'Management: Organizational Behavior Study Guide\r'

'MGT 341 examination II Study Guide 1. office staff (Article and Book) a. moment of bureau †â€Å"The force to influence various out take places: or The force to â€Å" institute things happen” or â€Å" beat out things d hotshot” i. unmarrieds/ pigeonholings be presumed to hold in federal agency ground on the following factors: * Ability to cope with unbelief * Substitutability †the lower the substitutability the great the power. * make-upal Centrality †the more central a separate/ theme is to an make-up; the greater the power. function and travail rough-cutity †if the activities of a somebody/ pigeonholing depend on the activities of a nonher soulfulness/ classify -> the latter is considered to clear greater control or power. b. bod of office staff to Authority †advocator and Authority ar close cerebrate to the concept of lead story. ii. Authority †Situations in which a person/ separate has been form al geniusy granted a loss attractionship position. iii. Legitimate world power †formerly O.K. by organization (Contractual) or in positively back up by individual/ classify (Consensual). iv.Executive / Managerial index †directed towards creating and applying an active organization †ideal of transforming the organization to it’s loftyest potential. c. constitute vs. Emergent leadershiphip (Formal vs. escaped) d. Types of Power: Yellow = personate Power Red = personalized Power Positional Power †Organization * Appointed leaders / formal power †** most(prenominal) honey oil Form of Power** * Easily controlled by the organization. * Attributed to the Position rather than the individual. * Appointed from upper level management. 1.Reward Power †The extent to which a person controls rewards an otherwise person values (Can give batch things they want; sate reads). 2. Legitimate Power †Power granted by virtue of one’s position . 3. Coercive Power †The extent to which a person sess avenge or physically/psychologically harm individual else (do bad things to a person). individual(prenominal) Power †psycheal/ various(prenominal) †Emergent (i. e. as the individual becomes acclimated to the surroundings they may â€Å"emerge” professionally or when in that respect is a gathering that does non prevail an presumable leader figure, one go forth â€Å"emerge” naturally. Attributed to the Individual rather than the organization. * Not easy influenced by the organization. * shape is â€Å"earned” or gained after â€Å"proving ones self. ” Expert Power †The extent to which a person controls rewards another person values. (Can give quite a little things they want; satisfy shoots). 1. denotative Power †Exists when one person wants to be same someone else r imitates someone else. ( make up on taste and respect). e. Situational Variables that stinke r result power. v. Ability to cope with perplexity vi.Substitutability †The extent to which someone else in the organization fag end â€Å"Substitute” for someone else. (The lower the substitutability the greater the power). vii. organizational Centrality †the more central a person is to the job or extremityes of the organization, the greater the power. viii. Role and get to Interdependence †If the activities of a person or conclave ar dependent on that of another person/ convocation > the latter has the power. f. leaders Motive Syndrome †The choose for power mustiness be greater than the hold for affiliation.Must refrain from being perceived as Impulsive, Coercive, or Manipulative. g. Acceptance Theory †managers authority is derived from subjugates acceptance, instead of the gradable power structure of the organization h. Power opening move †Difference between formal positional power granted and the actual power required to c hance on finales. ix. How to â€Å"Fill the Gap” > * Acquiring Information & group A; Ideas * Assess Who has Power * Good Relationships * Interpersonal Skills * Net bunks (power structure tool) * Create Valued Agendas Image & adenylic acid; snub Record 2. attractionship: i. Trait Approaches: x. Focus †primal approaches focused on those personal characteristics and attributes- physical, mental, and cultural. The research is much termed the â€Å"Great Person” theory of leadership (it was fancied leaders were divers(prenominal) from average people based on personality and physical characteristics) â€Å"leaders ar born, not made”. 5 personal characteristics seemed related to effective leadership: intelligence, dominance, self-confidence, senior high school levels of energy and activity, and task-relevant knowledge. i. Problems †Relationship between these characteristics and evidence of effective leadership is not finickyly strong. In the case of each characteristic, there obtain been signifi natest studies that have every not shown any sexual intercourseship with effective leadership or found a negative birth. Thus, provides an incomplete provide of leadership xii. Reemergence of Interest †reemerged as a hopeful research area, especially in terms of examining item traits related to the military potential/success in different organisational settings.Studies from the 80’s and 90’s kindle there are a progeny of traits that do suffer to effective leadership: Drive, leadership motivation, honesty and integrity, self-confidence, resonance, cognitive ability and knowledge of the business. Alone, these do not guarantee leadership success, but they cease athletic supporter for success. xiii. Key Dimensions for â€Å"Magic” or magnetised Leadership †3 key dimensions are en reverieing, activating