
104
Q

The Likert Scale

A

A rating method that uses a continuum from “strongly agree” to “strongly disagree” or “always” to “never” that is frequently used in studies and in evaluative surveys

105
Q

Edgar Schein

A

1960s theorist

Is one of the pioneers of corporate culture

Particularly well known for his work on motivation and the “psychological contract”

106
Q

Schein’s “psychogical contract”

A

The understandings that exist between employer and employee and vice versa

107
Q

Victor Vroom

A

1960s theorist

Developed expectancy theory

108
Q

Expectancy Theory

A

A mathematical model hat focuses on worker’s motivation

  1. Workers believe there is a positive correlation between efforts and performance
  2. Favorable performance results in a desirable award
  3. The reward satisfies an important need
  4. The need is strong enough to make the effort worthwhile
109
Q

Mangement theory of the 1970s focused on…..

A

The concepts of strategic management

110
Q

Strategic management included…

A
  1. Setting measurable objectives for staff and assessing achievement
  2. Decentralization
  3. Managing in turbulent times
  4. Competitive advantage
111
Q

The following term became popular during the 1970s, related to strategic management

A

Management by objectives

112
Q

During the 1980s, ——— to management theory emerged

A

Empirical approaches

113
Q

Key theorist of the 1980s

A

William Ouchi

114
Q

William Ouchi

A

1980s theorist

Developed Theory Z

115
Q

Theory Z

A

Combined American and Japanese managing practices

Centerpiece are the concepts of:

  1. Collective decision making
  2. Long-term employment
  3. Slower promotions
  4. Indirect supervision
  5. Holistic concern for employees
116
Q

Contemporary theories of management attempt to….

A

Explain and interpret the rapidly changing nature of the current business environment

117
Q

Examples of contemporary theories of management

A
  1. Contingency Theory
  2. Systems Theory
  3. Chaos Theory
  4. Business Process Reengineering
  5. Total Quality Management
  6. Empowerment
118
Q

Contingency theory

A

Asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand

119
Q

Systems Theory

A

Suggests that a system has inputs, processes, outputs and outcomes. Systems share feedback among each of these four aspects and recognize the interrelations of the parts, for example coordination of engineering with manufacturing, supervisors with workers

120
Q

Chaos Theory

A

Suggests that systems naturally go toward more complexity, and as they do, they become more susceptible to cataclysmic events, and must expend more energy to build structure to maintain the complexity, thus making them susceptible to a system split, combining with another system or disintegration

121
Q

Business Process Reengineering (BPR)

A

Focuses on redesigning work processes in an effort to reduce specific resource needs and the work force with an ultimate reduction in overhead costs

122
Q

Total Quality Management

A

A model of customer-supplier relationship that helps establish requirements and increase customer satisfaction

123
Q

Five pillars of quality according to Total Quality Management Theory

A
  1. Customer focus
  2. Total involvement
  3. Measurement
  4. Systematic support
  5. Continuous improvement
124
Q

Empowerment theory

A

Proposes that workers are authorized to do their work without the need to seek approval from their supervisor

125
Q

Management theories were first articulated in the…..

A

Early 1900s

126
Q

Key management theorists from the early 1900s

A
  1. Frederick W. Taylor
  2. Frank and Lillian Gilbreth
  3. Henry Gantt
127
Q

Taylor’s definitive studies examined:

A

The time and motion details of a job to increase worker productivity

128
Q

The Gilbreth’s management theory focused on:

A

Dividing work into its fundamental elements in order to streamline the process as a whole

129
Q

Gantt’s management theory focused on:

A

Motivational schemes, emphasizing the greater effectiveness of incentives for good work

130
Q

Gantt chart

A

Created by Henry Gantt

Used to schedule overlapping tasks over a specified period of time

131
Q

The 1900s were a period of ——- management

A

Scientific

132
Q

Management theories of the 1920s were characterized by:

A

Bureaucracy and universalism

133
Q

Bureaucracy

A

In the 1920s was promoted as the most rational structure for large organizations

134
Q

Universalism

A

In the 1920s was a process approach to management, encompassing:

  1. Planning
  2. Organizing
  3. Commanding
  4. Coordinating
  5. Controlling
135
Q

Key management theorists during the 1920s

A
  1. Max Weber

2. Henri Fayol

136
Q

Max Weber

A
  • father of modern sociology

- analyzed social stratification and how it applied to power and bureaucracy

137
Q

Henri Fayol promoted principles of management that were primarily….

A

Task oriented

Most important being:

  1. Specialization of labor
  2. Unity of command
  3. Line of authority
138
Q

Characteristics of management styles of the 1920s

A
  1. Hierarchies of supervisors and managers provided direction to workers (chain of command)
  2. Workers were expected to obey supervisors
  3. Workers expected to be loyal to the organization
  4. Workers were rewarded for production
139
Q

The 1930s was a period in management theory that focused on….

A

Human relations

140
Q

Key management theorist of the 1930s

A

George Elton Mayo

141
Q

George Elton Mayo

A

Father of the Hawthorne studies

142
Q

Hawthorne studies

A

Experiments identified the bias that occurs when people know that they are being studied

143
Q

In the 1930s work was considered……

A

A group activity and social integration was viewed as important

144
Q

In the 1930s it was believed that people worked wel if….

