HSA 3110 Lecture Notes - Lecture 15: Job Satisfaction, Paternalism

54 views3 pages

lavenderpig501

17 Mar 2017

School

FGCU

Department

Health Services Administra

Course

HSA 3110

Professor

Yong- Taek Min

For unlimited access to Class Notes, a Class+ subscription is required.

Document Summary

Module 12: leadership and the manager, part 2. Creating a complete list of qualities or characteristics of leaders is difficult in that it is always possible to find supposedly successful leaders who are lacking many or all of these qualities or characteristics. Ultimately there is but one characteristic or condition that describes a successful leader and that is the acceptance of the followers. If the followers willingly accept a particular leadership, that leader is successful as such. A leader is someone who can organize tasks and make things happen, and inspire goal-directed behavior that is consistent and efficient. There is no set standard for leadership behavior. Individuals must match their own characteristics to the needs of the organization. Individuals who do not hold formal, hierarchical office may be leaders in some settings. Managers are formal leaders in that their role is to coordinate, motivate, and direct work groups. Leaders must make critical decisions and have a systems perspective.

Related Questions

Start reviewing and responding to the postings of your classmates as early in the week as possible. Respond to at least two of your classmates. Participate in the discussion by asking a question, providing a statement of clarification, providing a point of view with a rationale, challenging an aspect of the discussion, or indicating a relationship between two or more lines of reasoning in the discussion. Complete your participation in this assignment by Wednesday, March 16, 2016.

Power Base and Leadership

The British historian of the late 19th century, (Acton, 1887) said that "power tends to corrupt; absolute power corrupts absolutely," suggesting that a person's sense of morality lessens as his or her power increases. Do you agree? Considering this idea, is it ethical for leaders to try to increase their power? Is all power the same or are there different power bases and different corresponding influence techniques? How does the use of power impact the leader-follower relationship?

Choose an organization and describe the power base(s) in that organization. What types of techniques do leaders use to influence team behavior in that organization? How does the leaders' approach affect team relationships? As a leader, how would you use power in your relationships with team members, and why?

Reference:

purplerhinoceros348

Question 11

Contingency theories try to predict leadership efficiency.

True

False

3 points

Question 12

Personalized charismatics are charismatic leaders who focus on a personalized power orientation.

True

False

3 points

Question 13

A cultural symbol is any object, act, or event that serves to transmit cultural meaning.

True

False

3 points

Question 14

Common sense would tell us that not all traits or behaviors of leaders are positively related to effectiveness all of the time. Instead, whether a leader behavior is effective will depend on the situation.

True

False

3 points

Question 15

Generating an idea through spontaneous creativity, ingenuity, and information processing is the feasibility determination step of the innovation process.

True

False

3 points

Question 16

Equivalence, in the norm of reciprocity, refers to how quickly the repayment is made.

True

False

3 points

Question 17

As the diversity of opinion, values and meaning in an organization narrows, it becomes much less vulnerable to external change and more able to capitalize on external opportunities.

True

False

3 points

Question 18

Horizontal specialization is often referred to as the process of departmentation.

True

False

3 points

Question 19

Three important levels of cultural analysis in organizations are: observable culture, implicit culture, and uncommon cultural assumptions.

True

False

3 points

Question 20

Internal integration deals with the creation of a collective identity and with finding ways of matching methods of working and living together.

True

False

22jul15

Q1. Which is not likely to improve the effectiveness of a self-managed team?
a. let members share in financial gains from improved performance
b. change the membership frequently to give the team fresh ideas
c. provide accurate, timely information relevant to team activities
d. give members training in interpersonal and problem solving skills

Q2. Which type of activity is least likely to be delegated to a self-managed team?
a. evaluating each team member's task performance
b. firing a team member who has unsatisfactory performance
c. determining the work procedures to be used by the team
d. determining which team member will carry out each task

Q3. The primary purpose of a dialogue session is to:
a. debate competing proposals and identify the best one for the team
b. help members learn more about each other's interests and aspirations
c. encourage members to express their dissatisfaction with each other openly
d. increase understanding of implicit assumptions and mental models

Q4. Members are most likely to experience role conflict and divided loyalties in:
a. a cross-functional project team
b. a self-managed operational team
c. a traditional work team
d. an executive team

Q5. What is the most useful role for the external leader of a self-managed group?
a. select new members of the group when they are needed
b. mediate internal conflicts and encourage cooperation
c. monitor the group to ensure it does not become a social club
d. serve as a coach, facilitator, and advocate for the group

