1: Traditional Theories of Management & Leadership – Flashcards
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authority
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the right to make decisions and take actions necessary to carry out assigned tasks
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autocratic leadership style
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leadership style characterized by leader control over all decisions with no or very little input from the workgroup; this style is beneficial when decisions need to be made quickly by the leader
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backcasting
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the process of deciding on a goal and then working backwards to determine from the current state what steps need to be taken to achieve the goal
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behavioral theories of leadership
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leadership theories that focus on the study of specific behaviors of leaders
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charismatic authority
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embodies a leader who has the capacity to influence subordinates
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collaborative performance appraisals
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appraisals that engage employees within the process of evaluating work performed by requiring managers to solicit input from employees about actual work performance
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consultative leadership
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task-oriented leadership that focuses on getting input from those who perform the tasks; the ultimate decisions for the group are still made by the leader but this leadership style takes into account the feedback provided by individual workers
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contemporary management
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management style that uses current or present period practices to plan, organize, and control individuals within an organization
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contingency approach
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approach to effective leadership that is dependent on matching the leader's style to the workplace situation
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democratic leader
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leader who assists and encourages the workgroup, allows the workgroup to select activities to be completed as a group, and praises the group at completion of the work
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DMAIC approach
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a Six Sigma problem-solving framework; it is an acronym that stands for: define the opportunity for improvement, measure current performance, analyze the opportunity, improve the opportunity, and control performance after improvements are made
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Gantt chart
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a bar chart that allows project managers to plan and control projects at a glance
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great man theory
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the most documented trait theory; it notes that certain traits within individuals can be identified as predictors for effective leadership and that by studying great historical leaders, individual traits can clearly be identified as keys for success in leadership
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humanistic management
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management theory in which individual human needs and human values are considered within the management of an organization and where three key dimensions must be considered: 1) human dignity is the key element of consideration, 2) ethical complexities are evaluated, 3) all stakeholders must be involved in the decision-making process
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job enlargement
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the concept that adding a variety of job tasks to an individual's job will decrease job monotony and thereby allow more job flexibility; a horizontal expansion of an employee's duties; tasks are added to the current job, but employees have the same degree of autonomy and responsibility
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laissez-faire leader
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leader who does not participate in the selection of the group activities and does not provide praise or criticism to the workgroup; the laissez-faire leader provides the resources for the group's activities but does not interfere with how the group performs
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leadership
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the activity of guiding a group of people to a definite result
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leadership continuum
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theory that assumed that leadership behavior can be explained in seven steps of behavioral styles ranging from authority (boss-centered leadership) to delegation (team-centered leadership)
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lean
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a management strategy that utilizes less to do more and is a process improvement strategy that can be utilized in any type of organization
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legitimate authority
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identifies individuals who have the right to demonstrate power over other individuals within a bureaucratic organization
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management
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the process of planning, organizing, and leading organization activities
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management by objectives (MBO)
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a management style in which the objectives of an organization are agreed upon by management and employees so that everyone is working toward common goals
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management theory
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a collection of ideas which set forth general rules on how to manage a business or organization
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managerial grid
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a behavioral theory that offers a two-dimensional behavioral approach that assists individuals with identification of an appropriate leadership style through the concern for people (people-oriented) or tasks (production-oriented); the objective of the managerial grid is to analyze and identify the type of leadership skills exhibited by the leader
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Maslow's hierarchy of human needs
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a theory developed by Abraham Maslow suggesting that a hierarchy of needs might help explain behavior and guide managers on how to motivate employees; as each need is met (physiological, safety and security, love and belonging, self-esteem, and self-actualization), the individual moves to the next level in an attempt to satisfy the next need
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normative decision model
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model that focuses on situational factors rather than leadership behaviors and it guides managers through the decision-making processes depending on the type of problem encountered
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operations management
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management that deals with the design and management of products, processes, services and supply chains and considers the acquisition, development, and utilization of resources that firms need to deliver the goods and services clients want; it also evaluates tools that are needed to manage processes of interrelated activities
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participative leadership
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a leadership style in which the leader allows the workers to provide input and make decisions about their work
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participatory management
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a management style in which management allows employees to take an active role in decision-making processes that relate directly to their jobs
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path-goal theory
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originally developed by Martin Evans in 1970 and further expanded upon by Robert House in 1971, this theory suggests that a leader should develop a path for followers to achieve group goals
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rational-legal authority
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authority that is displayed as boundaries outlined within organizations, which rely on the rules and laws imposed by those in authoritative management positions
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scientific management
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studying work processes and how they impact workers' productivity
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servant leadership
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a philosophy and set of practices that enriches the lives of individuals, builds better organizations, and ultimately creates a more just and caring world; servant leaders, unlike traditional leaders, share the power of leadership with those they serve
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situational leadership theory
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developed by Paul Hershey and Ken Blanchard in 1969, this leadership theory proposed that leadership effectiveness depends on the leader's ability to change his or her behavior to meet the demands of the situation; it also takes into account the maturity of the followers in terms of their job ability and psychological willingness to work
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Six Sigma
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disciplined and data-driven methodology for getting rid of defects in any process
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The Iowa Studies
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conducted in 1939 at the Child Welfare Research Station within Iowa State University by Kurt Lewin, Ronald Lippitt, and Ralph K White; one of the first behavioral research studies focused on leadership roles rather than the traits exhibited by leaders; these experimental research studies identified three leadership styles that are representative of the relations between leaders and the individuals being led: authoritarian, democratic, and laissez-faire
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The Michigan Studies
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undertaken in the early 1950s by researchers from the University of Michigan interested in understanding leadership behaviors in actual workplaces, these studies are more of a one-dimensional theory in that employee-centered leadership and job-centered leadership are opposing leadership styles and leaders are not able to focus on production and employees at the same time; they do not take into effect situational variances that may impact leadership styles and also noted that effective leaders utilized a participatory style of leadership where the leader involved a team of workers in decision making and problem solving in regards to work decisions
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The Ohio State Leadership Study
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conducted in the 1960s by the researchers who were a part of the personnel research board at the Ohio State University; delineated a two-dimensional theory of leadership behavior and assessed objectives (job tasks to be completed by followers) and the concern for relationship objectives (the relationship between leader and follower)
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Theory X
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a management theory developed by McGregor that describes pessimistic assumptions about people and their work potential
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Theory Y
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a management theory developed by McGregor that describes optimistic assumptions about people and their work potential
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traditional authority
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when authority is inherently understood within an organization or group
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trait theory of leadership
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theory that attempts to define the general qualities or traits that need to be present within an individual to be a leader
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transactional leadership
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in this type of leadership, there is a hierarchy within the organization where leaders clarify goals and objectives for followers and followers receive some kind of reward in exchange for performing work satisfactorily; the types of rewards elicited within this leadership model are items such as a promotion, pay raise, or personal recognition
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transformational leadership
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the act of changing or transforming from one current state to another state; it focuses on leaders' attempts to motivate followers to achieve at a higher level or to perform at a level beyond expectations
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value
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a principle or ideal intrinsically valuable or desirable (human rather than material)
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values-based leadership
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a style of leadership built on a foundation of personal values, principles, or ethics
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Weber's theory of bureaucratic management
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management theory that notes there are two essential components to a bureaucratic organization, 1) organizations are structured into hierarchies arranged at an organizational level of authority as demonstrated in an organizational chart, and 2) the organization and its work group are governed by clearly defined decision-making rules that are outlined in policies and procedures that are managed by levels of authority within an organization
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zone of indifference
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the range in which a manager's orders will be perceived as legitimate and the employee will act on or perform the request without a great deal of thought
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