UNIT 4: Directing and Supervising Flashcards
1
Q
It is the act of watching & directing work & workers
A
Supervision
1
Q
It is defined as the overseeing the work of subordinates and is done by their superiors
A
Supervision
2
Q
It is defined as the ways and means
A
Directing
3
Q
It is done to encourage all personnel
A
Directing
4
Q
It is done to accomplish all assignments
A
Directing
5
Q
It must be written, comprehensive, current, clearly stated and reinforced by discussion and example
A
Directing
6
Q
It entails responsibility in assuming that policies and procedures are followed
A
Supervision
7
Q
Direction or Supervision?
It include motivation, communication, supervision, training & leadership
A
Direction
8
Q
Direction or Supervision?
It is generally at top level
A
Direction
9
Q
Direction or Supervision?
Generally, it is related to supervision which is the intermediate link between the workers and management
A
Direction
10
Q
Direction or Supervision?
It being at the top level, formulates polices and takes important decision
A
Direction
11
Q
Direction or Supervision?
It is responsible for financial & non financial incentives
A
Direction
12
Q
Direction or Supervision?
It leads the efforts of medium and lower level executives
A
Direction
13
Q
Direction or Supervision?
It covers a wide range of authority
A
Direction
14
Q
Direction or Supervision?
It covers a narrow range of authority
A
Supervision
15
Q
Direction or Supervision?
It is only one of the elements of direction
A
Supervision
16
Q
Direction or Supervision?
t is restricted to the lower level management
A
Supervision
17
Q
Direction or Supervision?
It is for implementation at the lower level only
A
Supervision
18
Q
Direction or Supervision?
A person in charge for this has to deal, guide and lead workers directly under his commands
A
Supervision
19
Q
Direction or Supervision?
It cannot provide incentives but it can only recommend rewards in special case
A
Supervision
20
Q
Direction or Supervision?
Efforts of employee under his commands
A
Supervision
21
Q
What are the 6 different types of Contemporary Leadership?
A
- Level 5 leadership
- Servant leadership
- Authentic leadership
- Interactive leadership
- Charismatic leadership
- Transformational leadership
22
Q
Under the Level 5 Hierarchy, it is the level that builds excellence through dedication and humility
A
Level 5
23
Q
Under the Level 5 Hierarchy, it is the level that stimulates high standards and champions dedication to vision
A
Effective
24
Under the Level 5 Hierarchy, it is the level that manages team members and assets to reach set objectives
Competent
25
Under the Level 5 Hierarchy, it is the level that contributes individually and works well in group
Contributing
26
Under the Level 5 Hierarchy, it is the level that contributes talent, skills, knowledge
Capable
27
It is the type of leader that transcends self-interest to serve others, the organization, and society
Servant Leadership
28
Servant leaders operate on **2 levels**, what are those?
- **fulfillment** of their **subordinates’ goals and needs**
- **realization** of the **larger purpose** or **mission** of their organization
29
This type of leader give things away such as power, ideas, information, recognition, credit for accomplishments, even money.
Servant Leadership
30
This type of leaders are individuals who know and understand
themselves
Authentic Leadership
31
This type of leaders are the ones who espouse and act consistent with higher-order ethical values
Authentic Leadership
32
This type of leaders are the ones who empower and inspire others with their openness and authenticity
Authentic Leadership
33
To be authentic means being ____
real
34
It is staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do
being authentic
35
________ leader inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders
authentic
36
What are the components of an authentic leader?
- practices **solid values**
- **connects** with others
- purues **purpose** with **passion**
- leads with the **heart** as well as the **head**
- demonstrates **self-discipline**
37
It is a type of leadership that favors a consensual and collaborative process
Interactive Leadership
38
It is a type of leadership derives its influence from relationships rather than position power and formal authority
Interactive Leadership
39
It is a type of leadership style that is characterized by values such as **inclusion**, **collaboration**, **relationship building**, and **caring**
Interactive Leadership
40
Although _________ leadership is associated with women’s style of leading, both men and women can be effective _________ leaders
Interactive leadership
41
It is a type of leadership that has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice
Charismatic leader
42
It is referred to as **“a fire that ignites followers’ energy and commitment** producing results above and beyond the call of duty
Charisma
43
In a ________ leadership, followers are willing to put aside their own interests for the sake of the team, department, or organization
Charismatic leadership
44
_________ 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
45
The impact of charismatic leaders normally comes from what?
- stating a lofty vision of an imagined future
- displaying an ability to **understand** & **empathize** w followers
- empowering & trusting subordinates to accomplish results
46
________ leaders are similar to charismatic leaders, but they are distinguished by their special ability to bring about **innovation** and **change**
Transformational leader
47
This type of leader brings change by:
- recognizing followers’ needs and concerns
- providing meaning
- challenging people to look at old problems in new ways
- acting as role models for the new values and behaviors
Transformational leaders
48
This type of 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 leader
49
# True or False?
Transformational leaders create significant change in both followers and the organization.
