3. Organizational Authority
• Organizational authority can be defined as the extent of discretion given to
a person to make decisions as a consequence of the position he holds in
the organization.
4. Types of Authority
1. Line authority it reflects existing superior- subordinate relationships. It
consists of the right to make decisions and to give order.
5. 2. Staff authority consists of the right to advise or assist those who possess
line authority as well as other staff personnel
6. 3. Functional authority consists of the right to give orders within a segment
of the organization
7. Authority Definition by Weber
• Weber believes that authority can be acquired in three ways
1. Charismatic authority
2. Traditional authority
3. Rational legal authority
Being charismatic involves communicating dynamically, with passion and
enthusiasm whilst displaying positive body language. It involves thinking positively,
having optimism and self-confidence, and also being persuasive and building the
respect and trust of others.
8. Power
• Power is perceived as the ability to do something
• Expert power. Related with skills and knowledge and qualification as well
• Legitimate power. Related with formal position in organisation
• Referent power. Related with interpersonal relationship skills/ convincing ability
• Reward power. It is the degree to which a manager can use rewards to control other
people
10. Practice 1
• If a manager justifies an instruction to a subordinates by saying “because I
am a qualified accountant” the manager is relying on which of the
following bases of power?
A. Referent
B. Reward
C. Legitimate
D. Expert
11. Responsibity & Delegation
• Responsibility is the state or fact of having a duty to deal with something
or of having control over someone Or the state or fact of being
accountable or to blame for something. Responsibility should correspond
authority.
12. • Delegation is the assignment of any responsibility or authority to another
person (normally from a manager to a subordinate) to carry out specific
activities.
13. Practice 2
• Which of the following statements regarding authority and responsibility is
correct?
A. Authority cannot be delegated to subordinates
B. Authority is the obligation a person has to fulfil a task they have been set
C. Responsibility is the right to do something because of your position within an
organization
D. Responsibility cannot be delegated to subordinates
14. Practice 3
• John has just joined a small accounts department. The financial controller is taken
ill. John has been told that he needs to prepare the management accounts and
requires information regarding salaries. The payroll department are not happy
about giving John the information required. What is the underlying cause of the
problem?
A. Authority without responsibility
B. Responsibility without authority
18. Ashridge Management Model
• Ashridge defines Four different styles o leadership
1. Tells (autocratic)
2. Sells(persuasive)
3. Consult(suggestions/ participative)
4. Joins(democratic)
19. Practice 5
C manages a small team of workers. He has recently asked his team for suggestions as to
how they can improve their efficiency. The team members have made several suggestions,
but C does not feel they are practical and has decided to adopt a different approach.
According to the Ashridge Management College, what management style is C
demonstrating?
A. Joins
B. Tells
C. Consults
D. Sells
20. Practice 6
• Trevor runs a medium sized organization that is wholly owned by him. He believes in
giving instructions to employees so that work can be done right the first time. Employees
are all expected to follow instructions and in case of any issues, they need to
communicate with Trevor. What leadership style is adopted by Trevor?
A. Tell
B. Sell
C. Consult
D. Join
21. Practice 7
• For each of the statements made by managers listed below, choose an Ashridge
leadership style that best describes the statement.
(i)“Produce this report immediately because HR have an urgent need for the information”.
______sells_________
(ii)“Let’s agree on what should be included in this report”.
_____joins____________
(iii)“Produce this report immediately or else”.
_______tells_________
(iv)“Tell me what you think we should include in the report and I’ll decide about it later”.
_____consult______
24. Practice 8
• In a recent staff survey, manager F has been identified as highly focused on meeting
production needs, but having little real concern for the wellbeing of the employees who
report to her. According to Blake and Mouton, which key point on the managerial grid is F
being placed at by the staff survey?
