L & M Study Guide Exam 1 PDF

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Leadership and Management Study Guide – Exam 1

Chapter 1 Marquis-Huston Critical Thinking Teaching Model p. 5  Didactic (hearing info), Personalized (internalize the info), Group Process (different aspects), Solving the Problem Traditional problem-solving Model p. 7  A linear and structured way of solving a problem. It relies on a set of data at the beginning of a process, converges onto one solution using viability and feasibility, and creates a plan of action to fulfill the solution.  Weakness lies in the amount of time needed for proper implementation Managerial decision-making Model (rational decision-making model) p. 8  Step 1: determine the decision and the desired outcome (set objectives)  Step 1: Research and identify options  Compare/contrast options and their consequences  Make a decision  Implement an action plan  Evaluate the results Integrated ethical problem-solving Model p. 10  Provides a structured approach to problem-solving that includes an assessment of the problem, problem identification, the analysis and selection of the best alternative, and reflection as a means for evaluation Intuitive decision-making Model p. 10  Refers to arriving at decisions without conscious reasoning. Intuition should be used with EBP.  Recognition primed decision (RPD) Model explains how people can make effective decisions under time pressure and uncertainty. Individual Variations in Decision Making p. 17  Gender  Values  Life experience  Individual preference Decision Making Tools p. 22  Decision grids  allows one to visually examine the alternatives and compare each against the same criteria  Payoff tables  A tabular representation of the payoffs for a decision problem.

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Decision trees  a graph of decisions and their possible consequences; it is used to create a plan to reach a goal. Consequence tables  demonstrates how various alternatives creative different consequences. Lists the objectives for solving a problem down one side and rates how each alternative would meet the desired objective. Logic models  schematics or pictures of how programs are intended to operate Program evaluation and review technique (PERT)  used to determine the timing of decisions. Essentially a flowchart that predicts when events and activities must take place if a final event is to occur.

Pitfalls in decision making Tools p. 24  A common flaw in making decisions is to base decisions on first impressions. This typically leads to confirmation bias: (the tendency to affirm to one’s initial impressions and preferences as other alternatives are evaluated.

Chapter 2

Leaders p. 39  Empower others; maximize workforce effectiveness  Needed to implement the planned change that is part of system improvement Managers p. 39  Guide, direct, and motivate others  Intervene when goals are threatened  Emphasize control Scientific Management p. 40  Fredrick Taylor  If workers could be taught “the one best way to accomplish a task,” productivity would increase. Management Functions Identified p. 41  Henri Fayol  First identified the management functions of planning, organization, command, coordination, and control. Human Relations Management p. 42  Mary Parker Follett o Came up with participative decision making. Expressed her belief that managers should have authority with, rather than over employees.  Elton Mayo o Hawthorne Effect  indicated that people respond to the fact that they are being studied, attempting to increase the behavior they feel that would continue to warrant the attention. o Mayo recommended more employee participation in decision-making.  Douglas McGregor o Theory X and Theory Y o Theory X: explain negative management attitude about the workforce. Managers might see workers as being lazy ppl who avoid work if possible. Workers need to be given clear instructions and to be supervised b/c employees do not enjoy work and lack ambition. o Theory Y: believes that workers enjoy their work. Take more positive approach and assume that employees are able to achieve organizational objectives out of their own accord and initiative. Managers take more democratic & decentralized approach in their managing style. Managers should ought to adopt a theory Y approach.  Chris Argyris o Believed that if self-esteem and needs are not met then employees will become discouraged and troublesome and may leave the organization. Great Man Theory p. 44  Asserts that some are born to lead, whereas others are born to be led.

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Explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders Types of Management and Leadership  Authoritarian  Strong control maintained over the work group; communications flows downwards; decision making does not involve others  Democratic  less control; communication flows up and down; Decision making involves others.  Laissez-faire  takes a handoff approach; provides little or no direction; places emphasis on the group; does not criticize.  Transformational  Identifies common values, is a caretaker, inspires others with vision, has long-term vision, looks at effects and empowers others.  Contingency  Contingency theories put forth the idea that the success of a leader hinges on the specific situation at hand. Certain factors come into play that define whether a particular leader or leadership style will be effective for the given situation.  Transactional  focuses on management tasks, is directive and results oriented. Uses trade-offs to meet goals. Does not identify shared values. Examines causes and uses contingency.  Level 5 Leadership  founded by Jim Collins. LEVEL 1: Highly Capable Individual, LEVEL 2: Contributing Team Member, LEVEL 3: Competent Manager, LEVEL 4: Effective Leader, LEVEL 5: Great Leader  Strengths based leadership  focuses on the development or empowerment of strengths as opposed to weaknesses or areas of needed growth. Part of Positive Organizational leadership.  Servant Leadership  Developed by Greenleaf. Servant leaders put others including employees, customers, and the community as the number one priority.  Thought leadership  applies to a person who is recognized among peers for innovative ideas and who demonstrates the confidence to promote these ideas. Thought leaders attract followers not by any promise of representation or empowerment but by their risk taking and vision in terms of being innovative.  Quantum Leadership  Suggests that the environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity. Theory also suggests that change is constant...