Chapter 1 – Management, Supervision and Leadership – Flashcards
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Seagull Management
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Manager hears something is wrong, flies in, makes a lot of noise, craps on everybody and flies away.
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Delegation
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Transferring authority and requires placing trust in others. Form of empowerment. It is not passing the buck, shirking personal responsibility or dumping on someone. Helps avoid getting tied up in administrivia.
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Delegation
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Requires carefully selecting right person Thoroughly defining the task and specifying the qualifications for doing it well The results, standards, and deadlines should be clearly defined. Also requires authority, support, and time officer will need to accomplish task
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Three Levels of Authority
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Recommending - Employee researches options and presents manager with best choice Informing and Implementing - Employee researches best option, informs manager and ready to implement Acting - Giving employee authority to act if confident employee can handle task independently
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Basic Management Skills Include:
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Technical Skills - Include all procedures necessary to be successful police officer Administrative Skills - Organizing, delegating and directing work of others. Conceptual Skills - Ability to problem solve, plan and see the big picture People Skills - include being able to communicate clearly, to motivate, to discipline appropriately and to inspire. Higher management more important these skills become.
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Successful Managers Have:
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Clear Goals A commitment to excellence Feedback Support
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Most Successful Managers are:
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Consistently Self-Confident Consistent Positive Attitude
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Maintain a Consistent Level of Self-Confidence
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Seek support of peers Set Goals for yourself in mastering skills Get feedback
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Wallenda Effect
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The negative consequences of fear of failure.
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Four Theories About Management Style
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McGregor - Theory X/Theory Y Likert - Four System Approach Argyris - Mature Employee Theory Blake and Mouton - Managerial Grid
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Authority-Compliance Management (Task Management)
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High Concern for Results; Low Concern for People (Lower Right Corner)
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Country-Club Management
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Low Concern for Results; High Concern for People (Upper Left Corner)
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Impoverished Management
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Low Concern for Results; Low Concern for People (Lower Left Corner)
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Middle of the Road Management
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Moderate Concern for Results; Moderate Concern for People (In the Center)
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Team Management
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High Concern for Results; High Concern for People (Upper right corner)
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Drucker's Management by Objectives
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Involves Managers and subordinates setting goals and objectives together and then tracking performance to ensure that the objectives are met.
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Deming's Total Quality Management (TQM)
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Managers should create constancy of purpose for improvement of product and service, adopt the new philosophy, improve constantly, institute modern methods of training on the job, institute modern methods of supervision, drive fear from the workplace, break down barriers between staff areas, eliminate numerical goals for the work force, remove barriers that rob people of pride of workmanship and institute a vigorous program of education and training. Watchword is zero defects.
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Concern of TQM Is:
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It may hinder innovation and change because progress often demands risk taking and mistakes.
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Micromanagement
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Oversupervising, providing oversight with excessive control and attention to details better left to the operational personnel.
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Symptoms of Micromanagement
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Being overly critical of subordinates when reviewing work, finding something wrong every time -"red pen syndrome" Easily irritated if decisions are made without their input Spending inordinate amount of time overseeing simple tasks Seldom praising Noticing subordinate appear unmotivated and never take initiative.
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Basic Difference Between Managers and Leaders:
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Managers focus on tasks, whereas leaders focus on people. Manage things, lead people.
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Leadership
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Influencing, working with and through individuals and groups to accomplish a common goal
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Two Kinds of Pride
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Good Pride: Represents Personal Dignity and Self-respect. Bad Pride: Deadly leadership sin of superiority that reeks of conceit and arrogance.
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Trait Theorists:
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Focused on traits of individuals. Although many leadership traits have been identified, none dominate. Possession of all traits did not guarantee leadership success.
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Initiating Structure
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Looked at how leaders assigned tasks. It focused on leaders who assigned employees to specific tasks and asked them to follow standard rules and regulations.
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Consideration Structure
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Looks at establishing the relationship between the group and the leader. Focused on leaders who found time to listen to employees, were willing to make changes, were friendly and approachable.
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Situational Leadership
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Specifies that initially workers need support and direction and as the followers readiness level in relation to task increases, leaders should lessen their direction or task behavior and increase their relationship behavior.
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Transformational Leadership
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Treats employees as the organization's most valuable asset. It is employee centered and focused on empowerment. However, followership is often lacking and employees need training, resources, and authority to be truly empowered.
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Leadership Styles Include:
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Autocratic Consultative, Democratic, or Participative Laissez-Faire
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Autocratic Leadership
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Managers make decisions without participant input, completely authoritative, showing little or no concern for subordinates. (Mechanistic Model)
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Mechanistic Model
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Divides tasks into highly specialized jobs where job holders become experts in their fields, demonstrating the one best way to perform their cog in the wheel (Taylorism); Opposite of the organic model
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Consultative, Democratic, or Participative Leadership
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Management welcomes employees input and ideas and employees are encouraged to be innovative. However, management still makes the final decisions. (Organic Model)
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Organic Model
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a flexible, participatory, science based structure that will accomodate change; designed for effectiveness in serving the needs of citizens rather than the autocratic rationality of operation.
