L&M QUIZ 1

leadership

inspires change

leadership

requires vision

leadership

requires imagination

leadership

abstract thinking

leadership

ability to articulate

leadership

aptitude to sell

leadership

understanding of external environment

leadership

risk taking

leadership

confidence in the face of uncertainty

leadership

accountable to the entire organization

Management

manages transformation

Management

requires tenacity

Management

requires specifics

Management

requires concrete data

Management

requires ability to interpret

Management

requires an aptitude to teach

Management

requires understanding of how work gets done in an organization

Management

requires self-discipline

Management

requires blind commitment to completing the task at hand

Management

accountable to the team

organization

signifies an institution / functional group w/ a formal intentional structure of roles / positions working towards common goal

organization

refers to way in which work is arranged & allocated among members of an institution so goals cna be efficiently achieved

administration

art & science of guidance, leadership & control of a group of individuals towards common goal (instructing leaders for ruling etc)

authority

official power to act given by organization to direct work of others (right to command)

power

Latin verb potere (to be able)

power

enables one to accomplish goals; capacity to act or strength & potency to accomplish something

power

gives one potential to change the attitudes & behaviors of individual people & group

influence

power to change / affect someone or something; power to cause changes w/out directly forcing them to happen (in an important way)

Fredrick W. Taylor

Father of Scientific Management (1900-1930)

Scientific management

if workers could be taught the "one best way to accomplish a task, productivity would increase"

7 activities of management

POSDCORB: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting

Gullick, 1937

7 activities of management is by?

Henri Fayol, 1925

Management Functions Identified is by?

POSDCORB: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting

7 activities of management

POSDC: Planning, Organizing, Staffing, Directing, Controlling

What are the management Functions Identified

Planning

encompasses determining philosophy, goals, objectives, policies, procedures, and rules; carrying out long & short-range projections; determining a fiscal course of action & managing planned change

Organizing

establishing structure to carry out plans, determining the most appropriate type of pt care delivery & grouping activities to meet unit goals

Staffing

consists of recruiting, interviewing, hiring, & orienting staff scheduling, staff development, employee socialization & team building

directing

entail human resource mgt responsibilities such a smotivating, managing conflict, delegating, communicating, & facilitating collaboration

controlling

performance appraisals, fiscal, accountability, quality control, legal & ethical control, & professional & collegial control

Principles of Management

Fayol introduced management principles w/ aim of setting up a structure that would promote order & raise worker's moral thereby improving efficiency & accountability

Authority

right to give orders & the power to exact obedience

Division of work

giving specific task to each worker

Encourages continuous improvement in skills & development of improvements in methods

Discipline

No slacking, bending of rules

The workers should be obedient and respectful of the organization

Unity of Command

Each employee has one & only one boss to give instructions or assignment

Unity of Direction

A single mind generates a single plan and all play their part in the plan but only one person is in charge of the group's activities

Subordination of Individual Interest

When at work, only work should be pursued or thought about

Leader must be concerned with the needs of the group & subordinates

Renumeration

Employees receive fair payment or compensation for services, not what the company can get away with

Overtime is computed by period

Centralization of authority

Consolidation of management functions

Decisions are made from the top

This produce uniformity of action

Utilizes experts & reduces risks of errors in the performance of tasks

Chain of Command

Formal chain of command running from top to bottom of the organization

Decentralization of authority

Focuses on importance of human elements, increases motivation, participate in decision making

Material and Social Order

All materials & personnel have prescribed values and places, and they must remain there

Charged "Out on Post" - took a break out of break time

Equity and Justice

Fair and just treatment (but not necessarily identical treatment);

no favoritism, nepotism)

Stability of Personnel Tenure

Limited turnover of personnel

Lifetime employment for good workers

Grantings security of tenure or permanent status after a satisfactory performance

Initiative

Thinking out of a plan and do what it takes to make it happen

Scalar chain

Interconnectedness of people within the organization from top to bottom

Hierarchy

Line of authority

Esprit de cops

Harmony, cohesion among personnel

To promote teamwork, the principle of unity of command should be observed and the dangers of divide and rule & the abuse of written communication should be avoided

Motivation of personnel

Allowed to work their minds in problem solving and decision making

Human Relations Management (1930-1970)

The human relations era developed the concepts of participatory and humanistic management, emphasizing people rather than machines

Participative Decision Making or Participative Management (Follett, 1926)

"The Giving of Orders"

Belief that managers should have authority with, rather than over, employees

Participative Decision Making or Participative Management (Follett, 1926)

Management as a social process focused on motivation of individuals and groups alike towards achieving a common goal

A manager is expected to work with the subordinate to study a given situation and take the best action based on the specific needs present in the situation

Hawthorne Effect (Mayo, 1953)

When management paid special attention to workers, productivity was likely to increase, regardless of environmental working conditions

Elton Mayo & Fritz Roethlisberger

Studied the effect of physical environment, participation in decision-making, arriving at the conclusion that productivity was affected by both the physical & social environment

Hawthorne Effect (Mayo, 1953)

Refers to the momentary change of behavior or performance in response to a change in a worker's environment, the response usually being an improvement

(Douglas McGregor, 1960)

Theory X and Theory Y is by?