True
50
This type of leader has 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 leader
51
# True or False?
Transformational leaders do not rely solely on tangible rules and incentives to control specific transactions with followers.
True
52
Transformational leaders focus on _______ qualities, such as vision, shared values, and ideas
Intangible
53
What type of leader is this?
- clarify the role and task requirements of subordinates
- initiate structure
- provide appropriate rewards
- try to be considerate and meet the social needs of their subordinates
Transactional leaders
54
The _________ leader’s ability to satisfy subordinates may improve productivity
transactional leader
55
This type of leader excel at management functions
Transactional leader
56
This type of leader is hardworking, tolerant, and fair-minded and also likes to keep things running smoothly and efficiently
Transactional leader
57
Transactional leaders often stress the _______ aspects of performance, such as plans, schedules, and budgets
impersonal
58
They have a sense of commitment to the organization and conform to organizational norms and values
Transactional leaders
59
Under the 10 characteristics of a leader, it is the strong desire to control others and the resources
Power motive
60
Under the 10 characteristics of a leader, it is being aggressive in dominating any chosen field
Power motive
61
Under the 10 characteristics of a leader, it is built through experience and leads courage and faith to subordinates
Self-confidence with humility
62
Under the 10 characteristics of a leader, it is defined as the complete lack of ego
Humility
63
Under the 10 characteristics of a leader, it is one of the primary leadership attitudes needed and receives a high level of respect when done
Trustworthy and honesty
64
Under the 10 characteristics of a leader, it means having good problem-solving skills and combines academic intelligence with practical intelligence
Good intellectual ability, knowledge, and technical competence
65
Under the 10 characteristics of a leader, it faces challenges with energy and positivity
Optimism and positivity
66
Under the 10 characteristics of a leader, it is having a sense of humor and always smiles
Likable
67
Under the 10 characteristics of a leader, it is having self-control, inner calm, and outer resolve
Discipline
68
Under the 10 characteristics of a leader, it is the ability to understand one’s emotions and those of the people around him
Emotional intelligence
69
Under the 10 characteristics of a leader, he or she listens first then speak second
Good listener
70
It is a type of leadership that:
- centralizes authority
- dictates work methods
- makes unilateral decisions
- limits employee participation
Autocratic leadership
71
It is a **one person authority** and the decisions will be quick and similar --> project an image of a confident, well managed business
Autocratic leadership
72
In this leadership style, subordinates may become dependent upon the leaders and supervision may be needed
Autocratic leadership
73
This leadership style can **decrease motivation** and **increase staff turnover** (resigning)
Autocratic leadership
74
It is a leadership style that
- **involves employees** in decision making
- delegates authority
- **encourages participation** in deciding work methods & goals
- uses **feedback** to coach employees
Democratic leadership
75
This leadership style can be particularly useful when complex decisions need to be made that require a range of specialist skills
Democratic leadership
76
This leadership style provides job satisfaction and quality of work will improve
Democratic leadership
77
In this leadership style, decision-making process is severely slowed down
Democratic leadership
78
This leadership style delegates much authority to employees
Laissez-faire (free-rein)
79
In this leadership style, the leader's role is **peripheral** and staff manage their own areas of the business
Laissez-faire (free-rein)
80
This leadership style brings out the best in highly professional and creative groups of employees
Laissez-faire (free-rein)
81
This leadership style evades the duties of management and uncoordinated delegation occurs
Laissez-faire (free-rein)
82
This leadership style leads to a **lack of staff focus** and sense of direction, thus leads to much **dissatisfaction**, and a **poor company image**
Laissez-faire (free-rein)
83
# Leadership Responsibility or Method?
To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals
Leadership Responsibility
84
# Leadership Responsibility or Method?
To effectively communicate these plans to all personnel
Leadership Responsibility
85
# Leadership Responsibility or Method?
To provide efficient means for assuring compliance with policies and procedures
Leadership Responsibility
86
# Leadership Responsibility or Method?
To encourage free flow and exchange of ideas through all levels of the organization
Leadership Responsibility
87
# Leadership Responsibility or Method?
To assure an awareness by all personnel of current trends and practices in the delivery of hospital laboratory services
Leadership Responsibility
88
# Leadership Responsibility or Method?
To develop and maintain effective relations with the medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties
Leadership Responsibility
89
# Leadership Responsibility or Method?
To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual.
Leadership Method
90
# Leadership Responsibility or Method?
To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures
Leadership Method
91
# Leadership Responsibility or Method?
To delegate the responsibility for efficiently monitoring compliance with policies and procedures.
Leadership Method
92
# Leadership Responsibility or Method?
To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services
Leadership Method
93
# Leadership Responsibility or Method?
To fully support and generously budget for a meaningful laboratory continuing program.
