Management Exam 3 Tulsa

Procedural Justice

"How fair is the process for handing out rewards?" Procedural justice is defined as the perceived fairness of the process and procedures used to make allocation decisions.

Interactional Justice

"How fairly am I being treated when rewards are given out?" Interactional justice relates to the "quality of the interpersonal treatment people receives when procedures are implemented."

Distributive Justice

"How fairly are rewards being given out?" Distributive justice reflects the perceived fairness of how resources and rewards are distributed or allocated.

3 Innate Needs (Deci and Ryan)

1. Competence 2. Autonomy 3. Relatedness

4 major perspectives on motivation

1. Content theories a. Emphasize needs as motivation 2. Process theories a. Focus on thoughts and perspectives that motivate behavior. 3. Job design theories a. Focus of designing jobs that lead to satisfaction and performance1. Reinforcement theory a. based on the notion that motivation is a function of behavioral consequences and not unmet needs.

Elements of Justice Theory

1. Distributive justice 2. Procedural justice 3. Interactional justice

Using Equity and Justice Theories to Motivate Employees

1. Employee perceptions are what count 2. Employees want a voice in decisions that affect them 3. Employees should be given an appeals process 4. Leader behavior matters 5. A climate for justice makes a difference

Expectancy Theory elements

1. Expectancy 2. Instrumentality 3. Valence

Practical Results of Goal-setting Theory

1. Goals should be specific 2. Certain conditions are necessary for goal setting to work 3. Goals should be linked to action plans 4. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work

The need to matter—finding meaningful work

1. Identify activities you love doing 2. Find a wat to build your natural strengths into your personal and work life 3. Go out and help someone a. Example: giving employees 56 hours a year to volunteer within communities

Motivational Mechanisms of Goal-Setting Theory

1. It directs your attention 2. It regulates the effort expended 3. It increases your persistence 4. It fosters use of strategies and action plans

McClelland's Acquired Needs Theory

1. Need for achievement 2. Need for Affiliation 3. Need for power

Maslow's Hierarchy of Needs Theory: Five Levels

1. Physiological need 2. Safety need 3. Love need 4. Esteem need 5. Self-actualization need

Punishment

1. Punish only undesirable behavior a. Example: If an employee frequently shows up to work 30+ minutes late. 2. Give reprimands or disciplinary actions as soon as possible a. Example: as soon as the late employee arrives 3. Administer punishment in private 4. Combine punishment and positive reinforcement a. Example: reprimand employee for being late and say that a perfect attendance record over the next few months could put them in line for a promotion.

Using Reinforcement to Motivate Employees

1. Reward only desirable behavior 2. Give rewards as soon as possible 3. Be clear about what behavior is desired 4. Have different rewards and recognize individual differences

Five job characteristics

1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Feedback

three dimensions

1. leader-member relations: "Do my subordinates accept me as a leader?" 2. task structure: "Do my subordinates perform unambiguous, easily understood tasks?" 3. position power: "Do I have power to reward and punish?" o for each dimension, the amount of control can be high (the leader's decision will produce predictable results because he or she has the ability to influence work outcomes) or low (he or she doesn't have that kind of predictability or influence)

eight leadership styles

1. path-goal clarifying: "here's what's expected of you and here's how to do it" 2. achievement-oriented: "I'm confident you can accomplish the following great things" 3. work facilitation: "here's the goal, and here's what I can do to help you achieve it" 4. supportive: "I want things to be pleasant, since everyone's about equal here" 5. interaction facilitation: "let's see how we can all work together to accomplish our goals" 6. group-oriented decision making: "I want your suggestion in order to help me make decisions" 7. representation and networking: "I've got a great bunch of people working for me, whom you'll probably want to meet" 8. value-based: "We're destined to accomplish great things"

Formal Group

A formal group is a group assigned by organizations or its managers to accomplish specific goals.

Group

A group is defined as (1) two or more freely interacting individuals who (2) share norms, (3) share goals, (4) and have a common identity.

