Management 3490 Exam 3 (ch. 8,11, 13, 14)
Path-Goal theory
A theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards
LPC (least-preferred coworker)
A theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness
difference between bureaucratic control and decentralized control - see figure 14.6
14-4. bureaucratic = formal and rigid decentralized = self-controled and informal
HRM relationship with legal factors
A number of laws regulate various aspects of employee-employer relations
functional groups
A permanent group created by the organization to accomplish a number of organizational purposes with an unspecified time horizon
informal leadership
A person who engages in leadership activities but whose right to do so has not been formally recognized by the organization or group
budget
A plan expressed in numerical terms (types of budgets listed 14-3a)
financial statement
A profile of some aspect of an organization's financial circumstances
income statement
A summary of financial performance over a period of time
human capital
Reflects the organization's investment in attracting, retaining, and motivating an effective workforce
Family Medical Leave Act
Requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies
equal pay act
Requires that men and women be paid the same amount for doing the same job
the Americans with disabilities act
Specifically outlaws discrimination against persons with a disability.
NLRA (National Labor Relations Act)
Spells out procedures by which employees can establish labor unions and requires organizations to bargain collectively with legally formed unions; also known as the Wagner Act
control
The regulation of organizational activities in such a way as to facilitate goal attainment
role structure
The set of defined roles and interrelationships among those roles that the group members define and accept
human resource management (HRM)
The set of organizational activities directed at attracting, developing, and maintaining an effective workforce
benefits
Things of value other than compensation that an organization provides to its workers
two opposing forms of structural control
bureaucratic control and decentralized control
strategic importance of human resource management
careful and systematic approach to talent management, reducing employees in areas where they are no longer needed and adding new talent to key growth areas
how organizations maintain human resources
compensation and benefits and career planning
relationship between strategy and control
control helps organizations assess how effective a strategy is in helping the organization meet its goals
how managers can overcome this resistance
encouraging employee participation and developing verification procedures
career planning
few people stay in the same position at the same organization for life, both the individual and the company can benefit from career planning
four stages of team development
forming, storming, norming, and performing
Types of groups
functional, informal and interest, task
how employees form unions
gather interest, collect signed authorization cards, petition NLRB to hold election, ballot election held, union signs up members and elects officers, collective bargaining, labor contract signed, resolve disputes
recruiting
The process of attracting individuals to apply for jobs that are open
Labor Relations
The process of dealing with employees who are represented by a union
labor relations
The process of dealing with employees who are represented by a union
decision-making styles
(decide, consult individually, consult group, facilitate and delegate)
the decline of unions in the US
10.31% attributable to fears of job insecurity due to the recession that hit in 2008
purpose of control
-adapt to environmental change -limit the accumulation of error -cope with organizational complexity -minimize costs
steps in the control process
1. establish standards 2. measure performance 3. compare performance to standards 4. determine need for corrective action
substitutes for leadership
A concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization
impression management
A direct and intentional effort by someone to enhance his or her image in the eyes of others
bureaucratic control
A form of organizational control characterized by formal and mechanistic structural arrangements
performance appraisal
A formal assessment of how well an employee is doing his or her job
task groups
A group created by the organization to accomplish a relatively narrow range of purposes within a stated or implied time horizon
political behavior in organizations
Activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes
decentralized control
An approach to organizational control based on informal and organic structural arrangements
role ambiguity
Arises when the sent role is unclear and the individual does not know what is expected of him or her
leadership
As a process, the use of noncoercive influence to shape the group's or organization's goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture; as a property, the set of characteristics attributed to individuals who are perceived to be leaders
Charismatic leadership
Assumes that charisma is an individual characteristic of the leader
Chapter 11
Chapter 11
Chapter 13
Chapter 13
Chapter 14
Chapter 14
Chapter 8
Chapter 8
strategic control
Control aimed at ensuring that the organization is maintaining an effective alignment with its environment and moving toward achieving its strategic goals
informal oe interest groups
Created by its members for purposes that may or may not be relevant to those of the organization
EEOC
Equal Employment Opportunity Commission
operations control
Focuses on the processes the organization uses to transform resources into products or services
Title VII
Forbids discrimination in all areas of the employment relationship
HRM and social change
HRM changes as society changes - temp workers, minimum wage etc.
transformational leadership
Leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking
balance sheet
List of assets and liabilities of an organization at a specific point in time
problem-solving teams
Most popular type of team; comprises knowledge workers who gather to solve a specific problem and then disband
role conflict
Occurs when the messages and cues composing the sent role are clear but contradictory or mutually exclusive
the Age Discrimination in Employment act
Outlaws discrimination against people older than age 40.
