ACCA Paper F1 - Accountant in Business, Course Notes, BPP 2010
Подождите немного. Документ загружается.
11: LEADERSHIP AND MANAGING PEOPLE
11.11
4.21 A contingency approach, developed by John Adair, states that effective leadership lies in
what the leader does to meet the needs of:
4.22 Adair's theory is often known as 'action centred leadership'. Action in one area will impact
the other areas. Managers must therefore balance their attention between the three
variables.
4.23 Warren Bennis suggested specific differences between the roles of manager and leader:
Manager Leader
Administers Innovates
Focus on short term, control and
systems
Focus on people and long term
'Does the right thing' 'Does things right'
11: LEADERSHIP AND MANAGING PEOPLE
11.12
5 Chapter summary
• This chapter has looked at the process of leading and managing people, and the
development of management theory over time.
END OF CHAPTER
11.13
Chapter 11: Questions
11: QUESTIONS
11.14
11.1 Who suggested that management revolved around the fine functions of planning, organisation,
commanding, coordination and controlling?
A Taylor
B Fayol
C Stewart
D Mayo (2 marks)
11.2 Which of the following is not a benefit of delegation?
A Speeds up decision making
B Empowers the subordinate
C Assists with progression planning
D Ultimate responsibility is passed to the subordinate (2 marks)
11.3 Which of the following is not one of Max Weber's three bases of authority?
A Rational–legal
B Charismatic
C Traditional
D Referent (2 marks)
11.4 The principles of scientific management were first expressed by?
A Drucker
B Maslow
C Taylor
D Fiedler (2 marks)
11.5 Blake and Mouton's managerial grid compares concern for the task with psychological proximity of the
manager. True or false?
A True
B False (1 mark)
11.15
Chapter 11: Answers
11: ANSWERS
11.16
11.1 B Henri Fayol, a French engineer, suggested these five functions in 1899.
11.2 D Responsibility cannot be delegated; it remains with the manager.
11.3 D Referent is a type of power exercised in organisations.
11.4 C Frederick Taylor, an American engineer developed his ideas about the design and performance of
jobs into the application of four principles of scientific management.
11.5 B Blake and Mouton's managerial grid compares concern for the task with concern for people.
END OF CHAPTE
R
12.1
Syllabus Guide Detailed Outcomes
Having studied this chapter you will be able to:
• Appreciate how individuals' behaviour affects organisations.
• Ascertain why some groups and teams perform significantly better than others.
• Understand the life cycle of a team.
Exam Context
Both Tuckman and Bellin and featured in the pilot paper. Relationships within a team and management of teams have
often featured in exams under the old syllabus.
Qualification Context
This is an important topic that impacts on the way people should work once they are qualified.
Business Context
Teams are an essential ingredient for most organisations, whether the team is of a short term nature (eg. project team)
or ongoing (eg. credit control department).
Individuals, groups and
teams
12: INDIVIDUALS, GROUPS AND TEAMS
12.2
Overview
Individuals, groups and teams
Groups Individuals Teams
Types/purpose
Factors that affect
performance in the workplace
Successful
teams
Roles
Team building
12: INDIVIDUALS, GROUPS AND TEAMS
12.3
1 Individuals
Lecture example 1
Ideas generation
Required
In what ways do you feel or behave differently at work compared to when you are with your
family/social group/sports team?
Solution
Individuals
1.1 Managers need to understand what motivates individuals within the groups and teams they
control. Key variables include:
• Perception
• Personality
• Attitude
12: INDIVIDUALS, GROUPS AND TEAMS
12.4
1.2 Perception
How do they How do they
see the Individual see their
task? perception colleagues?
How do they
see the role?
1.3 Personality
Personality
Types/traits Suitability
Issues
Compatibility
1.4
Processes People
Attitudes
towards…
Authority Change
1.5 Individuals perform a range of roles in life both in and out of work, and may have a particular
view on how they fit into a group or team.