business 10 pre-IB quiz 3 - management

what is autocratic leadership? what are some features (positives, negatives)?

- A style of leadership that keeps all decision-making at the centre of the organization - Leaders take decisions on their own (no discussion) - Leaders set objectives, issue instructions, and check that they are carried out - Workers can be dependent on their leaders for all guidance - Less initiative - Low motivation - One-way communication (issue instructions but no feedback encouraged) - Necessary for workplaces with high levels of order or control that is required (Armed forces and police may use this (issue orders quickly)) (Oil tanker disaster or railway accidents)

what is laissez-faire leadership? features?

- A style of leadership that leaves much of the business decision-making to the workforce (a "hands-off" approach and the opposite of the autocratic style) - literally means "let them do it" - allow workers to carry out tasks and take decisions themselves (very broad) - extreme version of democratic management - very little input from management - effective for research or design teams - often work best when they aren't tightly supervised and have "free rein" to work on a project - could lead to lack of confidence and direction or supervision - could result in poor decisions and poor motivation if they don't know whether what they're doing is "right"

what is paternalistic leadership? features?

- A type of "fatherly" style of leadership typically used by dominant males where their power is used to control and protect subordinate employees who are expected to be loyal and obedient - Managers pay more attention to the social aspects of their employees; keep them happy and motivated like a father figure - Make decisions with interests of the workers - Feedback is invited, improves morale - However, final decisions are still taken by senior management - Greater employee loyalty and motivation compared to autocratic leadership - No true participation in management decisions and could lead to a sense of frustration if feedback seems to be ignored

what are the 4 decisional subroles and their activities?

- A. Entrepreneur role: As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. (looking for new opportunities to develop; e.g. encouraging new ideas from within the business and holding meetings to put new ideas into effect) - B. Disturbance handler role: When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it. (responding to changing situations that may put the company at risk, taking responsibility when threatening factors do develop; e.g. take decisions on how the business should respond to threats like new competitors or changes in the economic environment) - C. Resource allocator role: You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. (e.g. decide on the allocation of the organizations human, financial, and other resources; draw up and approve estimates and budgets, decide on staffing levels for departments) - D. negotiator role: You may be needed to take part in, and direct, important negotiations within your team, department, or organization (raises, mergers, schedules) (represent the organization in negotiations such as with the government; e.g. conduct negotiations, build up official links between the business and other organizations) (One purpose of communicating with people to gather and share information is to make decisions)

what are the three interpersonal subroles and their activities?

- A. Figurehead role: the interpersonal role managers play when they perform ceremonial duties. You're expected to be a source of inspiration. (symbolic leader like the Queen as Canada's Head of State; e.g. opening new factories/offices, hosting receptions, giving important presentations) - B. Leader role: This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group. To accomplish organizational objectives (motivating subordinates, selecting and training other managers/staff; e.g. any management tasks involving subordinates) - C. Liaison role: Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization. (linking with managers and leaders of other divisions or organizations; e.g. leading and participating in meeting, correspondence with other organizations) (Management jobs are people-intensive. Most managers spend between 60 and 80 percent of their communicating with others.)

what are the 3 informational subroles and their activities?

- A. Monitor role: In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being. (collecting data relevant to business; e.g. attend seminars, business conferences, research groups, reading research reports) - B. Disseminator role: This is where you communicate potentially useful information to your colleagues and your team. (sending information collected from external or internal sources to the relevant people in the organization; e.g. communicating with staff in the organization using appropriate means) - C. Spokesperson role: Managers represent and speak for their organization. In this role you're responsible for transmitting information about your organization and its goals to the people outside it. (communicating information about the organization to external groups to spread information on its current position and achievements; e.g. presenting reports to stakeholders at an annual general meeting, communicate with media) (Managers spend 40 percent of their time gathering and sharing information)

what are some subconcepts of organizing?

- Deciding where decisions will be made - Who will do what jobs and tasks - Who will work for whom a. Allocating resources, assigning tasks and establishing goals b. Preparing a structure (organisation chart), showing lines of authority and responsibility c. Recruiting, selecting, training and developing d. Placing employees where they'll be most effective

what are some main subconcepts of planning? why is it important?

- Determining organizational goals - How to achieve them a. Setting organisation goals b. Developing strategies to reach goals c. Determining which resources are needed Setting precise standards - Planning is one of the best ways to improve performance - It encourages people to work harder, to work hard for extended periods, to engage in behaviors directly related to accomplishing goals, and to think of better ways to do their jobs. - But most important, companies that plan have larger profits and faster growth than companies that don't plan. (Question: What business are you in? - if you can answer the question in two sentences or less, have a clear plan for your business. Example: CEO selling stores that are unprofitable.)

what is situational leadership? features?

