Leadership Exam Review PDF

Business Leadership Exam Review Breakdown T/F=50 M/C=50 SA=25 Essay=24 **Short Answer and essay questions \*Maybe\*** **Different Leadership Styles** **Classic leadership styles:** - **An autocratic style:** emphasizes task over people, keeps authority and information within the leade...

Business Leadership Exam Review Breakdown T/F=50 M/C=50 SA=25 Essay=24 **Short Answer and essay questions \*Maybe\*** **Different Leadership Styles** **Classic leadership styles:** - **An autocratic style:** emphasizes task over people, keeps authority and information within the leader's tight control, and acts in a unilateral command-and-control fashion. - **A laissez-faire style:** shows little concern for task, lets the group make decisions, and acts with a "do the best you can and don't bother me" attitude. - **A democratic style** is committed to both task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop their skills and competencies. **Alternative Leadership:** - **Team management:** is the preferred leadership style; it reflects a high concern for both people and production. - **Authority-obedience** **management:** reflects a high concern for production and a low concern for people. - **Country club** **management:** reflects a high concern for people and a low concern for production. - I**mpoverished management:** reflects a low concern for both production and people. - **Middle of the road** **management:** is non-committal with respect to both production and people concerns. **How do Leaders empower others** - Get others involved in selecting their work assignments and the methods for accomplishing tasks. - Create an environment of cooperation, information sharing, discussion, and shared ownership of goals. - Encourage others to take initiative, make decisions, and use their knowledge. - When problems arise, find out what others think and let them help design the solutions. - Stay out of the way; give others the freedom to put their ideas and solutions into practice. - Maintain high morale and confidence by recognizing successes and encouraging high\ performance **Visionary Leadership Principles**\ **Visionary leadership:** describes a leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully **Five principles for meeting the challenges of visionary leadership** - **Challenge the process:** Be a pioneer; encourage innovation and support people who have ideas. - **Show enthusiasm:** Inspire others through personal example to share a common vision. - **Help others to act:** Be a team player and support the efforts and talents of others. - **Set the example:** Provide a consistent model of how others can and should act. - **Celebrate achievements:** Bring emotion into the workplace and rally "hearts" as well as "minds." **Leader's Directive - how do you know it will be followed** Four conditions that determine whether a leader's directives will be followed:\ ▪ The other person must truly understand the directive.\ ▪ The other person must feel capable of carrying out the directive.\ ▪ The other person must believe that the directive is in the organization's best interests.\ ▪ The other person must believe that the directive is consistent with personal values. **OTHER** **How does business make things difficult for unions** Strike, Boycott, Picket\ **What managers can do to make things difficult for unions**\ Lockout, Strike-breakers, Injunctions **Employment Selection Process** **The employee selection process** is the series of steps followed by a hiring team to gather necessary information for making a hiring decision. It includes stages like screening calls, in-person interviews, background checks, and job offers. **What are the 6 steps in the employment selection process?** 1. Formal application 2. Interview or site visit 3. Testing 4. Reference checks 5. Physical exam 6. Analysis and decision **Dynamic Workplace 21^st^ Century** **What is:** - **Quality workplace** How does an organization develop a quality workforce? - Employee orientation - Training & development - Performance management systems How does an organization maintain a quality workforce?\ - Career planning\ - Work life balance\ - Compensation and benefits\ - Labour management relations - **Mentoring** - **Job Rotation** One approach of on-the-job training. - **Coaching** **Different Forms of Discrimination** **Discrimination in employment** occurs when someone is denied a job or a job assignment for reasons that are not job relevant. **Identify four types of laws that exist regarding employment discrimination.** - Equal pay - Age discrimination - Occupational health & safety - Pregnancy discrimination - Disabilities - Family & medical leave **Competitive Success effectiveness advantage** **Competitive Advantage:**\ Allows for an organization to deal with market and environmental forces better than its competitors.\ This competitive advantage is achieved by: Products, Pricing, Customer Service, Cost Efficiency, Quality\ The **key result** is an ability to consistently do something of high value that one's competitors cannot replicate\ quickly or do as well. To be successful, managers must strive to achieve competitive advantage. **Hot Stove Rules** **What are the six "Hot stove rules" of employee discipline?