A. Impoverished
B. Team management
C. Country club
D. Task management
25. Practice 9
• Fiona’s performance appraisal has just come in. She is greatly focused on targets and has
high demands of her team. Her team has often been heard saying that she does not care
for their wellbeing and sets very strict deadlines with consequences for any employee
that lags behind. According to Blake and Mouton, which key point on the managerial grid
can Fiona be placed at?
A. Impoverished
B. Team management
C. Country club
D. Task management
26. Practice 10
• Star Ltd sent out a questionnaire based on Blake and Mounton’s managerial grid
to all its functional managers. The results of the questionnaire showed that
Jennet demonstrates a ‘team’ leadership style. Which of the following best
describes Jennet’s management style?
a) Total concentration on getting the job done.(task style)
b) High work accomplishment from committed staff.
c) Thoughtful attention to staff needs.(country club style)
d) Balancing the necessity to get the work done, along with maintaining staff
morale.(middle road style)
31. Fiedler’s Contingency Model
leadership styles:
1. Task-orientated leadership, and Psychologically Distant Managers
2. Relationship-orientated leadership and Psychologically Close Managers
Fiedler concluded that the effectiveness of a leader depends on: „
• the leader’s style, and also „
• the extent to which the work situation gives the leader control and influence.
32. The work situation depends on three factors
1. The relationship between the leader and the subordinate
2. The structure of the task/ nature of the project
3. The position power(status in the organisation) of the leader
So which leadership style was most effective? Fiedler found that it seemed to depend on
the circumstances:
• When the work situation is favourable, a task-orientated leader is more effective. „
• When the work situation is unfavourable, a task-orientated leader is also more effective.
• When the work situation is somewhere between favourable and unfavourable
(‘intermediate’), a relationship-orientated leader is more effective.
33. Practice 11
The accounts manager holds a departmental meeting every Monday at
10.00 am. How would Fiedler define this manager?
A. Psychologically distant
B. Psychologically close
34. Practice 12
• John is a senior manager and makes sure that quarterly targets are set through
consultation with the team and when these targets are met, the team is rewarded
with a get together like taking them all out for rugby match. Thus, John can be
classified as a:
A. Psychologically Close Manager
B. Psychologically Distant Manager
C. Transactional Leader
D. Authoritative
35. John Adair model
According to Adair, an effective leader would adapt leadership style to the group
needs, task need and individual needs within a group.
36. • For the task need an effective leader should encourage
Setting objectives, planning task, allocating of responsibilities , setting performance
standards
• For the group need an effective leader should encourage
Communication, team building, motivation , discipline
• For the individual need an effective leader should encourage
Coaching, developing and motivating individuals
37.
38. Practice 13
The below includes needs that managers have to action. Suggest whether
they are likely to be associated with individual, task or group needs.
Need Task/group/individual
• Decision making _______task_______
• Peace keeping _____group__
• Training ____individual__________
39. Warren Bennis
Bennis goes on to outline four common abilities that leaders share
1. Management of attention. Leaders must create a cause or vision that
inspire and focus the attentions of those that they are leading
2. Management of meaning. Leader must be able to communicate this
cause or vision effectively to their group or team.
40. • Management of trust. A good leader must be honest in all their dealings
with their group
• Management of self. Leader should always be aware of their own strengths
and weaknesses.
41. six personal qualities of leadership by Bennis
1. Integrity(the quality of being honest and having strong moral principles.)
2. Dedication(the quality of being dedicated or committed to a task or purpose.)
3. Magnanimity(the fact or condition of being magnanimous; generosity. Or giving credit to
others )
4. Humility(the quality of having a modest or low view of one's importance.)
5. Openness(lack of secrecy or concealment; frankness.)
6. Creativity(the use of imagination or original ideas to create something)
42. Bennis argued that there were two types of leader
1. Transactional leader who see the relationship with their followers in
terms of a trade: they give followers rewards and in exchange they
expect service, loyalty and compliance.
