Podcast
Questions and Answers
The Organizing function involves developing plans to coordinate activities.
The Organizing function involves developing plans to coordinate activities.
False
The Controlling function involves motivating employees and resolving conflicts.
The Controlling function involves motivating employees and resolving conflicts.
False
The Intrapersonal Role of a manager includes transmitting information to outsiders on organization plans.
The Intrapersonal Role of a manager includes transmitting information to outsiders on organization plans.
False
The Decisional Role of a manager includes receiving and screening information.
The Decisional Role of a manager includes receiving and screening information.
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Traditional Management includes socializing and politicking with outsiders.
Traditional Management includes socializing and politicking with outsiders.
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Human resource management includes exchanging routine information and processing paperwork.
Human resource management includes exchanging routine information and processing paperwork.
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First Line Management is a type of managerial role.
First Line Management is a type of managerial role.
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The Planning function involves resolving conflicts and directing employees.
The Planning function involves resolving conflicts and directing employees.
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According to Lewin's leadership styles, laissez-faire leadership means that the leader wants to take full responsibility as a leader.
According to Lewin's leadership styles, laissez-faire leadership means that the leader wants to take full responsibility as a leader.
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The job-centered approach of leadership is characterized by creating a supportive work environment.
The job-centered approach of leadership is characterized by creating a supportive work environment.
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Fiedler's Contingency Leadership Model suggests that group performance can be achieved regardless of the leadership style.
Fiedler's Contingency Leadership Model suggests that group performance can be achieved regardless of the leadership style.
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A participative leader informs his expectations to his subordinates without considering their suggestions.
A participative leader informs his expectations to his subordinates without considering their suggestions.
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The autocratic leadership style takes collaborative and reciprocal actions to enforce rules and regulations.
The autocratic leadership style takes collaborative and reciprocal actions to enforce rules and regulations.
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The conceptual skills of a manager include building mutual trust, warmth, and rapport with subordinates.
The conceptual skills of a manager include building mutual trust, warmth, and rapport with subordinates.
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Leadership is defined as the process of influencing others to facilititate the attainment of personal goals.
Leadership is defined as the process of influencing others to facilititate the attainment of personal goals.
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The path-goal model asserts that leaders can be effective by influencing their subordinates through motivation, performance ability, and satisfaction, but only in certain situations.
The path-goal model asserts that leaders can be effective by influencing their subordinates through motivation, performance ability, and satisfaction, but only in certain situations.
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Excuses is a form of impression management technique where an individual takes responsibility for their mistakes.
Excuses is a form of impression management technique where an individual takes responsibility for their mistakes.
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Inquiry is a decision-making approach that involves standing firm in the face of disagreement.
Inquiry is a decision-making approach that involves standing firm in the face of disagreement.
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Programmed decisions are unstructured with no established procedure for handling decisions.
Programmed decisions are unstructured with no established procedure for handling decisions.
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Groups are more effective in evaluating alternative solutions due to collective judgment.
Groups are more effective in evaluating alternative solutions due to collective judgment.
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Delphi Technique involves generating ideas through face-to-face interaction.
Delphi Technique involves generating ideas through face-to-face interaction.
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Nominal Group Technique involves evaluating ideas through a collective discussion.
Nominal Group Technique involves evaluating ideas through a collective discussion.
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Flattery is a form of impression management technique that involves downplaying weaknesses.
Flattery is a form of impression management technique that involves downplaying weaknesses.
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Association is an impression management technique that involves admitting accountability for mistakes.
Association is an impression management technique that involves admitting accountability for mistakes.
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The Participating leader always makes the final decision without involving followers in the decision-making process.
The Participating leader always makes the final decision without involving followers in the decision-making process.
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The Vroom-Jago Leadership Model suggests that a single leadership style is appropriate for all situations.
The Vroom-Jago Leadership Model suggests that a single leadership style is appropriate for all situations.
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The Attribution Theory views the leader as the dominant decision-maker in the organization.
The Attribution Theory views the leader as the dominant decision-maker in the organization.
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Charismatic Leadership emphasizes the importance of transactional leadership in achieving organizational goals.