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Laissez-Faire Leadership
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Implies non-intervention and lets everything run itself without direction from the leader who exerts little or no control. Wants employees to be happy and believe that employees are happy, they will be more productive. Caveat: Leaderless management or free-reign leadership may result in low morale, inefficiency, lack of discipline and low productivity.
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Caveats to Leadership
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Use your wit to amuse not abuse Acknowledge Mistakes Quickly and Completely Avoid I don't trust you phrases Welcome Criticism Don't become a wind chime Be a blame acceptor Establish self-reinforcing relationships Be a leader developer Find an anchor and hold onto it in tough times
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Level 5 leaders:
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Humility + Will; leaders are frantically driven, infected with an incurable need to produce results. Ambitious toward their companies success, did not exhibit large egos, quiet and reserved.
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Dispersed leadership
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the 21st century trend to not tie leadership to rank but rather to instill leadership qualities throughout the department.
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Essentials of Dispersed Leadership
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Shared Understanding of What leadership means Commitment to shared goals and values Leaders at all levels of the organization Leaders leading differently at all levels of organization Way to Develop leadership knowledge and skills throughout the organization A way to determine where you are as an organization and as individual leaders.
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Leadership Can be Developed by
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Comprehensive training programs including participative management and team-building theory, motivational theory, communications and decision making.
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Common Leadership Errors
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Preoccupation Indecisiveness Defending Decisions Made Without Full Information Ignoring Danger Signs - Management By Walking Around
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Manage
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Means to control and direct, to administer, to take charge of.
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Keys to Successful Delegation
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Stress the Results, the final outcome, not the details Turn employee questions around and ask for possible answers Establish measurable objectives Develop reporting systems Set realistic deadlines Recognize accomplishments
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Theory X
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Views employees as lazy and motivated by pay. May have worked in past but with better-educated workers, may create hostility. The average worker has an aversion to work and does not want responsibility. Managements responsibility is to provide constant employee supervision and control workers through coercion, threats and punishment.
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Theory Y
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Views employees as committed and motivated by growth and development. Employees should share in decision making. Humanistic approach. Decisions could be delegated. Employees responsive to management's goals if management set the proper environment for work.
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System 1
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Similiar to Theory X, exploits employees and uses coercion and few economic rewards.
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System 2
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Similiar to System 1 but economic rewards replace coercion.
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System 3
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More liberal, uses employee initiative and gives employee more responsibility.
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System 4
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Participative Management, final decisions made by management but only after employees input. Communication flows back freely through the organization and there is much feedback. Also includes team management.
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Mature Employee Theory
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Organizations and Individuals exist for a purpose. Both are interdependent, organizations provide jobs and people perform them. As individuals develop, they mature from passive to active and from dependent to interdependent. They need to grow and mature together to be of mutual benefit. The work force has energy to be released if management recognizes it.
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Management Style Continuum
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Task-----Time-----People; If task requires great deal of time and will involve working with same group of people throughout the duration, it is important to cater to group morale and manage from people side of continuum. If time is short and task will be over before morale becomes a factor, manage more from the task side of the continuum. Battles are won by task oriented managers; wars are won by people oriented managers.
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Micromanagement
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Supervisors should not accuse them of this management style but help them identify the reasons they manage this way. Work to obtain a clear understanding of priorities, the importance of each task, and which tasks need careful oversight. Encourage them to avoid asking those they manage the "why" questions and instead ask them how they might have done it differently. Allow honest mistakes and help them learn from them. Become a mentor instead of a micromanager
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Characteristics of Effective Managers Include:
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Being well-organized and dependable Setting Expectations Providing Organizational Direction Performing work that is tangible Serving as Risk Managers Accepting and Defining reality Controlling human resources Enforcing and following the rules Providing directions that must be followed
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Leadership
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The art of getting someone else to do something you want done, because he wants to do it. Effective leadership requires trust. Leadership and trust are inseparable
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Humility
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One way to show........ as a leader is to respect and rely on the knowledge held by those around you, regardless of their rank. Some subordinates are very experienced, having forgotten more than their new supervisors or managers will learn for months or years.
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Michigan State/Ohio State University Studies
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Leaders must provide an environment that motivates employees to accomplish organizational goals. Leaders must have a sense of task to be accomplished and the most favorable work environment.
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Three Principles of Leadership Behavior
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Leaders must give task direction to their followers Closeness of supervision directly affects employee production; high producing units had less direct supervision while highly supervised units had lower production Leaders must be employee oriented.
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Coercion
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Discourages creativity and risk taking and causes people to rebel.
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Change
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Not merely necessary to life, it is life. Managers must ask for subordinates input before making critical decisions that affect them. Managers must stop reacting to incidents and begin solving problems. Must permit risk taking and tolerate honest mistakes to encourage creativity and achieve innovation.
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