- Effective leadership that varies depending on the task in hand (situational leaders adapt their leadership style to each situation) - adapt their style of leadership to the task or job as well as the skill and experience of the group (lacking skill = more directive leadership; great skill and experience = democratic)

what are the 2 words starting with the letter "e" that managers are concerned with?

- Efficiency: Getting work done with a minimum of effort, expense or waste - Effectiveness: Accomplishing tasks that help fulfill organizational objectives

what are some subconcepts of leading?

- Inspiring and motivating workers to work hard to achieve organizational goals (middle managers are KEY for this!) - Motivating, Communicating, Encouraging a. Guiding and motivating employees to work effectively to accomplish org goals and objectives b. Giving assignments c. Explaining routines d. Clarifying policies e. Providing feedback on performance

what is ethical leadership? what are the 2 components? what are some indicators?

- Leading by knowing and doing what is considered to be "right" 1. make decisions ethically and act ethically 2. lead ethically (how they treat people everyday, attitudes, ways they motivate, directions they lead the organization) - ignore personal interests for the organization's sake, needs of employees, and greater good of the community - willingness to encourage and consider feedback, opinions, and challenges or proposed decisions - encouraging leadership in others - making the consideration and discussion of ethics and ethical questions part of the culture of the organization - understands the importance of leadership and sharing it as much as possible and exercising it carefully to the benefit of employees, the business, and society (likely to be more paternalistic or democratic than autocratic; essential for leaders who want to see ethical standards adopted; requires firm and prescriptive leadership) (tangible and intangible qualities; tangible = the way the leader works with and deals with others; intangible = character, decision-making process, values and principles, courage)

who is a manager? what is management? why is management important?

- Manager: Person responsible for setting objectives, organizing resources, and motivating staff so that the organization's aims are met; delegates and works with others to complete tasks - Managers need to be an inspiration, be respected by subordinates, and be good at communicating - Management is getting work done through others - Good management is essential to starting a business, growing a business, and maintaining a business once it has achieved some success (Canadian companies pay management consultants nearly $10 billion per year for advice on basic management issues such as how to lead people effectively, and manage large-scale projects and processes)

what are some subconcepts of controlling?

- Monitoring progress towards goal achievement - Taking corrective action when needed - The basic control process involves setting standards to achieve goals, comparing actual performance to those standards, and then making changes to return performance to those standards a. Measuring results against corporate objectives b. Monitoring performance relative to standards c. Regarding outstanding performance d. Taking corrective action when necessary (may be divided into coordinating and controlling: coordinating is used to ensure consistency and coordination between different parts; controlling is more so taking action against underperformance and appraising performance)

what is democratic (participative) leadership? features?

- a leadership style that promotes the active participation of workers in taking decisions - engage in discussion with workers before taking decisions - two-way principle - every opportunity for staff to respond to and initiate discussion - need good communication skills to explain issues clearly and understand responses - full participation is encouraged - may lead to better final decisions as staff can contribute and offer valuable experience - improves motivation as workers feel more committed to ensuring that decisions they have influenced are successful - can be a slow process to employ this approach - could be unsuitable in certain situations (becoming increasingly common; workers are more educated and have high expectations of their experience; expect high-level needs to be satisfied; the rapid pace of change at work and technological changes have increased the need to consult and involve workers; people find change less threatening and more acceptable if they were involved in managing it; however, many still avoid consultation and staff participation because it can be difficult to adapt to and people may doubt their abilities to discuss and persuade that they would rather issue instructions that don't allow for feedback)

why are leadership styles different from one region to another?

- cultural norms - needs of the task - use of power - leaders can improve by acknowledging differences (there are collectivists, individualists, bureaucratic leaders, democratic leaders, and many more)

what are some personal characteristics that are identified as being common among effective leaders?

- desire to succeed and natural self-confidence - think beyond the obvious and be creative - encourage others to be creative - multitalented: understand discussions about a wide range of issues affecting their business - incisive mind that enables the heart of an issue to be identified rather than unnecessary details (not all leaders or managers have these; different views)

what are some examples of top managers? responsibilities?

- executives responsible for the overall direction of the organization - CEO, CIO, COO, CFO, CTO - Vice President - Corporate Heads - Change - Commitment - Culture - Scan the environment - Set Vision and Mission; develop employees commitment; employee buy in; positive organizational culture; scan the environment for change, competitors, economy - Clear and consistent messages A. Creating the context for change. B. Developing employee attitude of commitment to and ownership in company's success. C. Creating a positive organizational culture through language and action. D. Monitoring the business environments. (35% of CEO's are eventually fired because of their failure to successfully change their companies)

what are differences between leadership and management?