and enabling. â€Å"Natural Leaders”, energize-inspire, envisioning-create & group A; communicate image, enabling- change other people * Linking to Results †Finding the correct component that gives you positive results.The results should be reposed, strategic, lasting, and selfless. This link between attributes and results enriches our agreement of the relationship between leader traits and leadership effectiveness j. Behavioral Approaches: Focused on the various behavioural patterns or styles used by different leaders and the functions fulfilled by these individuals. xiv. Democratic †conduct through with(predicate) group input and decision making. xv. Autocratic †Leading by command xvi. Laissez-faire-Leading through minimal troth by the leader and allowance of total group freedom xvii. University of Michigan Studies †Research into behavioral aspects of leadership. Were touch on with two different leader predilections: one toward employees and the other toward production. The results suggested that a strong orientation to production r esembled the authoritarian leadership style, opus a strong employee orientation was indicative of the democratic leadership style. xviii. *Ohio State Studies †equal to Michigan studies. Two basic factors derived: initiating structure and circumstance for others.See pages 214-215 xix. *Managerial Grid > Concern for people and production, uses 5 sections on grid, want managers to be a 9,9. Most popular Concern for plenty Concern for population Concern for Results (1,1) = LCP & amp; LCR, (1,9) = HFP & LCR, (9,9) = HCP & HCR, (9,1) = HCR & LCP. 1,9| | 9,9| | 5,5| | | | | 1,1| | 9,1| * Based on a â€Å"Concern for People” & â€Å" Concern for Production” * Includes Motivation xx. Likert’s Linking Pin & System 4 ideas Likert found that the Traditional View of management (close inspection/high structure) only PARTLY explained the usances of managers. * Believed that managers are members of (2) different workgroups 1. Person is respon sible FOR. > Subordinates 2. Person is responsible TO (Traditional View of Supervision). > Leaders * Power comes from the ability to excerpt power up and Lateral (Peer Managers) * (2) Elements must be looked at: i. Task Component ii. Human Component * Approach consists of merged Workgroups. * Managers are members of quaternate Workgroups. xi. System 4- (participative)- supervisors trust their subordinates and goal setting and decision making are cooperative activities. k. Contingency Approaches †This perspective suggests that there is no â€Å"one best way” to lead in all situations; rather, the most effective style of leadership is dependant on(p) or dependent on the situation. Contingency theories blend the trait approach and the behavioral /functional theories to suggest the most effective leaders are those individuals who can adapt their styles to the demands of a situation, group, or values xxii.Situational Leadership †(Life-Cycle Theory of Leadersh ip) pg 225 xxiii. Path-Goal Model †The leader affects subordinates’ performance by clarifying the behaviors (paths) that will lead to desired rewards (goals). Types of leader behaviors: directive, supportive, participative, achievement-oriented. Situational factor which influence how leader behavior relates to subordinate satisfaction: personal characteristics of the subordinates, characteristics of environment. xxiv.Vroom-Yetton Leadership-Participation Model †pg 227 xxv. Executive learn †Private meeting to discuss and work on personal learning and development issues. Feedback coaching (consultant)- self-aggrandising feedback and assisting person in ontogeny an action political platform to address need or problems that are as authorizeded (360 feedback; 1-6 months, not too intensive) In-depth coaching (counselor)- closer, intimate relationship, multiple valuatements and discussion extensively used to develop social skills, etc. 6-12 months+) Content coac hing (tutor)- provide leader with knowledge and skills for specific area (IT, acquisitions, globalization, etc. ; condemnation varies, but recountingly short) l. 4. Substitutes for Leadership †Leadership substitutes: individual, task, and organizational characteristics that tend to outweigh the leader’s ability to affect subordinates satisfactions and performance. Leadership neutralizers: factors that render ineffective leaders attempts to engage in various leadership behaviors. m.Empowerment †Emphasizes a move away from leader dominance and intelligent problem solving to a system where organizational members, as the new experts, are continuously touch in organizational decision functioninges. Tannenbaum & Schmidt Leader Continuum pg 236. Keys to empowerment: 1- important for employees to have information on organizational performance and outcomes. 2-individuals must be rewarded for their contributions to organization performance. 3-team members must be pro vided with knowledge/skills that enables them to understand and contribute to performance. -individuals must be given the power to make to make decisions that influence work procedures and organizational direction. n. Transactional vs. Transformational Leadership. Transactional Leader- Leader-follower relation one of exchange; narrow view; supervision and â€Å"normal” leaders (managers) Transformational Leader( personal magnetismtic)- Visionary, inspirational figure; ability to articulate & communicate vision and charisma to energize and motivate people; strong empathy skills and precise perception of others; â€Å"change” leaders. dark side”- transformational or â€Å"magic” leaders may become captivated by their vision of what’s best and their vision may not be appropriate. Focus on what they want to hear, do not learn easily from those around them and may damage organizational performance. i. e. cults and Hitler. Characteristics of conceit ed leaders- 1. Rely on manipulation and exploitation. 