UNIT 4: DIRECTING Flashcards
(116 cards)
1
Q
Ways and means to encourage all personnel to accomplish all assignments
A
Directing
2
Q
This starts the work
A
Directing
3
Q
Act of watching and overseeing the work of subordinates
A
Supervision
4
Q
Act of watching subordinates to find their faults and errors
A
Micromanagement
5
Q
D/S: It includes motivation, communication,
supervision, training & leadership.
A
Directing
6
Q
D/S: It is an element of direction.
A
Supervising
7
Q
D/S: Direction is generally at the top level.
*state examples
A
Direction
CEO, CFO, COO, President
8
Q
D/S: Direction is restricted to the lower level.
*state examples
A
Supervision
Supervisory, First line managers
9
Q
D/S: He has to deal, guide and lead workers directly under his commands.
A
Supervision
10
Q
T/F: Supervision at lower level is only for implementation.
A
T
11
Q
Meaning of PBB
A
Performance-Based Bonus
12
Q
Types of Contemporary Leadership
A
C TiTa LISA
Charismatic
Transformational
Transactional
Level 5
Interactive
Servant
Authentic
13
Q
Proponent of Level 5 Leadership
A
Jim Collins and research associates
14
Q
Key characteristics of Level 5
A
WillHum
Will and Humility
15
Q
LVL5L: Contributes talents, skills, and knowledge.
A
1ndividual
Level 1 - Individual (Capable)
16
Q
LVL5L: Contributes individually; works well in group
A
TWeam
Level 2 - Team Member (Contributing)
17
Q
LVL5L: Manages team members and assets to reach set objectives
A
3anager
Level 3 - Manager (Competent)
18
Q
LVL5L: Stimulates high standards; champions dedication to vision
A
4eader
Level 4 - Leader (Effective)
19
Q
LVL5L: Builds excellence through dedication and humility
A
5xecutive
Level 5 - Executive
20
Q
Transcends self-interest to serve others, the organization, and society
A
Servant Leadership
21
Q
Servant leaders operate on two levels:
A
for the fulfillment of subordinates’ goals and needs
for the realization of the larger purpose or mission of the org.
22
Q
give things away—power, ideas,
information, recognition, credit for
accomplishments, even money
A
Servant leaders
23
Q
Power can be shared via the concept of
A
delegation
24
Q
seen in individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity
A
Authentic Leadership
25
inspire trust and commitment
because they respect diverse viewpoints, encourage
collaboration, and help others learn, grow, and
develop as leaders
Authentic leaders
26
Leadership means that the leader favors
a consensual and collaborative process, and
influence derives from relationships rather than
position power and formal authority
Interactive Leadership
27
is a leadership style
characterized by values such as inclusion,
collaboration, relationship building, and caring
Interactive Leadership
28
Associated with women’s style of leading
Interactive Leadership
29
as “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty"
Charisma
30
has the ability to inspire and
motivate people to do more than they would
normally do, despite obstacles and personal
sacrifice
Charismatic leader
31
leaders tend to be less predictable because they create an atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard
Charismatic Leader
32
are similar to charismatic
leaders, but they are distinguished by their special
ability to bring about innovation and change by
recognizing followers’ needs and concerns, providing
meaning, challenging people to look at old problems
in new ways, and acting as role models for the new
values and behaviors
Transformational Leadership
33
leaders inspire followers not just
to believe in the leader personally, but to believe in
their own potential to imagine and create a better
future for the organization
Transformational leaders
34
do not rely solely on
tangible rules and incentives to control specific
transactions with followers.
Transformational leaders
35
focus on intangible qualities
Transformational leaders
36
have the ability to lead
changes in the organization’s mission, strategy,
structure, and culture, as well as to promote
innovation in products and technologies
Transformational leaders
37
clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their
subordinates.