** - **A reprimand should be immediate**; a hot stove burns the first time you touch it. - **A reprimand should be directed toward someone's actions**, not the individual's\ personality; a hot stove doesn't hold grudges, doesn't try to humiliate people, and\ doesn't accept excuses. - **A reprimand should be consistently applied;** a hot stove burns anyone who touches it,\ and it does so every time. - **A reprimand should be informative;** a hot stove lets a person know what to do to avoid getting burned in the future -- "Don't touch." - **A reprimand should occur in a supportive setting;** a hot stove conveys warmth but with an inflexible rule -- "Don't touch." - **A reprimand should support realistic rules;** the don't-touch-a-hot-stove rule isn't a\ power play, a whim, or an emotion of the moment; it is a necessary rule of reason. **Reinforcement Theory** **Reinforcement theory:** focuses on the environment as a major source of rewards that influence human people. **S.W.O.T Analysis** **Strengths, Weaknesses, Opportunities, Threats.** A SWOT analysis is a strategic planning tool that helps teams identify internal and external factors that impact their performance. This analysis allows teams to Identify strengths and weaknesses, identify opportunities and threats, Design strategies for improvement, monitor progress, and Make decisions about how to move forward. **What is team decision making** **Decision making** is the process of making choices among alternative possible courses of action.\ Decision making is one of the most important group processes.\ \ **Teams make decisions by at least six methods:** 1\. **Lack of response** - one idea after another is suggested without any discussion taking place.\ 2. **Authority rule** - the leader, manager, committee head, or some other authority figure makes a\ decision for the team\ 3. **Minority rule** - two or three people are able to dominate or "railroad" the team into making a\ mutually agreeable decision\ 4. **Majority rule** - formal voting may take place, or members may be polled to find the majority\ viewpoint.\ 5. **Consensus** - full discussion leads to one alternative being favoured by most members and the\ other members agree to support it\ 6. **Unanimity** - team members agree on the course of action to be taken **What is Alderfer's ERG theory** **Google because not in notes:** Clayton Alderfer developed Maslow's Hierarchy of Needs into a three-factor model of motivation known as the ERG model. In this model the letter E, R, & G each stand for a different human need: existence, relatedness and growth. The ERG model is a content theory of motivation. Alderfer's model says that all humans are motivated by these three needs. The most concrete and motivating of Alderfer's three needs is existence, which really relates to physical and psychological survival. The next level is the need for relatedness, a sense of community and a good relationship with yourself. The least concrete, but still important, of Alderfer's needs in the ERG model is growth, which really relates to self-development, fulfillment and the sense of achieving your potential. **2 Factor Theory** Herzberg\'s Two-Factor Theory:   - Hygiene Factors: Factors that can lead to dissatisfaction if not adequately addressed (salary, company policies, work conditions).   - Motivators: Factors that lead to job satisfaction (achievement, recognition, responsibility). **What is Synergy?** **Synergy:** is the creation of a whole that is greater than the sum of its parts. **Stages of the life cycle (aka product life cycle)** Introduction -- customers introduced to new product Growth -- product becomes recognized and more popular Maturity -- most profitable, marketing and productions costs decline, saturated market Decline -- product loses market share due to competition and other products Decision -- decide to take product off market or try to revamp **Social Responsibility** **Corporate social responsibility:** Is an obligation of the organization to act in ways that serve both its own interests and the interests of society at large. **Perspectives on social responsibility**\ **The classical view** of corporate social responsibility holds that management's only responsibility in running a business is to maximize profits.\ **The socioeconomic view** of corporate social responsibility holds that management of any organization must be concerned with broader social welfare and not just with corporate profits. ------------------------------------------------------------------------------------------------------------------ Case to be socially responsible Case against being socially responsible ------------------------------------------- ---------------------------------------------------------------------- ▪ A company is a corporate citizen -- it\ ▪ Increases costs\ should act as a responsible citizen\ ▪ A company's job is to make a good or service, not improve society\ ▪ Improves a company's reputation\ ▪ Stealing shareholder's money\ ▪ Companies should solve the problems\ ▪ A company's social obligations are discharged when it pays taxes\ they cause (spill, pollution)\ ▪ Gives companies too much power\ ▪ Keeps the gov't out of business\ ▪ Businesses may exert too much influence