Team

A team is defined as a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

Informal Group

An informal group is a group formed by people whose overriding purpose is getting together for friendship or a common interest.

Nondefensive Communication

Better alternative: assertive, direct, and powerful

Conflict

Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party

Cross-functional Teams

Cross-functional teams are teams that are designed to include members from different areas within an organization, such as finance, operations and sales.

Devil's advocacy

Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing.o Devil's advocacy is the process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing.

Dialectic method

Dialectic method is the process of having two people or groups play opposing roles in a debate in order to better understand a proposal

Dysfunctional conflict

Dysfunctional conflict is conflict that hinders the organization's performance or threatens its interests.

Functional conflict

Functional conflict, which benefits the main purposes of the organization and serves its interests.

Group cohesiveness

Group cohesiveness is a "we feeling" binding group member together.

Needs

Needs are defined as physiological or psychological deficiencies that arouse behavior.

Programmed conflict

Programmed conflict is designed to elicit different opinions without inciting people's personal feelings.

Punctuated equilibrium

Punctuated equilibrium is a type of group development that suggest that, groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives.

Self-managed teams

Self-managed teams are defined as groups of workers who are given administrative oversight for their task domains

Team member interdependence

Team member interdependence reveals the extent to which team members rely on common task-related team inputs.

Expectancy Theory

Victor Vroom, expectancy theory boils down to deciding how much effort to exert in a specific task situation.

Virtual Teams

Virtual teams work together over time and distance via electronic media to combine effort and achieve common goals.

Extrinsic Reward

a reward given by others. An extrinsic reward is the payoff, such as money, a person receives from others for performing a particular task.

Intrinsic Reward

a reward given to yourself. An intrinsic reward is the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.

Pay for Performance

also known as merit pay, pay for performance bases pay on one's results.

Content Perspectives

also known as need-based perspectives, are theories that emphasize the needs that motivate people.

voice

an "employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers."

Process Perspectives

are concerned with the thought processes by which people decide how to act—how employees choose behavior to meet their needs.

work-life benefits

are employer-sponsored benefit programs or initiatives designed to help all employees balance work life with home life.

Hygiene Factors (Herzberg)

are factors associated with job dissatisfaction—such as salary, working conditions, interpersonal relationships, and company policy—all of which affect the job context in which people work.

Motivating Factors

are factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance.

self-determination theory

assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness.

trait approaches to leadership

attempt to identify distinctive characteristics that account for the effectiveness of leaders

stock options

certain employees are given the right to buy stock at a future date for a discounted price.

Job Characteristics Model

consists of (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes—the employee's motivation, performance, and satisfaction.

Job Enrichment

consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.

Job Enlargement

enlargement consists of increasing the number of tasks in a job to increase variety and motivation.

positive interpersonal attributes

extraversion, agreeableness, emotional intelligence

passive leadership

form of leadership behavior characterized by a lack of leadership skills

Piece Rate

in which employees are paid according to how much output they produce.

sales commission

in which sales representatives are paid a percentage of the earnings the company made from their sales

positive task-oriented traits

intelligence, conscientiousness, open to experience, emotional stability, positive affect

Job Design

is (1) the division of an organization's work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance.

Equity Theory

is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

reinforcement

is anything that causes a given behavior to be repeated or inhibited, There are four types of reinforcement: (1) positive reinforcement, (2) negative reinforcement, (3) extinction, and (4) punishment.

well-being

is the combined impact of five elements—positive emotions, engagement, relationships, meaning, and achievement (PERMA)

Gainsharing

is the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity.

profit sharing

is the distribution to employees of a percentage of the company's profits.

Negative Reinforcement

is the process of strengthening a behavior by withdrawing something negative.

punishment

is the process of weakening behavior by presenting something negative or withdrawing something positive.

Positive Reinforcement

is the use of positive consequences to strengthen a particular behavior.

Motivation

may be defined as the psychological processes that arouse and direct goal-directed behavior.

