22 terms

Leadership and management: chapter 2:Classical View of Leadership and management

increases productivity by maximizing workforce effectiveness
Taylors four overiding principles of scientific managemen ( inducstrial revolution)t: first rule is
use time, motion studies, and the expertise of experienced workers to promote greatest efficiency of time and energy instead of rule of thumb
2nd rule is
each employees abilites and limitation could be identified so that the worker coudl be best matched to the most appropriate job
3rd rule is
workers were reimbursed according to their level of production rather than by an hourly wage
4th rule is
role of mamagers or functional foremen as they were called was to plan prepare and supervise. the worker was to do the work.
max weber
bureaucracy leadership style
the seven activities of management
planning, organizing, staffing, directing, and controlling
participative management
managers should have authority with rather than over employees. solutions can be find using both sides without having one dominating the other
hawthorne affect
people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant attention
theory x managers view employees how?
as lazy and in need of constand supervision and direction
theory y managers view employees how?
self motivated and willing to work hard to meet organizations goals
the great man theory
some people are born to lead while others are born to be led
contingency approach
no one leadership style is good for every situation
as people mature leadership style becomes less tasked forced and more relationship oriented
kants three major work empowerment structures
opportunity, power, and proportion
nelson and burns four developmental levels of a leader ( interactional leadership theories) 1970- present
reactive leader- focuses on the past
responsive leader- able to mold subordinates to work together as a team
proactive leader- leader and followers are future oriented and hold common values
performance teams leader- maximum productivity and worker satisfaction are apparent
reactive leader
focuses on the past
responsive leader
able to mold subordinates to work together as a team
proactive leader
leaders and followers are future oreiented and hold common values
high performance groups-
max productivity and woker satisfaction is apparent
transactional leader
sets goals, gives directions, and uses rewards to reinforce employee behaviors associated with meeting or exceeding established goals--- concerned with the day to day operations
transformation leader
motivat peformance beyond expectations through their ability to influence attitudes.-- concerned with the bigger picture
six traits of the integrated nursing leader/manager
1. they think long term
2. they look outward toward the larger organization
3. they influence others beyond their own group
4. they emphasize vision, values and motivations
5. they are politically astute
6. they think in terms of change and renewal