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. What would you like to do?
What is informal authority?
Friendships or alignments with others
What is authority?
Power to enforce laws, exact obedience and command. Legally influencing behavior.
What is responsibility?
Answerable, liable or accountable. Managers have authority to give commands and subordinates have responsibility to follow commands.
What is formal authority?
Rank or credentials
Transferring authority, necessary and often difficult aspect of management. Trusting others to do the job.
Assign employee to research available options and present manager with recommendation for best choice
Define informing and implementing
Assign employee to research and choose best option, inform the manager and be ready to implement it
Give the employee the authority to act, if the manager is confident the employee can handle the task independently
Procedures necessary to be a successful police officer: interviewing, interrogating, searching, arresting, gathering evidence
Organizing, delegating and directing the work of others; writing proposals, formulating work plans, establishing policies, and procedures and developing budgets
Problem solve, plan and see the big picture and how all the pieces in it fit. See the organization as a whole, yet existing within society
Communicate clearly, motivate, discipline appropriately, inspire
Basic management skills include:
Technical skills, administrative skills, conceptual skills, people skills
Managers should match tasks with levels of authority. Name the 3 levels.
Recommending, informing and implementing, acting
Six ways to delegat effectively are:
1. Stress the results, not details 2. Turn employee questions around and ask for possible answers 3. Establish measurable objectives 4. Develop reporting systems 5. Set realistic deadlines 6. Recognize accomplishments
4 qualities of successful managers
Clear goals, commitment to excellence, feedback, support
Consistency of these two characteristics is key to success
Self-confidence, positive attitude
No one management style is more apt than another to achieve the agency's mission. Selected style must match individual personalities and situations.
Management styles, theory X/Theory Y
Managers act toward subordinates in relation to the views they have of them. Theory X vies employees as lazy and motivated by pay, theory U vies them as committed and motivated by growth and development
Management styles, 4 system approach
- System 1 more traditional, chain of command down, minimal feedback, Minimal economic rewards, coercion.
- System 2 same but economic rewards replace coercion.
- System 3 uses employee initiative and gives employees moreresponsibility
- System 4opposite system 1, management makes final decisions but only after employee feedback
Management styles, mature employeetheory
Organizations provide jobs and people perform them. As individuals mature they become active from passive and interdependent from dependent
Management styles, managerial/leadership grid
Five styles: authority-compliance, country club, impoverished, middle of the road, team
Management by objectives (MBO)
Managers and subordinates setting objectives together and then tracking performance to see that goals are met
Over supervising, excessive control
Managers vs leaders
Managers focus on tasks; leaders on people
Working with and through individuals and groups to accomplish organizational goals
Name characteristics of a leader
MotivatorMotivator, coach, mentor, disciplinarian, encourager, trainer, teacher, team builder
Initially workers need support and direction.reducedirection and support as they become more task-ready.
Employees are the organizations most valuable asset
Name three leadership styles
Autocratic; consultative, democratic orparticipative; lassiez-faire
What would you like to do?
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