Management: Organizational Behavior Study Guide

MGT 341 Exam II Study Guide 1. effect (Article and Book) a. Meaning of function The major situation to influence various out summons or The ability to make things happen or grow things d wholeness(a) i. Individuals/ sorts atomic number 18 presumed to fuck off power based on the following operators * Ability to cope with unbelief * Substitutability the lower the substitutability the greater the power. * organisational Centrality the more than commutation a soulfulness/ class is to an plaque the greater the power. Role and caper Interdependence if the activities of a person/ multitudeing depend on the activities of an another(prenominal)(prenominal) person/ chemical class - the last menti wizardd is considered to be in possession of greater control or power. b. Relationship of personnel to Authority Power and Authority ar virtually related to the concept of leadership. ii. Authority Situations in which a person/ meeting has been prescribedly granted a lead ership position. iii. Legitimate Power formerly sanctioned by arrangement (Contractual) or informally signed by individual/group (Consensual). iv.Executive / Managerial Power directed towards creating and declareing an active administration ideal of transforming the system of rules to its highest potential. c. Appointed vs. Emergent Leaders (Formal vs. Informal) d. Types of Power Yellow = Position Power Red = Personal Power positional Power Organization * Appointed leaders / formal power ** approximately Common Form of Power** * Easily controlled by the presidency. * Attributed to the Position alternatively than the individual. * Appointed from upper level management. 1.Reward Power The achievement to which a person controls rewards another person values (Can give people things they overleap get together contracts). 2. Legitimate Power Power granted by virtue of ones position. 3. Coercive Power The extent to which a person lavatory punish or physically/psycholo gically harm person else (do fully grown things to a person). Personal Power Personal/Individual Emergent (i. e. as the individual call ons acclimated to the environment they whitethorn emerge professionally or when in that look on is a group that does not urinate an appargonnt leader figure, one ordain emerge naturally. Attributed to the Individual rather than the organization. * Not easily influenced by the organization. * Influence is earned or gained after proving ones self. Expert Power The extent to which a person controls rewards another person values. (Can give people things they want satisfy necessitate). 1. Referent Power Exists when one person wants to be desire someone else r imitates someone else. (based on admiration and respect). e. Situational Variables that can allow power. v. Ability to cope with uncertainty vi.Substitutability The extent to which someone else in the organization can Substitute for someone else. (The lower the substitutability the g reater the power). vii. Organizational Centrality the more central a person is to the trade union movement or affectes of the organization, the greater the power. viii. Role and Take Interdependence If the activities of a person or group atomic number 18 dependent on that of another person/group the latter has the power. f. Leadership Motive Syndrome The need for power must be greater than the need for affiliation.Must refrain from being perceived as Impulsive, Coercive, or Manipulative. g. bridal Theory managers authority is derived from subordinates acceptance, instead of the hierarchical power structure of the organization h. Power suspension Difference between formal positional power granted and the actual power required to accomplish goals. ix. How to Fill the Gap * Acquiring Information & Ideas * Assess Who has Power * Good Relationships * Interpersonal Skills * Networks (power twist tool) * Create Valued Agendas Image & Track Record 2. Leadership i. attribute App roaches x. Focus Early approaches foc apply on those personal characteristics and attributes- physical, mental, and cultural. The interrogation is very much termed the Great Person theory of leadership (it was assumed leaders were diametrical from average people based on personality and physical characteristics) leaders ar born, not made. 5 personal characteristics seemed related to sound leadership intelligence, dominance, self-confidence, high levels of energy and activity, and task-relevant knowledge. i. Problems Relationship between these characteristics and evidence of potent leadership is not concomitantly pixilated. In the case of each characteristic, in that respect have been crucial studies that have either not shown any affinity with effective leadership or found a negative relationship. Thus, provides an uncompleted picture of leadership xii. Reemergence of Interest reemerged as a promising research atomic number 18a, especially in legal injury of examini ng specific traits related to the dominance/ achievement in polar organisational settings.Studies from the 80s and 90s arouse there are a number of traits that do set up to effective leadership safari, leadership motivation, honesty and integrity, self-confidence, resonance, cognitive ability and knowledge of the business. Alone, these do not guarantee leadership success, but they can service for success. xiii. Key Dimensions for Magic or Charismatic Leadership 3 describe dimensions are en loting, energizing and enabling. Natural Leaders, energize-inspire, en heaping-create & communicate image, enabling- enable other people * Linking to Results Finding the correct quality that gives you positive results.The results should be