Leadership Method
94
# Leadership Responsibility or Method?
To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting that call for laboratory representation
Leadership Method
95
What personal characteristics of leaders has these characteristics:
- energy
- physical stamina
Physical characteristics
96
What personal characteristics of leaders has these characteristics:
- self-confidence
- honesty & integrity
- optimism
- desire to lead
- independence
Personality
97
What personal characteristics of leaders has these characteristics:
- achievement drive
- desire to excel
- persistence against obstacles
- tenacity
- conscientiousness in pursuit
work-related characteristics
98
What personal characteristics of leaders has these characteristics:
- intelligence, cognitive ability
- knowledge
- judgement, decisiveness
intelligence and ability
99
What personal characteristics of leaders has these characteristics:
- sociability, interpersonal skills
- cooperativeness
- ability to enlist cooperation
- tact, diplomacy
social characteristics
100
What personal characteristics of leaders has these characteristics:
- education
- mobility
social background
101
In the leadership/managerial grid, it is classified as the concern for the feelings, needs, personal interest, problems, and well-being of **followers**
Concern for people
102
In the leadership/managerial grid, it is classified as the concern about the **activities** designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards
Concern for Production
103
# Leader or Manager?
- Focus on the organization
- rational
- maintains stability
- assigns tasks
- organizes
- analyzes
- position power
Manager qualities
104
# Leader or Manager?
- focus on people
- visionary
- promotes change
- defines purpose
- nurtures
- innovates
- personal power
Leader qualities
105
This leadership model has 4 quadrants and is a **flexible framework** that enables leaders to **tailor their approach** to the needs of their team or individual members
Situational leadership model
106
It is a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies
Virtual Team (Virtual Team leadership model)
107
It can be local, national, or global, with members coming from one firm or many
virtual team
108
This model invlolves 5 stages namely:
- Forming
- Storming
- Norming
- Performing
- Adjourning
Stages of Team Development in Directing Model
109
Under team development in directing, it is the stage of orientation and getting acquainted
Forming Stage
110
Under team development in directing, it is the stage of members breaking the ice and testing one another for friendship possibilities and task orientation
Forming Stage
111
Under team development in directing, it is the stage of uncertainty and members usually accept what- ever power or authority is offered by either formal or informal leaders
Forming Stage
112
Under team development in directing, it is the stage where individual personalities emerge
Storming Stage
113
Under team development in directing, it is the stage where people become more assertive in clarifying their roles and what is expected of them
Storming Stage
114
Under team development in directing, it is the stage where it is marked by conflict and disagreement
Storming Stage
115
Under team development in directing, it is the stage where members may jockey for position, and coalitions or subgroups based on common interests may form
Storming Stage
116
Under team development in directing, it is the stage where conflict is resolved and team harmony and unity emerge
Norming Stage
117
Under team development in directing, it is the stage where consensus develops on who has the power, who the leaders are, and what the various members’ roles are
Norming Stage
118
Under team development in directing, it is the stage where the team leader should emphasize unity within the team and help to clarify team norms and values
Norming Stage
119
Under team development in directing, it is the stage where the major emphasis is on problem solving and accomplishing the assigned tasks
Performing Stage
120
Under team development in directing, it is the stage where members are committed to the team’s mission
Performing Stage
121
Under team development in directing, it is the stage where members are coordinated with one another and handle disagreements in a mature way
Performing Stage
122
Under team development in directing, it is the stage where members confront and resolve problems in the interest of task accomplishment
Performing Stage
123
Under team development in directing, it is the stage where it occurs in committees and teams that have a limited task to perform and are disbanded afterward
Adjourning Stage
124
Under team development in directing, it is the stage where the emphasis is on wrap- ping up
and gearing down
Adjourning Stage
125
Under team development in directing, it is the stage where task performance is no longer a top priority
Adjourning Stage
126
Under team development in directing, it is the stage where members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding
Adjourning Stage
127
It is a style that 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 style (my way)
128
It is a style that reflects a moderate amount of both assertiveness and cooperativeness
Compromising style (halfway)
129
It is a style that is appropriate when:
- the **goals** on both sides are **equally important**
- when opponents have equal power and both sides want to split the difference
- when people need to arrive at temporary or expedient solutions under time pressure
Compromising style (halfway)
130
It is a style that 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
- when maintaining harmony is especially important
Accommodating style (your way)
131
It is a style that reflects a high degree of both assertiveness and cooperativeness
Collaborating style (our way)
132
It is a style that enables both parties to win,
although it may require substantial bargaining and negotiation
Collaborating style (our way)
133
It is a style used:
- when both sets of concerns are too important to be compromised
- when insights from different people need to be merged into an overall solution
- when the commitment of both sides is needed for a consensus
Collaborating style (our way)
134
It is a style that:
- reflects neither assertiveness nor cooperativeness
- 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 style (no way)