· How the Communication Process Works

o "a sender transmitting a message through media to a receiver who responds" o Sender, Message, and Receiver § Sender: person wanting to share information-> the message § Receiver: the person for whom the message is intended

Best practices for Virtual Teams

o Adapt your communications o Share the love o Develop productive relationships with key people on the team o Be a good partner o Be available o Document the work o Provide updates o Select the right people o Use your communication skills

Dealing with disagreements: Five conflict-handling styles

o Avoiding § Avoiding is ignoring or suppressing a conflict. Avoidance is appropriate for trivial issues, when emotions are high and a cooling-off period is needed, or when the cost of confrontation outweighs the benefits of resolving the conflict o Accommodating § An accommodating manager is also known as a "smoothing" or "obliging" manager. Accommodating is allowing the desires of the other party to prevail. o Forcing § forcing is simply ordering an outcome, when a manager relies on his or her formal authority and power to resolve a conflict. o Compromising § Compromise is appropriate when both sides have opposite goals or possess equal power o Collaborating § Cooperatively identifying a problem, generating and weighing alternatives and selecting a solution

How a manager can build an effective team

o Collaboration § Collaboration is the act of sharing information and coordinating efforts to achieve a collective outcome. § Collaboration is the secret sauce enabling teams to produce more than the sum of their parts. o Trust § Trust is defined as reciprocal faith in others' intentions and behaviors. § Research supports a positive relationship between team members' trust and team performance. o Performance goals and feedback § Teams are individuals organized for a collective purpose. The team's purpose needs to be defined in terms of specific, measurable performance goals with continual feedback to tell team members how well they are doing. o Motivation through mutual accountability and interdependence § Being mutually accountable to other members of the team rather than to a supervisor makes members feel mutual trust and commitment— a key part in motivating members for team effort. o Team compensation § Team composition reflects the collection of jobs, personalities, values, knowledge, experience, and skills of team members o Roles § Roles are socially determined expectations of how individuals should behave in a specific position. As a team member, your role is to play a part in helping the team reach its goals. § Two types of roles are: · Task role o A task role, or task-oriented role, consists of behavior that concentrates on getting the team's tasks done. · Maintenance role o A maintenance role, or relationship-oriented role, consists of behavior that fosters constructive relationships among team members. o Norms § Norms are general guidelines or rules of behavior that most group or team members follow. § Norms point out the boundaries between acceptable and unacceptable behavior.

Cross-Cultural Barriers

o Culture "encompasses the ideas, values, practices, and material objects that allow a group of people, even an entire society, to carry out their collective lives in relative order and harmony." o Culture naturally affects the way we communicate; differences can impede communication in nonverbal signs and symbols o Cross-cultural training is particularly important for expatriates, or employees working abroad.

Informal Communication Channels

o Develops outside the formal structure and do not follow the chain of command o The Grapevine § The unofficial communication system of the informal organization · A network of in-person and online gossip and rumor · "Social media has put the grapevine on steroids. You can't outrun rumor mill and you can't kill it. The challenge is to understand how the grapevine works within your organization-and how you can most effectively influence it." -Carol Kinsey Goman

Forward Communication Channels: Up, Down, Sideways, and Outward

o Formal communication channels follow the chain of command through the organization chart and are recognized as official. § Three Types of Formal Communication · Vertical: meaning upward and downward · Horizontal: meaning laterally · External: meaning outside the organization o Vertical Communication: Up and Down the Chain of Command § Flow of messages up and down the hierarchy within the organization: bosses communicating with subordinates, subordinates communicating with bosses. · Downward Communication: flows from a higher level to a lower level. · Upward Communication: flows from a lower level to a higher level o Horizontal Communication: Within and between Work Units § Flows within and between work units; its main purpose is coordination · Majority of manager's time is spent in this form of communication § Roadblocks in Horizontal Communication · Specialization that makes people focus on only their jobs · Rivalry between workers or work units, which prevents sharing of information · Lack of encouragement from management