balanced, strategic, lasting, and selfless. This contact lens between attributes and results enriches our understanding of the relationship between leader traits and leadership effectiveness j. Behavioral Approaches Focused on the various behavioral pa tterns or styles used by different leaders and the functions fulfilled by these individuals. xiv. Democratic buck through group input and conclusiveness making. xv. Autocratic Leading by command xvi. Laissez-faire-Leading through minimal participation by the leader and adaption of total group freedom xvii. University of moolah Studies Research into behavioral aspects of leadership. Were touch with two different leader orientations one toward employees and the other toward production. The results suggested that a vehement orientation to production resembled the autocratic leadership style, while a strong employee orientation was indicative of the democratic leadership style. xviii. *Ohio State Studies Similar to Michigan studies. Two basic factors derived initiating structure and consideration for others.See pages 214-215 xix. *Managerial Grid refer for people and production, uses 5 sections on grid, want managers to be a 9,9. or so popular Concern for People Concern fo r People Concern for Results (1,1) = LCP & LCR, (1,9) = HFP & LCR, (9,9) = HCP & HCR, (9,1) = HCR & LCP. 1,9 9,9 5,5 1,1 9,1 * found on a Concern for People & Concern for Production * Includes need xx. Likerts Linking Pin & System 4 ideas Likert found that the Traditional date of management (close supervision/high structure) only PARTLY explained the eccentrics of managers. * Believed that managers are phalluss of (2) different workgroups 1. Person is responsible FOR. Subordinates 2. Person is responsible TO (Traditional View of Supervision). Leaders * Power shines from the ability to excerpt power Upward and Lateral (Peer Managers) * (2) Elements must be looked at i. Task Component ii. Human Component * Approach consists of interconnected Workgroups. * Managers are shares of multiple Workgroups. xi. System 4- (participative)- supervisors trust their subordinates and goal setting and decision making are collaborative activities. k. Contingency Approaches This pers pective suggests that there is no one best way to lead in all situations rather, the most effective style of leadership is contingent or dependent on the situation. Contingency theories combine 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 Leadership) pg 225 xxiii. Path-Goal imitate The leader affects subordinates military operation 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 Coaching Private meeting to discuss and work on perso nal recording and development issues. Feedback coach (consultant)- giving feedback and assisting person in developing an action plan to address need or problems that are ob dole outd (360 feedback 1-6 months, not too intensive) In-depth coaching (counselor)- closer, intimate relationship, multiple assessments and newborns extensively used to develop interpersonal skills, etc. 6-12 months+) Content coaching (tutor)- provide leader with knowledge and skills for specific area (IT, acquisitions, globalization, etc. era varies, but relatively short) l. 4. Substitutes for Leadership Leadership substitutes individual, task, and organizational characteristics that tend to outmatch the leaders ability to affect subordinates satisfactions and performance. Leadership neutralizers factors that render futile leaders attempts to engage in various leadership behaviors. m.Empowerment Emphasizes a fit away from leader dominance and expert problem solving to a system where organizationa l members, as the new experts, are continuously mired in organizational decision processes. 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 provided 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 ex pitch narrow view supervision and natural leaders (managers) Transformational Leader(charismatic)- Visionary, inspirational figure ability to articulate & communicate vision and charisma to energize and motivate people strong empathy skills and accurate intuition of others change leaders. dark side- transformati onal or magic leaders may bring captivated by their vision of whats 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 narcissistic leaders- 1. Rely on manipulation and exploitation. 2. Impulsive and unconventional behavior. 3. extravagant impression management. 4. Poor administrative practices. 5. Unable to recognize flawed vision. 6. break down to plan for succession.These can be quite destructive. o. Gender Issues Stereotypes, Research Findings, c swan Ceiling, Relation to International Expansion Stereotypes include masculine characteristics are managerial, 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 institutional sexism (glass ceiling) Many components important to international success are feminine- relationship development, communication, social sensitivity (&empowerment) p.Categories of Leadership Talents Direction- vision, concepts, & focus Drive to Execute- achieve, compete, active, ego drive Relationships- relater, developer, networks, stimulate good feelings, team oriented worry systems- performance orientation, disciplined, arranger, strategic weigher 3. Intragroup Dynamics (ESSAY QUESTIONS) q. Reasons sort outs Form- Security and need satisfaction, social need satisfaction, esteem need satisfaction, proximity and attraction, group goals, scotch reason. Groups are there for a reason. . Types of Groups Formal vs. Informal Heterogeneous & uniform Formal- are those that have established task-oriented goals and are explicitly formed as part of the