Theory X managers

believe that their employees are basically lazy, need constant supervision and direction; and are indifferent to organizational needs

Theory Y managers

believe that their workers enjoy their work, are self-motivated, and are willing to work hard to meet personal and organizational goals

Chris Argyris, 1964

Employee Participation is by?

Employee Participation

If self-esteem & independence needs are not met, employees will become discouraged and troublesome and may leave the organization

Stressed the need for flexibility within the organization & employee participation in decision-making

William G. Ouchi

Theory Z is by?

Hard S

Superordinate goals (hold org together)

Strategy (method)

Structure (physical plant)

Systems (coherence of all parts of org)

Soft S

Staff (concern for the right people)

Skills (developing and training people)

Style (manner of handling peers, subordinates, and superiors)

Frederick Herzberg's

MOTIVATION HYGIENE THEORY by?

MOTIVATION HYGIENE THEORY

Two-factor theory that influence people: Hygiene factors and motivation factors

Hygienic Factors:

Adequate salary, appropriate supervision, Good interpersonal relations, safe and tolerable working conditions

Motivation Factors:

satisfying meaningful work, opportunities for advancement, appropriate responsibility, adequate recognition

Trait Theories

Assumed that some people have certain characteristics or personality traits that make them better leaders than others

The Great Man Theory (Aristotelian Philosophy)

Asserts that some people are born to lead, whereas others are born to be led

Suggests that great leaders will arise when the situation demands it

BEHAVIORAL THEORIES

Leadership as a process of influencing others within and the interactive relationship of the leader & follower

Change Theory of Driving & Retraining Forces by Lewin (1951)

Leadership Styles by White Lippitt (1960)

Authoritarian

Strong control is maintained over the work group

Others are motivated by coercion

Others are directed by commands

Communication flows downward

Decision-making does not involve others

Emphasis is on difference in status ("I" and "You")

Authoritarian

Criticism is punitive

Results in well-defined group actions that are usually predictable, reducing frustration in the work group and giving members a feeling of security

Productivity is usually high, but creativity, self-motivation, and autonomy are reduced

Democratic

Less control is maintained

Economic & ego awards are used to motivate

Others are directed through suggestions & guidance

Communication flows up and down

Decision making involves others

Emphasis is on "we" rather than I and YOU

Democratic

Criticism is constructive

Appropriate for groups who work together for extended periods, promotes autonomy and growth in individual workers

Effective when cooperation & cooperation between groups are necessary

Laissez-Faire

permissive, with little or no control

Motivates by support when requested by the group or individuals

Provides little or no direction

Uses upward and downward communication between members of the group

Disperses decision-making throughout the group

Laissez-Faire

Places emphasis on the group

Does not criticize

Style can be frustrating

Group apathy and disinterest can occur

Appropriate when problems are poorly defined & brainstorming is needed to degenerate alternative solutions

When all group members are highly motivated and self-directed, this leadership style can result in much creativity & productivity

Kurt Lewin

proposed that worker's behavior is influenced by interactions between the personality & socio-technical climate of workplace

Unfreezing, Change Occurs, Re-freezing

What are the 3 stage model of change by kurt lewin

Unfreezing

overcoming inertia &

dismantling the existing "mind set"

Change occurs

period of confusion &

transition. Old ways are being

challenged.

Re-freezing

New mindset is

crystallizing & one's comfort level is

returning to previous levels. Have

internalized new roles & can adapt to

new environment & culture.

MANAGEMENT BY OBJECTIVES

(developed by Peter Drucker)

Involves a joint effort between

supervisors & subordinates & a

breakdown of their respective

responsibilities, goals, and objectives

to be used in operations.

interpersonal

informational

decision-making

3 basic roles (managerial roles)

Interpersonal

figurehead, a

leader & liaison inside & outside the

organization

Informational

monitoring the

organization, sharing information

observed & being a spokesperson

Decision-making

being an

entrepreneur, disturbance handler,

negotiator, and allocator

SOCIETAL & ECONOMIC EVOLUTION

(Alvin Toffler)

A figurist known for his works

discussing the digital revolution,

communication, revolution, corporate

revolution & technological singularity; examined technology & its impact

to the world & the reaction of and

changes in society; categorized the changes in

cultural behavior & civilization in terms

of "waves"