- good manager doesn't always mean an effective leader (people argue that some are born with natural talents, some say you need experience) - MANAGEMENT: processes that keep an organization functioning (e.g. make it work; hit quarter's numbers; planning, staffing, clarifying, measuring performance) 1. direct and monitor others 2. problem solve 3. position of responsibility (official) 4. skilled and qualified 5. doing things right 6. listened to because of status (not necessary personality) 7. accepts and conforms to "norms" of organization - LEADERSHIP: align people to the vision of the business which means communication, motivation, inspiration (the art and practice of motivating a group of people towards achieving a common objective) 1. motivate and inspire others 2. innovators who encourage others to accept change 3. personal qualities or traits 4. natural abilities and instincts 5. doing the right thing 6. respected and trusted by followers (follow the personality of the leader) 7. creates and develops a culture of change (MANAGEMENT IS MORE LIKE A FORMAL JOB, LEADERSHIP IS MORE LIKE INTERACTING AND GROWING TOGETHER)

what are the 3 managerial roles and their subroles?

- informational 1. monitor 2. disseminator 3. spokesperson - decisional 1. entrepreneur 2. negotiator 3. resource allocator 4. disturbance handler - interpersonal 1. figurehead 2. leader 3. liaison

what are Mintzberg's 3 managerial roles and their main tasks?

- interpersonal roles: motivating and dealing with staff - informational roles: source, receiver, and transmitter of information - decisional roles: taking decisions, allocating resources to meet objectives

what are some examples of team leaders? responsibilities?

- managers responsible for facilitating team activities toward goal accomplishment - Team leader is a relatively new kind of management job - Team Lead - Team Contact - Group Facilitator - Facilitation - External relationships - Internal relationships - Businesses are shifting to self managed teams - Team leads are not responsible for their team's performance because the team is... - Team Leaders help and facilitate their team to accomplish organizational goals - Build bridge or liaisons between other teams, departments or divisions of the company - Fostering good internal relationships A. Facilitate team performance (but the team as a whole is responsible for performance itself). B. Manage external relationships, for example those with other teams. C. Manage internal team relationships, for example by resolving conflicts.

what are some examples of middle managers? responsibilities?

- managers responsible for setting objectives consistent with top management's goals and planning and implementing subunit strategies for achieving objectives - General Manager - Plant Manager - Regional Manager - Divisional Manager - Resources - Objectives - Coordination - Subunit performance - Strategy implementation - Set objectives consistent with top managements goals, plan and implement subunit strategies for achieving those objectives - Plan and allocate resources A. Plan and allocate resources to meet objectives. B. Coordinate and link groups, departments, and divisions within a company. C. Monitor / manage performance of subunits and managers who report to them. D. Implement changes or strategies generated by top managers.

what are some examples of first-line managers? responsibilities?

- managers who train and supervise performance of non-managerial employees who are directly responsible for producing the company's products or services - direct relationship with the workers - Office Manager - Shift Supervisor - Department Manager - Non Managerial worker supervision - Teaching and training - Scheduling - Facilitation - Train and supervise the performance of non-managerial employees who are directly responsible for producing the company's products or services - Encourage, monitor and reward performance of their workers - Teach entry level workers how to do their jobs - Make detailed schedules and operating plans A. Encourage and reward performance B. Teach entry-level employees how to do their jobs. C. Make detailed schedules and operating plans based on middle management's intermediate range plans.

what are the 4 management functions? what is their importance?

- planning - leading - organizing - controlling (may be divided into 2 subconcepts of coordinating and controlling) - Studies indicate that managers who perform these management functions well are more successful, gaining promotions for themselves and profits for their companies - CEO's who spend more time planning, the more profitable their company

what are the 4 kinds of (aka layers of) managers?

- top managers - middle managers - first-line managers - team leaders

what are some factors that affect leadership style?

- training and experience of the workforce; degree of responsibility they are able to take on - amount of time available for consultation or participation - management culture and business background of the managers (if they've always used a certain style of leadership) - personality of managers (do they have the confidence and strength?) - importance of the issue

what functions are moreso present in the upper layers? lower layers?

- upper layers: more planning and organizing - lower layers: leading and controlling

what are the 5 leadership styles from most controlled to least controlled?

1. autocratic 2. paternalistic 3. situational 4. democratic 5. laissez-faire (remember that different styles work at different times)