Transactional leaders
38
The transactional leader’s ability to satisfy subordinates may improve
productivity
39
excel at management functions
Transactional leaders
40
often stress the impersonal
aspects of performance, such as plans, schedules, and budgets
Transactional leaders
41
have a sense of commitment to
the organization and conform to organizational norms and values
Transactional leaders
42
Cannot lead change
Transactional leadership
43
Traditional Leadership Styles
LAD
Laissez-faire
Autocratic
Democratic
44
A leader who centralizes authority, dictates work
methods, makes unilateral decisions, and limits
employee participation
Autocratic Style
45
Can also be practical to be used in an organization if we want to address a situation in which a immediate decision is necessary
Autocratic Leadership
46
One person authority, and the decisions will be
quick and similar, this in turn can project an image
of a confident, well managed business.
Autocratic Leadership
47
Subordinates may become dependent upon the
leaders and supervision may be needed
Autocratic Leadership
48
can decrease motivation and increase staff
turnover
Autocratic Leadership
49
A leader who involves employees in decision
making, delegates authority, encourages
participation in deciding work methods and goals,
and uses feedback to coach employees
Democratic Leadership
50
This style can be particularly useful when complex
decisions need to be made that require a range of
specialist skills
Democratic Leadership
51
The decision-making process is severely slowed
down, and the need for a consensus may avoid
taking the 'best' decision for the business.
Democratic Leadership
52
Also known as the delegative leadership
Laissez-Faire (free-rein)
53
The leader delegates much authority to employees; the leader's role is peripheral and staff manage their own areas of the business.
Laissez-Faire (free-rein)
54
The style brings out the best in highly professional and creative groups of employees especially if he envisions to climb up the ladder
Laissez-Faire (free-rein)
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The leader therefore evades the duties of
management and uncoordinated delegation occurs
Laissez-Faire (free-rein)
56
This leads to a lack of staff focus and sense of
direction, which in turn leads to much
dissatisfaction, and a poor company image
Laissez-Faire (free-rein)
57
review policy and procedures routinely every __ years
3
58
To whom should the chief medtech delegate the responsibility of monitoring?
Section managers
59
The leadership/managerial grid involves concerns for:
People (Verti) and Production (Hori)
60
as a graphical model of alternative combination of managerial styles or behaviors on a two dimensional space
Leadership/Managerial Grid
61
LMG: Leaders are turned in effectively where
in their action is merely aimed at preserving job and seniority.
Exertion of minimum effort to get required work done is appropriate to sustain organization membership.
Impoverished management (1,1)
62
LMG: Dictatorial or perished style
Leaders are more concerned on production but less concerned with people.
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree
Authority-Compliance (9,1)
63
LMG: Leader does not push boundaries of achievement resulting in average performance for the organization
Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.
Middle of the Road Management (5,5)
64
LMG: Low focus on task can hamper
production and can lead to questionable results
Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo
Country club management (1,9)
65
LMG: All leaders must attain this
management. Automatically resolve high employee satisfaction and production.
Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect
Team Management (9,9)
66
Leaders are concerned for the feelings, needs,
personal interest, problems, and well-being of
followers
Concern for people
67
Leaders are concerned about the activities designed
to accomplish group goals such as organizational
tasks, assigning responsibilities and establishing
performance standards
Concern for production
68
L/M: focus on the organization
Manager Qualities
69
L/M: rational
Manager Qualities
70
L/M: maintains stability
Manager Qualities
71
L/M: Assign tasks
Manager Qualities
72
L/M: Organizes and Analyzes
Manager Qualities
73
L/M: Position Power
Manager Qualities
74
L/M: focus on people
Leader Qualities
75
L/M: Visionary
Leader Qualities
76
L/M: Promotes change
Leader Qualities
77
L/M: Nurtures and innovates
Leader Qualities
78
L/M: Personal Power
Leader Qualities
79
Models of Directing/Supervising
*WaVeS*
Work Team Effectiveness Model
Virtual Team Leadership Model
Situational Leadership Model
80
Proponents of the Situational Leadership Model
Hershey and Blanchard
81
an interesting extension of behavioral theories
summaries in the leadership grid
focuses a great deal of attention of the
characteristics of followers in determining
appropriate leadership behavior
Situational Leadership Model (T-S-P-D)
82
SLM: Style when followers have high readiness but lack confidence and need personal support.