Tuckman's Five-Stage Model - The stages of group and team development

o Forming § The 1st stage is Forming. This is the process of getting oriented and getting acquainted. § This stage is characterized with a high degree of uncertainty as members try to break ice and figure out who is in charge and what the group's goals are. § During this stage, leaders should allow time for people to become acquainted and to socialize. o Storming § The 2nd stage is Storming. Storming is characterized by the emergence of individual personalities, roles and conflicts within the group. § This period is very testing as team members try and discover how they fit into the power structure. § In this stage, the leader should encourage members to suggest ideas, voice disagreements, and work through their conflicts about tasks and goals. o Norming § In the 3rd stage, Norming, the conflicts from the 2nd stages are resolved § Close relationships develop, and unity and harmony emerge. § This stage generally does not last long. Here the leader should emphasize unity and help identify team goals and values. o Performing § The 4th stage of Tuckman's Model is Performing. In this stage members concentrate on solving the problems and completing the assigned task. § For individuals the wonder how, they can best perform their role. As a team the issue is How they can do the job properly. § During this stage, the leader should allow members the empowerment they need to work on tasks. o Adjourning § The last stage is Adjourning. Members of the team get ready for disbandment. § Team members feel a compelling sense of loss, when leaving a team after months of working together. § The leader can help ease the transition by rituals celebrating "the end" and "new beginnings". For example, a party or an award ceremony.

Why teamwork is important

o Increased productivity o Increased speed o Reduced costs o Improved quality o Reduced destructive internal competition o Improved workplace cohesiveness

Gender Differences

o Men and Women process language in different parts of the brain, so there is gender differences in communication o Women view questioning as their best contribution and use questions to spark ideas, build consensus, and show concern for others. o Men think women ask too many questions

Physical Barriers: Sound, Time, Space

o Office design can affect communication between people; cubicles can be isolating, but noisy open spaces make conversation difficult

Five basic behaviors to handling conflict

o Openness § State your views openly and honesty, not trying to disguise the real object of your disagreement o Equality § Treat the other's status and ideas as equal to yours, allowing that person time to completely express his or her opinions o Empathy § Try to experience the other person's feelings and point of view, showing you are truly listening by using such expressions as "I appreciate how you feel. . . ." o Supportiveness § Let the other person know you want to find a resolution that will benefit you both. o Positiveness § Be positive about the other person and your relationship. Express your willingness to work toward a resolution that will be feasible for everyone.

Four Kinds of Conflict

o Personality conflict § Personality conflict is defined as interpersonal opposition based on personal dislike or disagreement. § An example of is workplace incivility, or employees' lack of regard for each other o Intergroup conflict § Intergroup conflict is the opposite of group cohesiveness. This is the downside of collaboration. Instead of a "We" feeling when working with groups, teams and departments within an organization it is a "We versus them" feeling § Ways intergroup conflicts are expressed are: · Inconsistent goals or reward systems - when people pursue different objectives · Ambiguous jurisdictions - when job boundaries are unclear · Status differences - when there are inconsistencies in power and influence o Multicultural conflict § Multicultural conflict can occur when business is being conducted across cultures. Problem arise from dealing with differing assumptions about how to think and act. § Possible multicultural conflicts happen due to cross-border mergers, joint ventures, and international alliances common features of the global economy. o Work-family conflict § Work-family conflict occurs when the demands or pressures from work and family domains are mutually incompatible § Work responsibilities can interfere with family life, and family demands can interfere with work responsibilities

How to stimulate constructive conflict

o Spur competition among employees o Change the organization's culture and procedure o Bring in outsiders for new perspective o Use Programmed Conflict

Being an Effective Writer

o Start with Your Purpose § Start by telling your purpose and stating what you expect of the reader. o Write Simply, concisely, and Directly § Short and Sweet is the key. § Be direct instead of vague, and use active rather than passive voice. o Know Your Audience § Only send your message and information to those who need to the information, only to those people. § Resist the urge to include everyone, make sure you don't reply to the wrong people on an email chain o Don't Show Ignorance of the Basics § Texting has made many people more relaxed about spelling and grammar rules. § As a manager, you'll need to create a more favorable impression in your writing.