Charismatic Leadership emphasizes the importance of transactional leadership in achieving organizational goals.
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P-oriented Leadership Style is sensitive to employee's feelings and emphasizes the importance of employee satisfaction.
P-oriented Leadership Style is sensitive to employee's feelings and emphasizes the importance of employee satisfaction.
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Theory X of Douglas McGregor's Theory supports the participative management style.
Theory X of Douglas McGregor's Theory supports the participative management style.
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The Telling leader provides structured procedures and is also supportive to employees.
The Telling leader provides structured procedures and is also supportive to employees.
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Coaching is a one-time transaction between a leader and a follower that focuses on improving performance.
Coaching is a one-time transaction between a leader and a follower that focuses on improving performance.
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Self-awareness is the ability to control one’s emotions.
Self-awareness is the ability to control one’s emotions.
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Leadership is coping with complexity.
Leadership is coping with complexity.
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Leaders can choose their style at will, regardless of national culture.
Leaders can choose their style at will, regardless of national culture.
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Empowerment is a process of enhancing feelings of powerlessness among organizational members.
Empowerment is a process of enhancing feelings of powerlessness among organizational members.
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The first stage in the empowerment process is to enhance conditions for empowerment.
The first stage in the empowerment process is to enhance conditions for empowerment.
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Low self-monitors are good at reading situations and molding their appearance to fit each situation.
Low self-monitors are good at reading situations and molding their appearance to fit each situation.
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Impression management is the process of enhancing feelings of self-efficacy among organizational members.
Impression management is the process of enhancing feelings of self-efficacy among organizational members.
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Motivation is the passion to work for money and status.
Motivation is the passion to work for money and status.
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Study Notes
Management Functions
- Planning: defining goals, establishing strategies, and developing plans to coordinate activities.
- Organizing: determining tasks, assigning responsibilities, and establishing communication channels.
- Leading: motivating employees, directing others, selecting effective communication channels, and resolving conflicts.
- Controlling: monitoring activities to ensure they are being accomplished as planned and correcting deviations.
Managerial Roles
- Intrapersonal Roles:
- Figurehead: represents the company in social or civic functions.
- Leader: motivates and directs employees, acts as a role model and mentor.
- Liaison: maintains a network of outside contacts for information and favors.
- Informational Roles:
- Monitor: receives and screens information inside and outside the organization.
- Disseminator: transmits information received from outside contacts to organization members.
- Spokesperson: transmits information to outsiders on organization plans, policies, and results.
- Decisional Roles:
- Entrepreneur: looks for opportunities, initiates projects for improvement.
- Resource Allocator: approves organizational decisions on purchases, supplies, and raw materials.
- Negotiator: represents the organization in major business deals and negotiations.
Managerial Activities
- Traditional Management: decision making, planning, budgeting, and controlling.
- Communication: exchanging routine information, processing paperwork.
- Human Resource Management: motivating, disciplining, managing conflicts, staffing, and training.
- Networking: socializing, politicking, and interacting with outsiders.
Types of Managers
- First Line Management: supervisors responsible for basic work of the organization.
- Middle Management: supervisors' immediate superiors who organize, lead, and control subordinates.
- Top Management: responsible for the performance of the entire organization.
Management Skills
- Analytical skills
- Decision-making skills
- Computer skills
- Human Relations skills
- Communication skills
- Conceptual skills
Leadership
- Defined as the process of influencing others to facilitate the attainment of organizationally relevant goals.
- Likert's Job-centered and Employee-centered Leadership:
- Job-centered: uses legitimate power and force to influence employee behavior.
- Employee-centered: uses a more liberal leadership style, creating a supportive work environment.
- Lewin's Leadership Styles:
- Autocratic: uses strong, direct, and controlling actions to enforce rules and regulations.
- Democratic: takes collaborative, reciprocal, and cooperative actions of followers.
- Laissez-faire: leader does not want to take responsibility.
Structure and Consideration
- Structure: establishing well-defined patterns of job assignments and communication channels.
- Consideration: involves a more approachable leadership style, building mutual trust, warmth, and rapport with subordinates.
Fiedler's Contingency Leadership Model
- Assumes that group performance can only be achieved through the interaction between leadership style and situational favorableness or compatibility.
