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Success in Business
Fundamentals for Success in Business – D072
| Question | Answer |
|---|---|
| Leadership style | is a manner or approach of providing direction, implementing plans, and motivating people |
| task-oriented style | focuses on the technical or task aspects of the job |
| people-oriented style | Leadership style that is primarily concerned with interpersonal relations in the workplace |
| Participative style | Under a participative or democratic style of management, the manager shares the decision-making authority with group members. |
| Laissez-faire style | The laissez-faire style is sometimes described as "hands-off" management because the manager delegates the tasks to the followers while providing little or no direction |
| Participatory style is viewed as the most appropriate (as is the laissez-faire style to a lesser extent), there are times when following an autocratic style is better | |
| Transactional leadership Leadership style that assumes employees have their own desires and will not be motivated without extrinsic rewards from leadership | With transactional leadership, motivation is derived from an arrangement whereby employees are rewarded for accomplishing goals set for them or tasks assigned to them. |
| Telling: | This is a directive and authoritative approach. The leader makes decisions and tells employees what to do. |
| Selling | Leaders are still the decision-makers, but they communicate and work to persuade employees rather than simply direct them. |
| Participating | Leaders work with team members to make decisions together. They support and encourage them and are more participatory. |
| Delegating: | The leader assigns decision-making responsibility to team members but oversees their work. |
| "Clan" and "Adhocracy" lean more toward flexibility, "Hierarchy" and "Market" lean more toward stability and control. "Clan" and "Hierarchy" have an internal focus whereas "Adhocracy" and "Market" have an external focus. | |
| Organizational structure | A system used to define a hierarchy within an organization |
| Mechanistic | Hierarchical, bureaucratic, organizational structure characterized by (1) centralization of authority, (2) formalization of procedures and practices, and (3) specialization of functions |
| Mechanistic | Best suited to stable environments that contain low uncertainty, such as government agencies |
| Organic | characterized by (1) flatness: communications and interactions (2) low specialization: knowledge resides wherever it is most useful, and (3) decentralization: great deal of formal and informal participation in decision-making |
| Organic | They work best in unstable, complex, changing environments such as high-tech industries. |
| McKinsey 7S | developed in the 1980s by Tom Peters and Robert Waterman ( authors of "In Search of Excellence") that analyzes seven key internal aspects of an organization that need to be aligned if it is to achieve its objectives and improve performance |
| McKinsey 7S | combination of strategy, structure, systems, skills, staff, and style, which all revolve around—and are interconnected with—the shared values (or culture) in that organization.2 |
Created by:
RhondaB
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