Four reason why norms are enforced

o To help the group survive o To clarify role exceptions o To help individuals avoid embarrassing situations o To emphasize the group's important values and identity.

situational approach (or contingency approach) to leadership

o belief that effective leadership behavior depends on the situation at hand

laissez-faire leadership

o characterized by a general failure to take responsibility for leading

four basic skills leaders need

o cognitive abilities to identify problems and their causes in rapidly changing situations o interpersonal skills to influence and persuade others o business skills to maximize the use of organizational assets o strategic skills to draft an organization's mission, vision, strategies, and implementation plans

two situational approaches

o contingency leadership model and path-goal leadership model

management-by-exception style

o managers do not intervene until problems are brought to their attention or until the problems become serious enough to demand action

negative interpersonal attributes

o narcissism (473): § having "a self-centered perspective, feelings of superiority, and a drive for personal power and glory" § although passionate and charismatic, narcissistic-leaders may provoke counterproductive work behaviors in others, such as strong resentments and resistance o Machiavellianism (473): § displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles § associated with counterproductive work behaviors, especially as people begin to understand that they are being coldly manipulated o psychopathy (473): § characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others

full-range leadership

o suggests that leadership behavior varies along a full range of leadership styles, from passive (laissez-faire) "leadership" at one extreme, through transactional leadership, to transformational leadership, to transformational leadership at the other extreme

Neither leadership style is effective all the time

o task-oriented style is the best in either high-control or low-control situations o relationship-oriented style is best in situations of moderate control (If the leadership orientation does not match the situation, Fiedler says, it's better to try to move leaders into suitable situations rather than try to alter their personalities to fit the situations)

Communication

o transfer of information and understanding from one person to another o Efficient communicators transmit messages accurately in the least amount of time

transformational leadership

o transforms employees to pursue organizational goals over self-interests o example: Nelson Mandela, South Africa's first black President, had a dream of destroying apartheid. He was successful to a large extent through his charisma, compassion for humanity and connection with the masses. (https://www.marketing91.com/transformational-leadership/) · encourage their people to do exceptional things that can produce significant organizational change and results · influenced by two factors (489): o individual characteristics: tend to be more extroverted, agreeable, proactive, and open to change o organizational culture: adaptive, flexible · transactional leadership is an essential prerequisite to effective leadership, and the best leaders learn to display both transactional and transformational styles of leadership to some degree · four key behaviors of transformational leaders (490): 1. inspirational motivation: "let me share a vision that transcends us all" § transformational leaders have charisma, a form of interpersonal attraction that inspires acceptance and support § charismatic leadership, which was assumed to be an individual inspirational and motivational characteristic of particular leaders, is considered part of transformational leadership § inspires motivation by offering an agenda, a grand design, an ultimate goal -> a vision 2. idealized influence: "we are here to do the right thing" § ability to inspire trust in followers through expressing integrity by being consistent, single-minded, and persistent in the pursuit of the goal 3. individualized consideration: "you have the opportunity here to grow and excel" § transformational leaders actively encourage their subordinates to grow and excel by giving them challenging work, more responsibility, empowerment, and one-on-one mentoring 4. intellectual stimulation: "let me describe the great challenges we can conquer together" § transformational leaders are gifted at communicating the organization's strengths, weaknesses, opportunities, and threats so that subordinates develop a new sense of purpose

three important implications for managers

o use more than one leadership style o help employees achieve their goals modify leadership style to fit employee and task characteristics

Hierarchy of Needs Theory

proposes that people are motivated by five levels of needs: (1) physiological, (2) safety, (3) love, (4) esteem, and (5) self-actualization.

Flourishing

represents the extent to which our lives contain PERMA. · Example: like lower cardiovascular risk, lower levels of inflammation, longer life, better sleep, and positive mental health.