over charitable causes ▪ Increased market share. ------------------------------------------------------------------------------------------------------------------ **Ethical Managerial Behaviour** **Free Market Model** **The free market** is an economic system in which the prices of goods and services are determined by supply and demand expressed by sellers and buyers. Markets, as modeled, operate without the intervention of government or any other external authority. **\*John Kotter\*** **Google description:** John Kotter is an American Emeritus (no longer having a position, especially in a college or university, but keeping the title of the position) Professor in organizational science and change management at Harvard University. John Kotter is known for being the founder of 8 step process for leading change and the Six change approaches model. His company is called Kotter International. The 8 steps in the process of change include: creating a sense of urgency, forming powerful guiding coalitions, developing a vision and a strategy, communicating the vision, removing obstacles and empowering employees for action, creating short-term wins, consolidating gains and strengthening change by anchoring change in the culture. **\*Frederik Taylor\*** Frederick Taylor\'s Scientific Management: 1. Goal: Ensure prosperity for both employers and employees. 2. Efficiency: Standardized methods prevent inefficiency. 3. Supervisor's Role: Train and support workers for better results. 4. Time Studies: Analyze tasks to find the most efficient way to work. 5. Incentives: Combine proper training with rewards to boost productivity. 6. Legacy: His methods still influence modern management. Taylor's approach focused on making work efficient and productive. - **Critical Survival Skills** **What are the critical survival skills for success in the new workplace?** - Mastery: you need to be able to contribute something of value to your employer. - Contacts: you need to know people; - Entrepreneurship: you must act as if you are running your own business. - Love of technology: you must embrace technology and be able to utilize it. - Marketing: you need to be able to communicate your personal successes to those of your work group. - Passion for renewal: you need to be continuously learning, changing, and updating yourself. - **Human Resource Management** What is Human Resource Management?\ The process of attracting, developing, and maintaining a quality workforce. - **Discrimination** Discrimination in employment occurs when someone is denied a job or a job assignment for reasons that are not job relevant. - **What is Managerial** - **[Henry Mintzberg]** **[Google because not in notes]** **The management theory of Henry Mintzberg** -------------------------------------------- Mintzberg is a management expert, author and academic. He's written nearly two dozen books on management and holds the Cleghorn Professorship of Management Studies at McGill University. Mintzberg argues that skills are learned through experience and cannot simply be taught in the classroom. In a 2004 interview with [CNN](https://edition.cnn.com/2004/BUSINESS/01/28/globaloffice.mintzberg.transcript/index.html), he stated: "You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager... you cannot teach surgery to somebody who's not a surgeon." Mintzberg recommends breaking down management roles and responsibilities and organizing the workplace to simplify complex concepts. This helps streamline companies for efficiency, improves [employee engagement](https://www.business.com/hr-software/employee-engagement/) and allows each team member to develop their own skills. Mintzberg\'s managerial theory is founded on the idea that managers are involved in ten roles, divided into three main clusters: interpersonal, informational, and decisional. Furthermore, Henry Mintzberg defines the operating effort of managers in each role. - **[Max Weber]** Created: Bureaucratic Organization -- is an ideal, intentionally\ rational, and very efficient form of organization founded\ on principles of logic, order and legitimate authority - **Emotional Intelligence** Emotional intelligence:\ ▪ Emotional intelligence is the ability of people to manage themselves and their relationships\ effectively.\ ▪ A leader's emotional intelligence significantly influences his or her effectiveness, especially in\ senior management positions. ▪ There are five components of emotional intelligence in which people should strive to develop\ competency. These components are:\ ▪ Self-awareness ---- the ability to understand one's own moods and emotions,\ and understand their impact on one's work and on others.\ ▪ Self-regulation ---- the ability to think before acting and to control otherwise\ disruptive impulses.\ ▪ Motivation ---- the ability to work hard with persistence and for reasons other\ than money or status.\ ▪ Empathy ---- the ability to understand the emotions of others and to use this\ understanding to better relate to them.\ ▪ Social skill ---- the ability to establish rapport with others and to build good\ relationships and networks. **OTHER PT 2 (Might be Essay)** Visionary Leadership Leadership Directive Follower Empower Others Alternative leadership styles Opinions as well