Unit 4: Directing and supervising

Question 1

director of people and activities

Answer 1

manager

Question 2

process of influencing people to attain objectives

Answer 2

directing

Question 3

nost visible of all management functions

Answer 3

directing

Question 4

seeing that day to day tasks to ensure smooth running are done

Answer 4

directing

Question 5

watching and directing work and workers

Answer 5

supervising

Question 6

primarily deals with influence, personality, and persuasive talents

Answer 6

leadership

Question 7

formal authority by virtue of position

Answer 7

management

Question 8

process of influencing others to achieve goals

Answer 8

leadership

Question 9

established the 4 major leadership systems

Answer 9

Rensis Likert

Question 10

4 major leadership systems

Answer 10

Exploitative authority
Benevolent authoritative
Consultative system
Participative system

Question 11

lack of trust, play on fear and threat, minimal teamwork and communication, roles are dictated

Answer 11

exploitative authority

Question 12

reward motivated but has punishment, only positive upwards two way communication, more trust byt condescendingly

Answer 12

benevolent authoritative

Question 13

greater trust, open communication, decision extend to employees when impactful, consultation but higher up decide, horizontal and vertical discussion

Answer 13

consultative system

Question 14

compleet confidence and trust, involvement in goal setting, high teamwork, common in flatter organization

Answer 14

participative system

Question 15

factors of leadership

Answer 15

leader
follower
communication situation

Question 16

leadership behavior and styles

Answer 16

employee oriented vs product oriented
initiating structure vs consideration

Question 17

classifies leader according to concern for people and results

Answer 17

Blake Mouton managerial grid

Question 18

high concern for people, low results

Answer 18

country club management

Question 19

high concer for results low concern for people

Answer 19

produce or perish management

Question 20

low concern for people and results

Answer 20

impoverished management

Question 21

high concern for people and results

Answer 21

team management

Question 22

“status qui” balances people and results but becomes mediocre

Answer 22

middle of the road management

Question 23

jumps between country club and produce or perish

Answer 23

paternal management

Question 24

jumps all over the grid depending on whats most beneficial

Answer 24

opportunistic management

Question 25

Theorized assumptions on human nature and motivation

Answer 25

Douglas Mcgregor

Question 26

assumes that work is distateful to people, most people are self centered, gullible and not ambitious or creative

Answer 26

Theory X

Question 27

approaches to theory x

Answer 27

hard and soft approach

Question 28

relies on coercion and tight controls

Answer 28

hard approach

Question 29

permissive and seals harmony despite diminishing output

Answer 29

soft approach

Question 30

assumes that work can be as natural as play, peope are creative, self directed, responsible, comitted

Answer 30

Theory Y

Question 31

According to Mcgregor, people are.more productive when work goals align with

Answer 31

higher needs

Question 32

If theory Y is true, what should be done

Answer 32

decentralization and delegation
job enlargement
partipative management
performance appraisal

Question 33

self fulfilling prophecy where raising manager rxpectations boosts performance

Answer 33

pygmalion effect

Question 34

3 Situational Leadership Models

Answer 34

contingency model
continuum of leadership model
vroom yettom decision model

Question 35

contigency model was proposed by

Answer 35

Fred Fledlers

Question 36

assess situations and leader according to underlying trait and match them

Answer 36

contingency model

Question 37

used to assess attitude of the leader and reflect underlying disposition towards others

Answer 37

least preferred co worker

Question 38

relationship oriented leader who thinks of taska ccomplishment after establishing relationships

Answer 38

high LPC

Question 39

task oriented and only work on relationship after tasks are accomplished

Answer 39

low LPC

Question 40

tha behavior of the leader depends on tge favorability of leadership situation which depends o 3 factors

Answer 40

Leader member relations
tas structure
position power

Question 41

proposed continuum of leadership

Answer 41

Tannenbaum and Schmidt

Question 42

two extremes, the left is

Answer 42

autocratic

Question 43

to the right of the continuum is

Answer 43

free rein

Question 44

4 leadership styles on the continuum of leadership

Answer 44

tells
sells
consults
joins

Question 45

choosing leadership styles depend on three forces

Answer 45

forces on the leader
in the subordinate
in the situation

Question 46

pi lished in the “Leadership and Decision making” 1973 book

Answer 46

Vroom Yetton decision model

Question 47

Three factors affecting leadership styles in Vroom Yetton

Answer 47

Decision quality
Team commitment
Tome constraint

Question 48

5 leadership styles in Vroom Yetton

Answer 48

A1 use your info, decide by yourself
A2 obtain specific info, decide
C1 consult individually, decide
C2 consult as a group, decide
G2 collab and reach consensus