Ralph Stogdill

researcher that identified five typical traits of successful leaders: (1) dominance, (2) intelligence, (3) self-confidence, (4) high energy, and (5) task-relevant knowledge

Learning Goal Orientation

sees goals as a way of developing competence through the acquisition of new skills

Performance Goal Orientation

sees them as a way of demonstrating and validating a competence we already have by seeking the approval of others.

Acquired Needs Theory

states that three needs—achievement, affiliation, and power—are major motives determining people's behavior in the workplace.

Goal Setting Theory

suggests that employees can be motivated by goals that are specific and challenging but achievable.

Leadership

the ability to influence employees to voluntarily pursue organizational goals § not everyone is suited to being a good leader, but evidence shows that people can be trained to be more effective leaders

Expectancy

the belief that a particular level of effort will lead to a particular level of performance. This is called the effort-to-performance expectancy.

Instrumentality

the expectation that successful performance of the task will lead to the outcome desired. This is called the performance-to-reward expectancy.

scientific management

the process of reducing the number of tasks a worker performs.

Meaningfulness

then, is the sense of "belonging to and serving something that you believe is bigger than the self."

reinforcement theory

which attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated.

Herzberg's two-factor theory

which proposed that work satisfaction and dissatisfaction arise from two different factors—work satisfaction from motivating factors and work dissatisfaction from hygiene factors.

Defensive Communication

§ Aggressive, attacking, angry communication or passive, withdrawing communication

Noise

§ Any disturbance that interferes with the transmission of a message Jargon: terminology specific to a profession or group

Variations in the Way We Process and Interpret Information

§ Backgrounds and groups § Effective communicators understand that ensuring the receiver's correct interpretation of the intended message is up to the sender. A receiver failing to understand the message is your fault.

Detached-Uninterested

§ Detached listeners tend to withdraw from the interaction. They appear inattentive, bored, distracted, and uninterested.

Concentrate on the Content of the Message

§ Effective listening is a learned skill, so it takes energy and desire to develop it.

Oversized Egos

§ Egos can cause political battles, turf wars, and the passionate pursuit of power, credit, and resources § Narcissism can be a handicap. Successful leaders and communicators are what one experts calls "productive narcissists"

Encoding and Decoding

§ Encoding: translating a message into understandable symbols or language Decoding: interpreting and trying to make sense of the message

Employer Productivity

§ Essence of social media is connectivity; deployed effectively, social media enable businesses to do the following · Connect with key stakeholders · Connect with varied sources of expertise inside the organization Connect with varied sources of expertise outside the organization

Face-to-Face Communication

§ Even with the rise in electronic communication: face-to-face conversation is still justifiably a major part of most people's work day. Employees value authentic human contact. § Basic principles apply to making the most of face-to-face communication in the work environment · Make time for face-to-face: Schedule time with individual employees, and make sure you'll both be free from distractions · Listen more and talk less: Eye contact and body language; Show that you're listening · Deliver good news up front; lead in to bad: Happy tidings don't require a long build-up. Explain the bad decisions and the situations around them. · Hold employee town hall meetings: presentations by managers and an open question-and-answer session. Be available for informal conversations with individuals. · Use webcasts when you can't be there: Achieve face time with employees via video chat. Ensure communication experience continuity.

Involved-Partially Invested

§ Involved listeners devote only some of their attention and energy to listening

Generational Differences

§ Issues with the age differences and their ability to adapt to technology changes and communication options § Adoptions of communication platforms that younger people find more effective than email and phone calls

Variations in Trustworthiness and Credibility

§ Lack of trust between communicators can lead to flaws in the communication

Employee Productivity

§ Little doubt that social media tools at work, used appropriately, can make communication by and among employees more productive § Evidence that everyone should unplug from e-mail and social media on a regular basis

Faulty Listening Skills

§ Mindlessness: a state of reduced attention. Expressed in behavior that is rigid, or thoughtless. § Overloading our brains is a primary cause of poor listening and poor performance at school and work. § Cell phones are an awful barrier to us listening to people

Active-Fully Invested

§ Motivated to listen and give full attention when others are talking

Passive-Not my responsibility to listen

§ Passive listeners are not equal partners in a speaking-listening exchange.

