SPH R 311 1st Edition Exam 1 Study Guide Multiple choice questions identification or fill in the blank questions true of false questions 2 matching questions Covering The management environment Management theory leadership theory Service sectors and Boards Planning nothing taken directly from readings that was not covered from Lecture on this exam Selected specific areas of focus review all NOTES and PowerPoint s What is Management Why Managers Fail o Defined Process of optimally utilizing human resources to achieve predetermined goals and objectives in the most efficient and effective way possible o Management Styles Tough guy or gal management Its my way or the highway It had better be on my desk by the end of the day Mess up one more time and your out of here Nice Guy or Gal Management Being overly accommodating Cant put foot down Not effective Ideal Compromise Inspire employees to do their best and establish a working environment that allows them to reach their goals Find out what motivates people everyone is different 4 Traditional Functions of Management 1 Planning a Developing formulating the course of action needed to accomplish your objectives 2 Organization a Determining what activities need to be accomplished to get the job done 3 Directing Influencing guiding or supervising employees in their jobs 4 Controlling a Monitoring and taking corrective action when necessary Management Theorists Classical Approach one way to organize workers o Scientific management F Taylor o Administrative principles H Fayol o Bureaucratic organization Max Weber Classical Management Theories 1 Frederick Taylor o Develop for every job a science o Select workers with right abilities for the job o Giving incentives o Support workers by planning their work 2 Frank Lillian Gilbreth motion studies as a management tool o Brick laying motion fatigue study o Unnecessary movements o Therbligs names turned backwards breaking down process o Make tasks faster and less taxing o Tested research and studies on families 3 Henri Fayol o Administrative principles foundations of the 4 functions of management today o Foresight o Organization o Command o Coordination o Control Believed that management could be taught 4 Max weber bureaucratic most rational organization method o Clear division of labor o Clear hierarchy of authority o Formal rules procedures o Promotion based on merit o U S military bureaucracy o Slow down process with too many rules o Resistant to change o Not customer focused Behavioral Human Relations Approach Theories 1 Elton mayo o Hawthorne studied o Attention paid to workers increased the workers sense of importance 2 Maslow o Hierarchy of needs 3 Douglas McGregor s Theory XY o Theory X Workers passive and without motivation Management must direct and motivate o Theory Y Relies upon higher order motives Workers capacity for self motivation and self direction Linkage to self fulfilling prophecies 4 Chris Argyris s theory of adult personality o Managers who treat people positively and as responsible adults will achieve extraordinary productivity o Expand job responsibilities allow more task variety 5 Mary Parker Follett o Organizations as communities o Emphasis on power with rather than power over people o A community based approach with the idea that natural leaders are born within the group o A skillful leader influences by stimulating others o The idea of fluid leadership where leaders and followers are in a relationship Contemporary theories management trends o Total quality management o Managers facilitate employees participation in the work process and decision making o Learning organizations o 5 disciplines leadership Outcome based management o Rooted in public and non profit o Agency carefully plans and sets priorities with the purpose of realizing quality results rather than quantified results Strategic management o Philosophy that assumes planning improves performance by setting strategies that the staff tries to achieve to strengthen the overall organization o 6 steps Leadership Theory 1 Great Man Leadership is inherent great leaders are born not made 2 Trait Assume that people inherit certain qualities and traits that make them better suited to leadershipcertain personality and behavioral characteristics 3 Contingency No leadership style is best in all situations success depends upon a number of variables the relationship b t leader and the group the task structure and power of the leader 4 Situational Leaders choose the best course of action based upon situational variables 3 factors affect the leader s decisions the situation the capability of the followers and the capability of the leader 5 Behavioral People can learn to become leaders through teaching and observation great leaders are made not born 6 Participative Taking input of others into account while leading encourage participation and contributions from group members usually seen in business settings leaders facilitate 7 Transactional Focus on the role of supervision organization and group performance When the group is successful they are rewarded when they fail they are reprimanded or punished 8 Relationship or transformational theories Focus is upon the connections between leaders and followers Leaders motivate and inspire people by helping group members see the importance and higher good of the task Leader wants each person to fulfill his or her potential These leaders have high ethical and moral standards SERVANT LEADERSHIP The leader s priority and motivation is to serve others Follower s needs are ahead of leaders needs Inspire hope and encourage the best in others Difference b t servant and transformational leaders Transformational help followers achieve group goals Servant service to followers A servant leader focuses on the followers and transformation leaders focus on the group goals Three Service Sectors 1 Private for profit commercial o Commercial profit oriented market driven customer oriented agencies o Funding strategies o Sole proprietor o Business owned by single individual o Personally financially responsible o Retains all decision making o Partnership o Two or more people as co owners Unlimited liability General partnership where both owners are liable for debt or legal problems Each partner has the same liability Limited liability One owner doesn t have as much responsibility because they didn t invest as much and don t share the same profits Limited partnership Only responsible to a certain amount