Which of the following is a difference between a leader and a manager quizlet?

Technical Writing for Success

3rd EditionDarlene Smith-Worthington, Sue Jefferson

468 solutions

Literature and Composition: Reading, Writing,Thinking

1st EditionCarol Jago, Lawrence Scanlon, Renee H. Shea, Robin Dissin Aufses

1,697 solutions

Technical Writing for Success

3rd EditionDarlene Smith-Worthington, Sue Jefferson

468 solutions

The Language of Composition: Reading, Writing, Rhetoric

2nd EditionLawrence Scanlon, Renee H. Shea, Robin Dissin Aufses

661 solutions

The Language of Composition: Reading, Writing, Rhetoric

2nd EditionLawrence Scanlon, Renee H. Shea, Robin Dissin Aufses

661 solutions

Technical Writing for Success

3rd EditionDarlene Smith-Worthington, Sue Jefferson

468 solutions

Technical Writing for Success

3rd EditionDarlene Smith-Worthington, Sue Jefferson

468 solutions

Literature and Composition: Reading, Writing,Thinking

1st EditionCarol Jago, Lawrence Scanlon, Renee H. Shea, Robin Dissin Aufses

1,697 solutions

Technical Writing for Success

3rd EditionDarlene Smith-Worthington, Sue Jefferson

468 solutions

Technical Writing for Success

3rd EditionDarlene Smith-Worthington, Sue Jefferson

468 solutions

Technical Writing for Success

3rd EditionDarlene Smith-Worthington, Sue Jefferson

468 solutions

Technical Writing for Success

3rd EditionDarlene Smith-Worthington, Sue Jefferson

468 solutions

*McGregor's Theory X versus Theory Y

-This theory asserts that how a manager perceives others influences how that person will manage.
Theory X managers view employees as lazy and unmotivated to do good work. They see their role as manager as forcing these lazy employees to show up on time, work hard, and avoid errors.

-Theory Y managers see employees as naturally motivated to do a good job. They see their role as providing self-motivated employees with resources enabling them to produce high-quality results efficiently. Theory X managers are viewed as a "boss," rather than as a leader.
Higher level and more educated workers will no longer tolerate a Theory X style of management. The Theory Y style has been shown to be much more effective in producing engaged, committed, and satisfied employees.

*Thorndike's Law of Effect

-Thorndike's basic idea is that a behavior that is followed by positive consequences (a reward) will likely to be repeated.
This may sound like a big "duh," except that in actuality very few managers do in fact "catch" their employees being "good" and then reward them accordingly.
Just like when training a puppy, the reward must happen immediately after the desired behavior.
Also, instead of scolding or punishing bad behavior, good leaders use the opportunity to teach the correct behavior.

*Expectancy Theory

-This theory is concerned with employee's expectations and how they influence their performance.
Most of us have an expectation that any extra effort we put in will be noticed; but often our extra goes unnoticed. If this continues, at some point we will stop putting in the extra effort. So, as managers, it is vital that we show that we have noticed each employee's extra effort.

*Goal-Setting Theory

-This theory states that people have conscious goals that energize them and direct their behavior toward a particular end.
This theory teaches us that goals can be motivating or de-motivating. Stretch goals that set too high can be discouraging when we shoot for them and miss.
We want our employee to experience successes (preventing the "death spiral".)
Goals should be set that are challenging, but attainable.
It is also important to involve your employees in defining and setting goals.

*Maslow's Hierarchy of Needs

-According to Maslow's theory, we have five levels of needs beginning with physiological needs such as the need for food and water at the lowest level, and then moving up through safety, belongingness, self-esteem, and self-actualization.
Maslow contended that people have ego and self-actualization needs that come into focus only after lower level needs are met.
This theory points out that managers should not make the mistake of assuming all their employees are at the same level of needs as they are.
Managers should consciously provide opportunities that will enable employees to be satisfied at their current need level and then help them move up the hierarchy to higher-level needs.

*McClelland's Needs Theory

-This theory asserts that people have basic, yet varying, needs for achievement, affiliation, and power.
Some people have a high need for achievement and just can't wait to become "President" of something. (Someone referred to this as nPOW—a strong, internal need for power.)
Others have a stronger need to be liked by and connected to others (affiliation).
McClelland's research revealed that successful managers and leaders have high achievement and power needs and a somewhat lower need for affiliation. It's hard to make hard decisions if you have a strong need to be liked.
However, too strong of a need for power can lead to behaviors that others resent. (Being "power hungry" is not recommended.)

*Herzberg's Two-Factor Theory

-Herzberg stated that there are two factors in the workplace that are directly related to employee motivation: Satisfiers and dissatisfiers.

-Dissatisfiers are those things that have a high potential for making employees dissatisfied, but little potential for making them satisfied or motivated. This includes things like company policies, working conditions, pay, coworkers, supervision practices.

-Whereas satisfiers do have the potential for making employees "happy." This includes the nature of the work itself, actual job responsibilities, opportunity for personal growth and recognition, and feeling of achievement.

-To truly motivate employees, managers should look more toward Herzberg's satisfiers. Managers cannot ignore dissatisfiers because they can cause employees to get upset.

-Some think that Herzberg's main contribution to the topic of motivation was to get managers thinking more about intrinsic rewards rather than just extrinsic rewards. An extrinsic reward, such as a raise or a promotion, is one given to a person by the manager or some other person. An intrinsic reward is a reward a worker derives directly from performing the job itself: "Good work is its own reward" is an old, but powerful, expression that summarizes much of this theory.

*New Science Systems Theory

-Margaret Wheatley expanded systems theory to make it more applicable to humans in work environments.
Instead of assuming, as original(biological) Systems theory did, that all organisms seek homeostasis/balance/stability/equilibrium, humans, in fact, also seek growth and challenge.
If humans experience too much stability, they will become restless, bored, and begin to lose self-esteem, vitality, and confidence in their abilities to adapt, to change, and to improve.
Therefore, she recommends that all managers continuously build in the right amount of challenge and growth opportunities in order to keep top talent internally motivated and satisfied with their work.

What is the difference between a leader and a manager quizlet?

What is the primary difference between leaders and managers? Leaders focus on: vision, mission, goals, and objectives. Managers focus on: productivity and efficiency.

What is the difference between a leader and a manager quizlet nursing?

manager focuses on coordinating resources. d. leader focuses on accomplishing goals of the organization. Correct: The terms leadership and management are often used interchangeably, and it is difficult to discuss one without discussing the other.