Linguistic Style

§ Person's characteristic speaking patters-pacing, pausing, directness, word choice, and use of questions, jokes, stories, apologies, and similar devices.

Empathy

§ Represents the ability to recognize and understand another person's feelings and thoughts

Matching the Appropriate Medium to the Appropriate Situation

§ Rich Medium: Best for Nonroutine Situation and to Avoid Oversimplification · Examples of this route would be something like how your boss informs you of a new nonroutine change within the company. New healthcare benefits or changes to payroll. These things can be simply relayed through memos. A face to face meeting might be overloading for the medium. § Lean Medium: Best for Routine Situations and to Avoid Overloading · Examples of this route would be for things like getting monthly sales reports from your sales reps. Things like this are best collected through email, text, etc.

Is a Medium Rich or Lean in Information?

§ Richness: indicate how well a medium conveys information and promotes learning · High Media Richness o Face-to-face presences; videoconferencing; telephone (middle of high and low media richness) · Low Media Richness o Personal written media; impersonal written media (newsletters, fliers, general reports)

Employment Recruiting

§ Roughly 82% of companies today use social media for recruiting, especially for recruiting "passive" job candidates, that is, those who aren't actively looking for a new job. § LinkedIn - one of the most popular for recruiting candidates § Social media can lead to hiring discrimination. Anything that is public information is fair game in researching prospective candidates.

Variable Skills in Communicating Effectively

§ Some people are just better at communication: they have good vocab, speaking skills, facial expressions, eye contact, etc. § Better communication skills can be learned

Being an Effective Speaker

§ Tell Them What You're Going to say · Introduction should take 5%-15% of your speaking time, and it should prepare the audience for the rest of the speech. · Avoid jokes and boring phrases § Say It · The main body of the speech takes up 75%-90% of your time. · Most important thing to realize is that your audience won't remember more than a few points. · Be attentive to the transitions during the main body of the speech. § Tell Them What You Said · The end might take 5%-10% of your time. · You need a solid, strong, persuasive wrap-up. · Use signal phrases that let the listeners know that you're wrapping up.

The Medium

§ The pathway by which a message travel

Feedback

§ The receiver expresses his or her reaction to the message § Paraphrasing: occurs when people restate in their words the crux of what they heard or read

situational control

§ how much control and influence a leader has in the immediate work environment

behavioral leadership approaches

§ task-oriented behavior § relationship-oriented behavior § passive behavior § transformational behavior

Common Influence Tactics

· "soft" tactics (468): o friendlier and not as coercive as "hard" tactics § rational persuasion: trying to convince someone with reason, logic or facts § inspirational appeals: trying to build enthusiasm by appealing to others' emotions, ideas or values § consultation: getting others to participate in planning, decision making and changes § ingratiation: getting someone in a good mood prior to making a request § personal appeals: referring to friendship and loyalty when making a request, asking a friend to do a favor · "hard" tactics (468): o exert more overt pressure § exchange: making explicit or implied promises and trading favors § coalition: getting others to support your efforts to persuade someone § pressure: demanding compliance or using intimidation or threats § legitimating tactics: basing a request on authority or right, organizational rules or policies, or explicit/implied support from superiors

The Contingency Leadership Model: Fiedler's Approach

· determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand · once the leadership orientation is known, the situational control is determined

Leader-Member Exchange (LMX) Leadership

· emphasizes that leaders have different sorts of relationships with different subordinates · assumes each manager-subordinate relationship is unique · can produce two types of leader-member exchange interactions: o in-group exchange (493): § relationship is a partnership characterized by mutual trust, respect and liking, and a sense of common fates o out-group exchange (493): § characterized by lack of trust and respect

Task-Oriented Leader Behaviors

· ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization · two important kinds: o initiating-structure leadership (478): § leader behavior that organizes and defines - that is, "initiates the structure for" - what employees should be doing to maximize output o transactional leadership (478): § focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance

The Power of Humility

· humble leaders tend to display five key qualities valued by employees (494): o high self-awareness, openness to feedback, appreciation of others, low self-focus, and appreciation of the greater good

What is the Difference between Leading and Managing?