A

They felt valued

145
Q

Management theories in the 1950s focused on…

A

Motivation

146
Q

Key management theorists of the 1950s

A
  1. Abraham Maslow

2. Frederick Herzberg

147
Q

Abraham Maslow

A
  • key theorist of the 1950s

- researched human behavior and developed the hierarchy of needs

148
Q

Maslow’s Hierearchy of Needs

A
  1. Physiological
  2. Safety
  3. Love
  4. Esteem
  5. Self-actualization
149
Q

In the 1950s ———– were developed to satisfy Maslow’s Hierearchy of Needs

A

Management reward systems

150
Q

Frederick Herzberg

A
  • key theorist of the 1950s

- developed the hygiene theory

151
Q

Hygiene theory

A

Stated that the worker’s environment, such as physical surroundings can cause a worker to feel dissatisfied with his job; for a worker to be happy, the physical surroundings cannot cause discomfort

152
Q

According to the hygiene theory satisfaction with the job environment leads to…..

A

The higher motivators

153
Q

The higher motivators in hygiene theory

A
  1. Achievement
  2. Recognition
  3. Growth/advancement
  4. Interest in the job
154
Q

During the 1960s, several ——– theories were introduced to management theory

A

Behaviorist

155
Q

Key management theorists of the 1960s

A
  1. Douglas McGregor
  2. Chris Argyris
  3. Rensis Likert
  4. Edgar Schein
  5. Victor Vroom
156
Q

Douglas McGregor

A

Introduced Theory X and Theory Y

1960s theorist

157
Q

Theory X

A

People intensely dislike working and must be “coerced, controlled and directed” by management in doing the work required

158
Q

Theory Y

A

People enjoy work and are “self-directed, responsible and capable of solving their own problems”

159
Q

Chris Argyris

A

1960s theorist

Focused on organizational and individual goals and values and posited that if humanistic values are adhered to, trusting, authentic relationships will develop, increasing interpersonal competence, inter-group cooperation, and flexibility, resulting in increased organizational effectiveness

160
Q

Rensis Likert

A

1960s theorist

Conducted much research on human behavior and posed that the organization making the greatest use of human capacity is one that has “highly effective work groups linked together in an overlapping pattern by other similarly effective groups”

161
Q

Likert identified as continuum of management systems that included:

A
  1. Exploitative-authoritative
  2. Benevolent-authoritative
  3. Consultative
  4. Participative-group
162
Q

The Likert Scale

A

A rating method that uses a continuum from “strongly agree” to “strongly disagree” or “always” to “never” that is frequently used in studies and in evaluative surveys

163
Q

Edgar Schein

A

1960s theorist

Is one of the pioneers of corporate culture

Particularly well known for his work on motivation and the “psychological contract”

164
Q

Schein’s “psychogical contract”

A

The understandings that exist between employer and employee and vice versa

165
Q

Victor Vroom

A

1960s theorist

Developed expectancy theory

166
Q

Expectancy Theory

A

A mathematical model hat focuses on worker’s motivation

  1. Workers believe there is a positive correlation between efforts and performance
  2. Favorable performance results in a desirable award
  3. The reward satisfies an important need
  4. The need is strong enough to make the effort worthwhile
167
Q

Mangement theory of the 1970s focused on…..

A

The concepts of strategic management

168
Q

Strategic management included…

A
  1. Setting measurable objectives for staff and assessing achievement
  2. Decentralization
  3. Managing in turbulent times
  4. Competitive advantage
169
Q

The following term became popular during the 1970s, related to strategic management

A

Management by objectives

170
Q

During the 1980s, ——— to management theory emerged

A

Empirical approaches

171
Q

Key theorist of the 1980s

A

William Ouchi

172
Q

William Ouchi

A

1980s theorist

Developed Theory Z

173
Q

Theory Z

A

Combined American and Japanese managing practices

Centerpiece are the concepts of:

  1. Collective decision making
  2. Long-term employment
  3. Slower promotions
  4. Indirect supervision
  5. Holistic concern for employees
174
Q

Contemporary theories of management attempt to….

A

Explain and interpret the rapidly changing nature of the current business environment

175
Q

Examples of contemporary theories of management

A
  1. Contingency Theory
  2. Systems Theory
  3. Chaos Theory
  4. Business Process Reengineering
  5. Total Quality Management
  6. Empowerment
176
Q

Contingency theory

A

Asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand

177
Q

Systems Theory

A

Suggests that a system has inputs, processes, outputs and outcomes. Systems share feedback among each of these four aspects and recognize the interrelations of the parts, for example coordination of engineering with manufacturing, supervisors with workers

178
Q

Chaos Theory

A

Suggests that systems naturally go toward more complexity, and as they do, they become more susceptible to cataclysmic events, and must expend more energy to build structure to maintain the complexity, thus making them susceptible to a system split, combining with another system or disintegration

179
Q

Business Process Reengineering (BPR)

A

Focuses on redesigning work processes in an effort to reduce specific resource needs and the work force with an ultimate reduction in overhead costs

180
Q

Total Quality Management

A

A model of customer-supplier relationship that helps establish requirements and increase customer satisfaction

181
Q

Five pillars of quality according to Total Quality Management Theory

A
  1. Customer focus
  2. Total involvement
  3. Measurement
  4. Systematic support
  5. Continuous improvement
182
Q

Empowerment theory

A

Proposes that workers are authorized to do their work without the need to seek approval from their supervisor

183
Q

Leadership

A

The desire and ability to influence others to set and achieve goals that represent the values and motivations of both leader and followers

Occupational & Environmental Health COPY (49 decks)

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