360-degree feedback
Performance appraisal of managers done by their boss, peers, and subordinates
legitimate power
Power granted through the organizational hierarchy; the power defined by the organization to be accorded to people occupying particular positions
norms
Standards of behavior that the group accepts for and expects of its members
LMX Approach (Leader Member Exchange)
Stresses that leaders have different kinds of relationships with different subordinates
Strategic leadership
The ability to understand the complexities of both the organization and its environment and to lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment
ratio analysis
The calculation of one or more financial ratios to assess some aspect of the organization's financial health
cohesiveness
The extent to which members are loyal and committed to the group; the degree of mutual attractiveness within the group
compensation
The financial remuneration given by the organization to its employees in exchange for their work
collective bargaining grievance procedure
The means by which a labor contract is enforced
leadership behaviors
The new assumption was that effective leaders somehow behaved differently than less effective leaders
referent power
The personal power that accrues to someone based on identification, imitation, loyalty, or charisma
expert power
The personal power that accrues to someone based on the information or expertise they possess
coercive power
The power to force compliance by means of psychological, emotional, or physical threat
reward power
The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition, and interesting job assignments
negotiation
The process in which two or more parties (people or groups) reach agreement on an issue even though they have different preferences regarding that issue
collective bargaining
The process of agreeing on a satisfactory labor contract between management and a union
situational approaches to leadership
assume that appropriate leader behavior varies from one situation to another
leadership traits
assumed that some basic trait or set of traits existed that differentiated leaders from nonleaders
generic approaches to leadership
assumed that there was one set of answers to the leadership puzzle
why people resist control
if they feel overcontrolled, if they think control is inappropriately focused on or that it rewards inefficiency, or if they are uncomfortable with accountability
characteristics of effective control
integration with planning, flexibility, accuracy, timeliness, and objectivity
5 reasons why people join groups and teams
interpersonal attraction group activities group goals need satisfaction instrumental benefits
Discuss interpersonal and intergroup conflict in organizations
interpersonal: between two or more people in an organization intergroup: between two or more organizational groups
human resource planning
involves job analysis and forecasting the demand and supply of labor
Describe the issues associated with managing knowledge and contingent and temporary workers
knowledge workers: need to retain and update training frequently contingent/temporary workers: must understand how to most effectively use employees
Ethical leadership
maintain high ethical standards for their own conduct, to exhibit ethical behavior unfailingly, and to hold others in their organizations to the same standards
Describe how organizations manage conflict
many ways listed in 13-4
performance appraisals methods
objective methods and judgmental methods
OSHA
occupational safety and health administration
levels of control
operations, financial, structural, and strategic
the optimal level of conflict
optimal conflict varies with both the situation and the people involved; the point between complacent and hostile where creativity and innovation is
how organizations attract human resources
plan, recruit, and select
three forms of operations control
preliminary (inputs), screening (transformation), postaction (outputs)
leadership grid
provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior (concern for production vs for people)
creation of an obligation
providing support for another person's position that obliges that person to return the favor at a future date
four primary approaches to negotiation
psychological, situational, game theory and the cognitive approach
four essential characteristics of group and teams
role structure, norms, cohesiveness, and informal leadership
performance feedback
should generally be focused on the facts—the assessed level of performance, how and why that assessment was made, and how it can be improved in the future
emerging approaches to leadership
strategic leadership cross-cultural leadership ethical leadership
related approaches to leadership
substitutes for leadership charismatic leadership transformational leadership
selecting
to gather from applicants information that will predict their job success and then to hire the candidates likely to be most successful
how organizations develop human resources
training and development, performance appraisal, and performance feedback
training and development
training: Teaching operational or technical employees how to do the job for which they were hired development: Teaching managers and professionals the skills needed for both present and future jobs
persuasion
use of emotion and logic to convince others
coercion
use of force to get someone to obey
inducement
when a manager offers to give something to someone else in return for that person's support
cross-cultural leadership
when traveling/leading in different countries, that person will need to become acclimated to the cultural differences that exist between the two countries and to change his or her leadership style accordingly