organization- such as work groups, departments, and project teams. Rational, identifiable, exist to serve organization. Informal- are those that emerge over time through the interaction of organizational members. Do nt have formally assigned or say goals, they do have implied or implicit goals, which are frequently unpaid 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, while informal (self-enacted) groups are not. Homogeneous- a group whose members have key aspects in common, 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 along 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 shakedown, where individual styles come into affair. Characterized by tension, criticism, and confrontation among members. Con structive conflict can occur. Norming- resistance is pass as the group establishes its rules/roles and standards. Develops intragroup coherence, delineates (outlines) task standards and expectations.This phase is marked by cooperation, collaboration, cohesion, and commitment . Performing- Accomplish tasks. Typical characteristics include challenge, creativity, group consciousness, and consideration among members. Adjourning/reforming- colonization (celebrate, rewards). Group members must either reassess their mission, roles, and processes or realise for decay of the group. t. Group Attributes xxvi. Individual & Group Status- status 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 limited position. Role Conflict is playing several roles that elicit certain expectations that oft contradict one another. Role Ambiguity refers to when one receives unclear or ambiguous signals about what is expected of us in a particular role. xxviii. Social 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 common 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, Expedient vs. Private Desire to be veritable by the group, making individuals susceptible to conformity effects. They feel pressure to change their attitudes and behaviors to conform to the groups norms or operative standards.Expedient conformity is when a group member ex presses attitudes and engages 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 individuals public and private attitudes and beliefs are compatible 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 remain in the group.Factors that lead to cohesiveness include 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 virtual groups can become cohesive xxxii. Group (Org) Commitment Meaning, affective vs. Continuance Free Agents.Group (org) commitment is the relative strength of individual group members feelings of identification with an attachment 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. cut back efforts of an individual group member when they perform as part of a group compared to individual efforts. I wont work hard because someone else in the group will pick up slack. much 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 accountability encouraging active participation. u. Lost Moon praxis v. Groupthink This is a dynamic that diminishes the decision making capability of a group, examines to minimize conflict and reach a consensus.Symptoms of group think include illusion to invulnerability, collective efforts to rationalize/discount warnings, not doubting the group, stereotyped views of enemy leaders, pressuring members, self-censorship of deviations, illusion of unanimity, self-appointed mind-guards(mind-gaurds withhold information from a group to keep it in tact). How to guard against Everyone be a tiny evaluator, somebody play devils advocate, be impartial, critical thinking, take time to study external factors. w.Choice-Shift (group polarization) occurs when the average of the group members post-discussion attitudes tends to be more extreme than average prediscussion attitudes, generally happens when everyone is already leaning in one direction, may become more extreme during virtual groups x. Brainstorming, Nominal Group & Delphi Techniques basically How they operate, Role of Elec tronic Communications. Brainstorming-trying to expand by getting some(prenominal) 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 rank (top to bottom) confidentially and independently, then mathematically pool them. You are trying to get everyones opinion without people criticizing them. Delphi technique smaller group, completely anon. (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, expectations, and established procedures for assuming a particular role and for beseeming an accepted member of the group or organization z. Purpose 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 concurrence among its members, thereby developing a basis for understanding and collaboration and trim back potential group conflict. . Stages What they are Sequence, & What goes on in each? 3 Stages Anticipatory socialization- can be thought of as preliminary/prepatory lay out during which time a person should be provided with realistic 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 organization.Initiation period during which individual needs to balance personal and work-related demands that may conflict with one another, while si multaneously learning new tasks, clarifying role expectations and becoming acquainted with peers. Acquisition of group norms and values- If successfully accomplished, newcomer feels aside of group and becomes accepted . Effects 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. . Realistic Job Previews- People accounting entry 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 inclusion and sense of belonging. Individual mentoring- Having someone with high regard/respect help coach and guide you and help you out.