2. Impulsive and unlawful behavior. 3. Excessive impression management. 4. Poor administrative practices. 5. inefficient to recognize flawed vision. 6. Fail to plan for succession.These can be quite destructive. o. Gender Issues †Stereotypes, Research Findings, â€Å" trash Ceiling”, Relation to International Expansion Stereotypes complicate â€Å"masculine” characteristics are managerial, â€Å"feminine” unmanagerial. Research- Men & women with high needs for power tend to have quite similar characteristics Reasons more women not in power & leadership positions mostly â€Å"institutional sexism” (glass ceiling) Many components important to international success are â€Å"feminine”- relationship development, communication, social sensitivity (&empowerment) p.Cat selfries of Leadership â€Å"Talents” Direction- vision, concepts, & focus Drive to Execute- achieve, com pete, active, ego drive Relationships- relater, developer, networks, stimulate good feelings, team oriented Management systems- performance orientation, disciplined, arranger, strategic thinker 3. interior(a) Dynamics (ESSAY QUESTIONS) q. Reasons Groups Form- Security and need satisfaction, social need satisfaction, esteem need satisfaction, proximity and attraction, group goals, economic reason. Groups are there for a reason. . Types of Groups †Formal vs. Informal; Heterogeneous & Homogeneous Formal- are those that have established task-oriented goals and are explicitly formed as part of the organization- such as work groups, departments, and labor teams. Rational, identifiable, exist to serve organization. Informal- are those that emerge everywhere time through the interaction of organizational members. slang’t have formally assigned or stated goals, they do have implied or covert goals, which are frequently recreational and interpersonal in nature.Formal vs. informal- a rough distinction between these types of groups is that formal groups are represented on an organization chart, firearm informal (self-enacted) groups are not. Homogeneous- a group whose members have key aspects in harsh, in terms of either personal (e. g. attitudes, values, goals) or sociodemographic (e. g. education, age, gender, race) characteristics. Heterogeneous- groups are those that differ on significant dimensions. s. Stages of Group DevelopmentForming- group member will find out what they will be doing, the kind of leadership and behaviors that are acceptable, and the range of interpersonal and task relationships that are possible. Typically confusion, caution. Storming- described as the â€Å"shakedown”, where individual styles come into contravene. Characterized by tension, criticism, and confrontation among members. formative scrap can occur. Norming- resistance is overcome as the group establishes its rules/roles and standards. Develops intrag roup cohesiveness, delineates (outlines) task standards and sojournations.This phase is mark by cooperation, collaboration, cohesion, and commitment . Performing- Accomplish tasks. Typical characteristics implicate challenge, creativity, group consciousness, and consideration among members. Adjourning/reforming- Clo confident(predicate) (celebrate, rewards). Group members must either reassess their mission, roles, and processes or shit for dissolution of the group. t. Group Attributes: xxvi. Individual & Group Status- experimental condition refers to the level/position of a person in the group or a group in an organization. Status differences. xxvii.Roles †Meaning, Conflict, ambiguity: Role refers to the various behaviors people expect from a person or a group in a especial(a) position. Role Conflict is playing several roles that elicit certain expectations that often contradict one another. Role Ambiguity refers to when one receives unclear or ambiguous signals n early(predicate) what is expected of us in a particular role. xxviii. friendly Identity Theory †how group affects people-:Group membership affects members’ sense of who they are, how they see themselves, how they feel about themselves and how they act in a group, they become what others expect them to be. xix. Norms †What are they; Pivotal vs. Peripheral: are the putting surface standards or ideas that guide member behavior in established groups. Pivotal norms are those that are considered to be particularly important to the group/organization. Peripheral norms in contrast are those that are not as important to group members xxx. Status and Conformity †Relationships, utile vs. Private: Desire to be accepted by the group, making individuals susceptible to conformation effects. They feel thrust to change their attitudes and behaviors to conform to the groups norms or operative standards.Expedient conformity is when a group member expresses attitudes and enga ges in behaviors that are acceptable to the group, while holding his private beliefs that are at odds with the group. Private acceptance is when an individual’s public and private attitudes and beliefs are congruous with the groups norms.. xxxi. Cohesiveness †What it means, Factors that lead to it, Impact on people, electronic or Virtual Groups: Cohesiveness refers to the degree to which group members are attracted to one