CLEP Principles of Management 1

Concern for production this is the degree to which a

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Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Country Club Leadership – High People/Low Production – most concerned about needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control. Produce or Perish Leadership – High Production/Low People (Authoritarian or Compliance Leaders) – employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees. (See also our article on Theory X/Theory Y .) Impoverished Leadership – Low Production/Low People – most ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.
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Middle-of-the-Road Leadership – Medium Production/Medium People – balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect. Team Leadership – High Production/High People – pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. (See also our article on Theory Y .) 36. 37. SWOT ANALYSIS (alternately SLOT analysis ) is a strategic planning method used to evaluate the S trengths, W eaknesses/Limitations, O pportunities, and T hreats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humphrey , who led a convention at Stanford University in the 60s & 70s using data from Fortune 500 companies.
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