2. Transformational leader who see their role as inspiring and motivating
others to work. Only transformational leadership can change team or
organisational cultures and move them in a new direction.
43.
44. Practice 14
• Bennis argued that effective leaders needed to display certain generic
skills. Which of the following is one of these skills?
A. The management of self
B. The management of finance
C. The management of objectives
D. The management of authority
45. Practice 15
Bennis outlined the abilities of leaders. Which of the following is NOT an ability of a
leader according to Bennis?
(i) Leaders should have a clear vision of the organizations goals.
(ii) Leaders should be able to communicate clearly and effectively with their team
(iii) Leaders should be able to represent the organization in front of external
stakeholders.
A. (i) only.
B. (i) and (ii).
C. (ii) only
D. (iii) only
46. Kotter. Managing change
For Kotter, the leadership process involves (a) developing a vision for the
organization; (b) aligning people with that vision through communication; and (c)
motivating people to action through empowerment and through basic need
fulfillment. The leadership process creates uncertainty and change in the
organization.
50. Heifetz
Heifetz stated that nobody can be an ideal leader in every situation and that fruitful
social relations were imperative for leadership to be effective for the organisation. He
argues that the role of the leader is to help people face reality and to mobilise them to
make change.
Adaptive leadership a leadership model that was introduced by Ronald Heifetz . He
it as the act of mobilizing a group of individuals to handle tough challenges Leadership is
now considered a team sport.
51. Definition of Adaptive Work
• Adaptive work is defined as leading change in a situation where both the problem
and the solution are unclear and new learning is required by all the participants.
52.
53. • Get on the balcony means . Observations
• Identify and adaptive change means. Identify the type of challenge
• Regulate distress means .support emotional/social needs
• Maintain disciplined attention means. Help employees to stay on task
• Give work back to people means. Independence and responsibility
• Protect the voices from below means. Honor each employees needs and ideas.
55. Henri fayol
• Fayol presented five functions of management which apply universally.
These are
56. Some drawbacks of Hanri Fayol theroy
• Motivation
• Communication(vertical communication , horizontal communication etc)
57. Elton mayo human relation theory
Hawthorne experiment
• The Hawthorne studies were conducted on workers at the Hawthorne plant of
the Western Electric Company by Elton Mayo and Fritz Roethlisberger in the
1920s. The Hawthorne studies were part of a refocus on managerial strategy
incorporating the socio-psychological aspects of human behavior in organizations.
58.
59. The main findings of these studies and
experiments were
• That social dynamics and group interactions directly affect the productivity and efficiency of
employees. The higher the group interactions the greater is the productivity.
• Mayo concludes that workers were motivated by psychological conditions more than physical
working conditions.(office environment, light, air quality, noise conditions etc)
• Mayo proposed that higher productivity could be gained by good communication and
emotional connection between workers and management
60. • The human relations school theory is based upon three main principles:
1. Individuals want more than just a pay check from the organization they
work for;
2. Individuals perform better when empowered
3. Individual behavior is shaped and influenced by the work group or
department they belong to.
61. F W Taylor Scientific Management Theory
• Taylor believe that by analyzing work in a scientific manner, it was possible
to find the one best way to perform a task. He felt that by organizing work
in the most efficient way the organization’s productivity would be
increased, allowing them to reward employees with remuneration.
63. Practice 16
• Which of the following is an underlying theme of Mayo’s Human Relations School?
A. Leaders should decide how resources should be used fo r activities.
B. Social dynamics and group interactions directly affect the productivity and efficiency of
employees.
C. There should be a science of work, based on the analysis of work methods and work
times.
D. There should be an equal division of work between the workers and management.
65. Peter Drucker
• Drucker stated management tasks as follows
Managing a business
Managing managers
Managing workers and work
66. Later, Drucker categorized the work of the manager into five parts
1. Setting objectives(planning)
2. Organising work.
3. Motivating and communicating
4. Measuring.(controlling)
5. Developing people(training)