Q6. Which is not characteristic of Bradford's group-centered leadership?
a. the leader should emphasize group maintenance behavior as much as task oriented behavior
b. the leader should encourage members to share the responsibility for performing leadership functions
c. the leader should strive to maintain a rational discussion without emotional outbursts or expression of feelings
d. the leader should allow the group to make the final choice

Q7. What was found in research on the effectiveness of self-managed teams?
a. productivity and quality improved substantially
b. organizational commitment usually increased
c. turnover and absenteeism were lower
d. the results were inconsistent across studies

Q8. Which leadership function is especially important when a cross-functional team is initially formed to carry out a project?
a. planning and scheduling team activities to meet project deadlines
b. influencing outsiders to provide adequate resources, approvals, and assistance
c. articulating a vision or objective that inspires commitment by team members
d. mediating conflicts among members and helping them find integrative solutions

Q9. Which of the following is least likely to be a reason for an organization's failure to adapt to a changing environment?
a. leaders with a long-term perspective
b. highly specialized subunits
c. declining financial performance
d. institutionalization of power

Q10. Which condition is least important for the success of a new strategy?
a. it is based on the core competencies of the organization
b. it is compatible with significant changes in the external environment
c. it has a few clear themes relevant to the shared values of the members
d. it is similar to a strategy that was previously successful

Q11. What pattern of behavior is most likely for a CEO who has been in office for 3-4 years?
a. after the CEO consolidates power, he or she becomes more willing to experiment with innovative strategies
b. as the CEO gains confidence with a strategy that is working, he or she becomes more excited about gathering information to improve it
c. after the CEO selects a strategy and implements it, he or she becomes complacent and inflexible about changing it
d. after the CEO institutionalizes power, he or she becomes more willing to allow others to participate in making major decisions

Q12. Which condition does not limit a chief executive's discretion to make major changes in the strategy of an organization?
a. the organization has a few major clients who account for most sales
b. the organization has ample financial reserves
c. the culture of the organization is strong
d. the organization has a strong board of directors

Q13. When the competition is intense and the environment is changing rapidly, it is especially important to:
a. maintain a high level of external monitoring
b. have detailed plans and operating procedures
c. increase the power of the chief executive
d. strengthen the organization culture

Q14. When an organization has declining performance, a CEO who has been in office for several years is least likely to:
a. look for ways to improve implementation of the existing strategy
b. make small, incremental changes in the strategy
c. give a pep talk and urge people to redouble their effort
d. make major changes in the organization's strategy

Q15. Which of the following was not given as a guideline for external monitoring?
a. examine a wide range of developments and trends in the environment
b. make an extra effort to learn what clients and customers want and need
c. identify both the strengths and weaknesses of competing products
d. rely primarily on your own intuition to analyze the environment

Q16. Which statement about institutionalization in organizations is most accurate?
a. it describes how subunits with expertise gain power in organizations
b. it makes it easier for organizations to adapt to a changing environment
c. it describes how people use power to gain more power
d. it demonstrates why political tactics are unnecessary to maintain power

Q17. Which of the following usually includes a mix of formal training and learning from experience working on management projects?
a. mentoring
b. job rotation programs
c. action learning
d. behavior modeling

Q18. What training method is most useful for improving interpersonal skills?
a. computer simulations
b. behavior role modeling
c. large scale simulations
d. analysis of short cases

Q19. Which of the following was not recommended for effective training?
a. use concrete examples, diagrams, and mnemonics in explanations
b. relate training objectives to the person's interests and career ambitions
c. integrate complex material into longer learning modules
d. allow ample opportunity for practice with feedback

Q20. Which developmental method is most useful for helping managers to understand their inner feelings and values?
a. outdoor challenge programs
b. personal growth programs
c. mentoring programs
d. multisource feedback workshops

tealbadger30

HSA 3110 Lecture Notes - Lecture 15: Job Satisfaction, Paternalism

Document Summary

Get access

Related Documents

HSA 3110 Lecture Notes - Lecture 18: Mixed Group, Outline Of Health Sciences, Health Professional

HSA 3110 Lecture Notes - Lecture 14: High Standard Manufacturing Company, Charismatic Authority, Hierarchical Organization

HSA 3110 Lecture Notes - Lecture 17: Barometer, Nonverbal Communication, Active Listening

Related Questions