another and the resulting desire to tarry in the group.Factors that lead to cohesiveness implicate mutual attraction amongst group members, similar views, attitudes, likings, performance, and behavior. Impact on people: intergroup conflict pulls members together and encourages cooperation, such conflict may become too powerful leading to intragroup competition that reduces cohesiveness. Electronic or practical(prenominal) groups can become cohesive xxxii. Group (Org) lading †Meaning, Affective vs. protraction; Free Agents.Group (org) commitme nt is the relative strength of individual group members feelings of identification with an trammel to a groups goals or tasks. Affective(emotionally attached) commitment means they maintain a relationship because they want to have high levels of group organization comfort and job challenge. Continuance commitment means they maintain a relationship because they have concerns about potential loss of pension, benefits, and a lack of other alternatives. *do it because they have to. xxxiii. Social Loafing †Meaning, How Common, How to deal with it. Reduced efforts of an individual group member when they perform as part of a group compared to individual efforts. â€Å"I wont work hard because someone else in the group will pick up slack”. More common in large groups. To deal with it make sure that group members understand the importance of their assignment as well as the mechanisms for group and individual function encouraging active participation. u. Lost Moon recitation â € v. Groupthink †This is a dynamic that diminishes the decision making capability of a group, try’s to minimize conflict and reach a consensus.Symptoms of group think include illusion to invulnerability, collective efforts to rationalize/discount warnings, not questioning the group, stereotyped views of â€Å"enemy” leaders, pressuring members, self-censorship of deviations, illusion of unanimity, self-appointed â€Å"mind-guards”(mind-gaurds withhold information from a group to guard it in tact). How to guard against Everyone be a full of life evaluator, somebody play devil’s advocate, be impartial, critical thinking, take time to study foreign factors. w.Choice-Shift †(group polarization) occurs when the average of the group members post-discussion attitudes tends to be more original than average prediscussion attitudes, generally happens when everyone is already leaning in one direction, may become more organic during virtual groups x. Brainstorming, Nominal Group & Delphi Techniques †fundamentally â€Å"How” they operate, Role of Electronic Communications. Brainstorming-trying to expand by acquire many different interacting groups and different ideas from each group Nominal group technique: no criticizing no talking to eachother or evaluating.Do evaluation, ask everyone ideas, then clique (top to bottom) confidentially and independently, then mathematically pool them. You are trying to get everyone’s opinion without people criticizing them. Delphi technique: smaller group, completely anonymous (no one knows anybody). Has one mediator. Give them each the problem and they come up with their own answers/ideas and then exchange ideas/answers with everyone else and everybody comments on eachothers ideas. Repeat the process until you come up with a general consensus. 4. Organizational Socialization: y.Meaning †A process of adaption during which entrants learn the values, norms, expectatio ns, and established procedures for assumptive a particular role and for becoming an accepted member of the group or organization z. Purpose â€For new members it reduces role ambiguity and increases feeling of security since group expectations are clarified. For the group or organization the socialization process creates more behavioral uniformity among its members, thereby developing a basis for understanding and collaboration and reducing potential group conflict. . Stages †What they are; Sequence, & What goes on in each? 3 Stages: Anticipatory socialization- can be thought of as preliminary/prepatory stage during which time a person should be provided with down-to-earth view of organizational goals and expectations, what the persons duties/responsibilities are, and the necessary task-related skills and abilities. Entrants can assess the fit between their values and needs of organizations. Organizational or group encounter- newcomer actually joins the group or organi zation.Initiation period during which individual needs to balance personal and work-related demands that may conflict with one another, while simultaneously learning new tasks, clarifying role expectations and becoming acquainted with peers. Acquisition of group norms and values- If successfully accomplished, newcomer feels apart of group and becomes accepted |. make of Socialization on Performance-a process of adaption during which newcomers learn the values, norms, expectations for assuming a particular role and becoming a member of an organization.It helps the group become more effective. }. down-to-earth Job Previews- People entering into an organization need to know what to expect with their jobs so they can prepare to cope effectively with work related pressures and demands. ~. Mentoring †Individual and Group Group mentoring- Group influence that emerges from its norms and roles provide a greater sense of phsychological support for newcomers, facilitates their inclusio n and sense of belonging. Individual mentoring- Having someone with high ascertain/respect help coach and guide you and help you out.\r\n'