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52 Cards in this Set

  • Front
  • Back
Controlling
monitoring activities and make corrections
Leading
-guiding employees to the goal
-achieving the goals
Organizing
-create structure to get there
-figuring out tasks to be done; who reports to who
Planning
-Setting the direction of goal
-determining what we are going to do
Staffing
-having the necessary people
-hiring the right person; training; discipline
Legitimate Power (Position Power)
The power a leader has as a result of his or her position in the organization
Reward Power (Position Power)
The power a leader has to give positive benefits or rewards
Coercive Power (Position Power)
The power a leader has through his or her ability to punish or control. (punish)
Expert Power (Personal Power)
The influence a leader has based on his or her expertise, special skills, or knowledge.
Referent Power (Personal Power)
The power a leader has because of his or her desirable resources or personal traits.
Ex: hire someone because they have a great personality to do sales
Connection Power
Knowing people
Information Power
knowing legislation, rules
Subordinate Power
Employees
ex: Unions
What are the responses to power?
Commitment (Referent, Expert)
-Staff follow you and do what you say because they know you know what you’re doing
What are the responses to power?
Compliance (Reward, Legitimate)
-Staff do it because they have to – because you’re the boss - they do not really want to
What are the responses to power?
Resistance (Coercive)
-They just do not do it
Leadership Styles
Micromanagement Leadership (control freak)
-involved in every minor aspect of other peoples duties, constantly directing and making changes, never happy with product put out by others.
-This type of leadership: burn themselves out, doesn’t trust anyone to do the work so they do them themselves
Leadership Styles
Autocratic Leadership (my way or the highway)
-is a style in which a supervisor makes decisions without asking employees for their opinion or ideas. They give orders and expect them to be followed.
-Do not care about anyone’s opinion
-Use in an emergency
Leadership Styles
Bureaucratic Leadership
-is a style in which a supervisor uses rules, regulations and policies that were decided elsewhere and which they are expected to follow and pass on to their employees. Others decided how to manage in this “By the book” style. Ex) Emergency procedure, handling cash, safety training.)
-Rules, Refulations, Policies
-Use when training employees
Leadership Styles
Laissez-Faire Leadership (free rein leadership)
-is a style in which the supervisor provides little or no direction and gives employees as much freedom as possible. You make yourself available to employees, but empower them to make decisions. This is not an absence of leadership, but more a facilitation role.
Leadership Styles
Democratic Leadership
-is a style in which the supervisor encourages participation and teamwork from all the employees. This style is like that of a coach who is building team spirit. They have final authority, but gather input from team members.
-wants employees inputs and want them to be involved
Leadership Styles
Situational Leadership (contingency leadership)
-is a style where you adapt your leadership style to the various skill levels of employees. You will still have a predominant style, but may use three types of leadership throughout the day.
-Basically applies to everything
5 Stages of Team Development
Forming (beginning)
-Define the teams purpose
5 Stages of Team Development
Storming
-Conflict- who is leading.. sometimes people resist power
5 Stages of Team Development
Norming
-Everyone starts bonding (hopefully)
5 Stages of Team Development
Performing
-Everyone is doing their job
5 Stages of Team Development
Adjourning
-When it comes to an end
Strategic Plans *The Big Picture*
-Big picture
-Looks ahead 3 – 7 years
Operational Plans
-Specify the details of how the overall goals are to be achieved
-Operational define ways to meet the goals and are shorter time frames (month, week)
-Break down the big picture into smaller sections
Short Term and Long Term Plans
-Short Term: 1 year or less
-Long Term: Three or more years
-Intermediate: Anything in between short and long
Standing Plans
-Standing plans or repeat use plans are established routines or procedures used in re-occurring situations
-Reduces time used to answer everyday questions
-Includes policies, procedures and rules*
Single Use Plans
-Usually used for major change
-Includes projects, programs, and budgets
Contingency Plans “The What If”
-Thinking in advance about problems or changes that may arise so we are prepared to deal with them when they do.
Scenario Planning
-Type of contingency planning but involves a longer time frame
-Looks at all aspects such as economy, government change and plans around that
Cross-functional team
-employees who are experts in various functions; task independence is limited as each member works with other employees in different departments.
Problem Solving Team
–Employees from the same department or functional area who are trying to improve work activities or solve specific problems.
Self-Managed Team
-Employees with high autonomy who are responsible for an entire work process or segment. Unlike a problem-solving team, the team is also responsible for managing itself.
Advisory Team
-Teams that provide feedback and recommendations to organizational decision makers.
Virtual Team
–Teams that use information technologies to link physically dispersed members.
Market Control
-an approach to control that emphasizes the use of external market mechanisms such as price competition and relative market share to establish the standards used in the control system.
Clan Control
-an approach to control in which employee behaviour is regulated by the shares values, norms, traditions, ritual, beliefs, and other aspects of the organization’s culture.
-If someone is not pulling their weight, the clan will say something
-ex: seeing pilot loading luggage to get plane going faster (WestJet)
Bureaucratic Control
-an approach to control that emphasizes organizational authority and relies on administrative rules, regulations, procedures, and policies.
Feed Forward Control
-a type of control that focuses on preventing anticipated problems, since it takes place before the actual activity.
Feedback Control
-a type of control that takes place after a work activity is done.
-ex: Customer suggestion box
Concurrent Control
-a type of control that takes place while an activity is in process.
-Management by walking around
Maslow's Theory of Hierarchy
1. Physiological
-Food, drink, shelter, sexual satisfaction, and other physical requirements.
Maslow's Theory of Hierarchy
2. Safety
–Security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met.
Maslow's Theory of Hierarchy
3. Social
-Affection, belongingness, acceptance, and friendship
Maslow's Theory of Hierarchy
4. Esteem
–Internal esteem factors such as self-respect, autonomy, and achievement, and external esteem factors such as status, recognition, and attention.
Maslow's Theory of Hierarchy
5. Self-Actualization
–Growth, achieving one’s potential, and self-fulfillment; the drive to become what one is capable of becoming.
How can you change employee attitudes?
-Lead by example
-Positive Attitudes
-Staff Incentives
-Talking to them
Traits of a good leader?
-Drive
-Desire to lead
-Honesty & Integrity
-Self-Confidence
-Intelligence
-Cognitive (thinking things through) & Emotional (how we deal with things emotionally)
-Job Relevant Knowledge
-Extraversion