· managers typically perform functions associated with planning, investigating, organizing, and control, implementation of vision and plan · leaders focus on influencing others, inspiring others, providing emotional support, trying to get employees to rally around a common goal, playing a key role in creating a vision and strategic plan for an organization · good leaders are not necessarily good managers, and good managers are not necessarily good leaders · effective leadership requires effective managerial skills at some level

The Path-Goal Leadership Model: House's Approach

· path-goal leadership model (485): o the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support · two contingency factors, employee characteristics and environmental factors, cause some leadership behaviors to be more effective than others o employee characteristics (486): § locus of control, task ability, need for achievement, experience, and need for path-goal clarity o environmental factors (486): § task structure (independent versus interdependent tasks) and work group dynamics

Five Sources of Power

· power (466): o the ability to marshal human, informational, and other resources to get something done o extent to which a person is able to influence others to they respond to orders · authority (467): o right to perform or command, comes with the job · personalized power (467): o power directed at helping oneself as a way of enhancing their own selfish ends · socialized power (467): o power directed at helping others · typically, five sources of power in an organization (467): o legitimate power (467): § power that results from managers' formal positions within the organization (every manager has this power) o reward power (467): § power that results from managers' authority to reward their subordinates (every manager has this power) § pay raises, praise, recognition, promotions, etc. o coercive power (467): § results from managers' authority to punish their subordinates (every manager has this power) § verbal or written reprimands, demotions, terminations, etc. o expert power (467): § power resulting from one's specialized information or expertise o referent power (467): § power deriving from one's personal attraction § strong, visionary leaders who are able to persuade their followers by dint of their personality, attitudes, or background

Relationship-Oriented Leader Behavior

· primarily concerned with the leader's interactions with his or her people · emphasis is on enhancing employees' skills and creating positive work relationships among coworkers and between the leader and the led · four kinds: o consideration (479): § leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust o empowering leadership (479): § the extent to which a leader creates perceptions of psychological empowerment in others § psychological empowerment: employees' belief that they have control over their work; requires four kinds of behaviors: 1. leading for meaningfulness: inspiring and modeling desirable behaviors 2. leading for self-determination: delegating meaningful tasks 3. leading for competence: supporting and coaching employees 4. leading for progress: monitoring and rewarding employees o ethical leadership (480): § normatively appropriate behavior that focuses on being a moral role model o servant leadership (480): § focuses on providing increased service to others - meeting the goals of both followers and the organization - rather than to oneself; ten characteristics: 1. focus on listening 2. ability to empathize with others' feelings 3. focus on healing suffering 4. self-awareness of strengths and weaknesses 5. use of persuasion rather than positional authority to influence others 6. broad-based conceptual thinking 7. ability to foresee future outcomes 8. believe they are stewards of their employees and resources 9. commitment to the growth of people 10. drive to build community within and outside the organization

So What Do We Know about Leadership Traits?

· we cannot ignore the implications of leadership traits · the positive and "dark triad" traits suggest the qualities you should cultivate and avoid if you want to assume a leadership role in the future · organizations may want to include personality and trait assessments in their selection and evaluation process · a global mind-set is an increasingly valued task-oriented trait o global mindset (476): one's own belief in one's own ability to influence dissimilar others in a global context

Followers: What Do They Want, How Can They Help?

· what followers want in their leaders (495): ¯ significance of follower's work ¯ community ¯ create excitement and engagement at work · what leaders want in their followers (495): ¯ productive, reliable, honest, cooperative, proactive, and flexible