Path Goal Model
- Asserts that leaders can be effective by influencing their subordinates through motivation, performance ability, and satisfaction.
Leadership Styles
- Directive Leader: informs subordinates of expectations.
- Supportive Leader: treats subordinates equally.
- Participative Leader: gets suggestions from followers before reaching a decision.
- Achievement-oriented Leader: seeks challenging goals, provides training, and sets high expectations for followers.
Situational Leadership Theory
- Asserts that leaders' ability to determine follower's maturity and adapt the most appropriate leadership style.
Vroom-Jago Leadership Model
- Assumes that no single leadership style is appropriate for a particular situation.
- Autocratic: leader makes the decision without input from subordinates.
- Consultative: followers have some input, but the leader makes the final decision.
- Group: the entire group makes the decision with the leader as an ordinary group member.
- Delegated: leader authorizes the group to make the decision.
Attribution Theory
- Views the leader as an information processor who classifies the causes of follower's behavior as one of the following: person, entity, and context.
Charismatic Leadership
- Asserts the emergence of leaders with exceptional qualities, charisma that motivates employees to achieve outstanding performance.
Transactional Leadership
- Emphasizes that leaders help followers to identify what must be accomplished to get the desired results.
Transformational Leadership
- Helps followers to achieve long-term rather than short-term self-interest and for self-actualization rather than for security.
Coaching
- An everyday transaction between a leader and a follower where the manager helps the subordinate to improve their performance.
Emotional Intelligence
- Components:
- Self-awareness: ability to read one's emotions.
- Self-management: ability to control one's emotions.
- Motivation: passion to work for reasons beyond money and status.
- Social Awareness: uses empathy and intuition.
- Relationship Management: ability to communicate clearly and convincingly.
Management and Leadership
- Management: coping with complexity.
- Leadership: coping with change.
Leadership as Cultural Bound
- Leadership styles are affected by national culture.
- Leaders cannot choose their style at will; they must adapt to cultural aspects of a country and are bounded by the practices, values, and traditions of their followers.
Empowerment
- Defined as a process of enhancing feelings of self-efficacy among organizational members through the identification of conditions that foster powerlessness and their removal.
- Stages in the Empowerment Process:
- Remove conditions/hindrances for empowerment.
- Enhance conditions for empowerment.
- Perception of employees on the empowerment process.
- Performance is improved.
Impression Management
- Defined as the process by which individuals attempt to control the impression.
- People who are concerned with impression management are high monitors who are good at reading situations and molding their appearance to fit each situation.
- Techniques:
- Conformity: agreeing to the opinions of others to gain their approval.
- Excuses: giving excuses or alibis to minimize the severity of the alternative not chosen.
- Apologies: admitting accountability for a mistake and immediate giving an apology.
- Self-promotion: downplaying weaknesses, emphasizing strengths, and highlighting one's best qualities by comparing achievements with someone else's.
- Flattery: giving compliments to others in an attempt to be more likable and pleasing.
- Association: enhancing or protecting one's image and providing information that will highlight one's association with someone who has influence.
Approaches to Decision Making
- Inquiry: a very open process that generates multiple alternatives, fosters exchange of ideas, and produces a well-tested solution.
- Advocacy: involves participants who are passionate about their preferred solutions and stand firm in the face of disagreement.
Types of Decision
- Programmed: definite procedure for handling decisions.
- Nonprogrammed: unstructured with no established procedure for handling decisions.
Group vs. Individual Decision Making
- Groups can better establish goals and objectives than individuals.
- Individuals are required in identifying alternative courses of action as compared to groups.
- Groups can evaluate alternative solutions better because of a collective judgment.
- Groups can take more risks than individuals in the selection of the best alternative.
Creativity Tools
- Brainstorming: generates ideas.
- Delphi Technique: gathers and compares unknown solutions to a problem through a questionnaire.
- Nominal Group Technique: each participant writes on a sheet of paper, then presents to the group in a round-robin fashion.
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Description
Test your knowledge of management functions, including planning, organizing, and leading. Learn how to define goals, establish strategies, and develop plans to coordinate activities.