Participating style for high readiness followers
83
SLM: Style when followers have very high readiness because of ability and confidence to perform tasks themselves
Delegating style for very high readiness followers
84
SLM: Style when followers have moderate readiness because of confidence to proceed but lack ability
Selling style for moderate readiness followers
85
SLM: Style when followers have low readiness, low ability, and lack confidence
Telling style for low readiness followers
86
Model which shows that effective teams are built by avengers who take specific actions to help people come together and perform well as a team
Work Team Effectiveness Model
87
Work Team Effectiveness Model is based on three outcomes:
Productive output
Personal satisfaction
Capacity to adapt and learn
88
is a group made up of geographically
or organizationally dispersed members who are
linked primarily through advanced information and telecommunications technologies
Virtual Team
89
What effective virtual team leaders do
Use virtual technology to build relationships
Shape culture through virtual technology
Monitor progress and rewards
90
5 Stages of Team Development
*For Sale: NPA*
Forming
Storming
Norming
Performing
Adjourning
91
Stage: orientation, breaking the ice
Forming
92
Stage: uncertainty is high during this stage, and members usually accept what- ever power or authority is
offered by either formal or informal leaders
Forming
93
Stage: conflict, disagreement
Storming
94
Stage: the stage where individual personalities emerge and people become more assertive in clarifying their roles and what is expected of them
Storming
95
Stage: marked by conflict and disagreement
and people may disagree over their perceptions of the team’s goals or how to achieve them
Storming
96
Stage: establishment of order and cohesion
Norming
97
conflict is resolved and team harmony and unity emerge
Norming
98
Stage: consensus develops on who has the power, who the
leaders are, and what the various members’ roles are
Norming
99
Stage: members come to accept and understand one another
Norming
100
Stage: differences are resolved, and members develop a sense of team cohesion
Norming
101
Stage: cooperation, problem solving
Performing
102
Stage: the major emphasis is on problem solving and accomplishing the assigned tasks
Performing
103
Stage: members are committed to the team’s mission
Performing
104
Stage: they are coordinated with one another and handle
disagreements in a mature way
Performing
105
Stage: they confront and resolve problems in the interest of task accomplishment
Performing
106
Stage: they interact frequently and direct their discussions and influence toward achieving team goals
Performing
107
Stage: task completion
Adjourning
108
Stage: during this stage, the emphasis is on wrapping up and gearing down
Adjourning
108
Stage: occurs in committees and teams that have a limited task to perform and are disbanded afterward
Adjourning
109
Stage: task performance is no longer a top priority and members may feel heightened emotionality, strong cohesiveness, and depression or regret over the
team’s disbanding
Adjourning
110
Models of Handling Conflict in Directing/Supervising
*CAsCADe*
Compromising (Halfway)
Accommodating (Your Way)
Collaborating (Our Way)
Avoiding (No Way)
Dominating (My Way)
111
reflects assertiveness to get one’s own way and
should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting requirements
Dominating (My Way)
112
reflects a moderate amount of both assertiveness and cooperativeness
it is appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure
Compromising (Halfway)
113
reflects a high degree of cooperativeness, which
works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important
Accommodating (Your Way)
114
reflects a high degree of both assertiveness andcooperativeness
the collaborating style enables both parties to win, although it may require substantial bargaining and negotiation
this style is important when both sets of concerns are too important to be compromised, when insights from different people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus
Collaborating (Our Way)
115
reflects neither assertiveness nor cooperativeness
it is appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather
more information is needed, or when a disruption
would be costly
Avoiding (No Way)
