MGMT 3202 Exam 2 Information

when authority is ___ then decision authority is located at the TOP of the organization

CENTRALIZED ***This is a choice that makes sense when the environment is stable, the organization needs focus and organization, or when there is a crisis or risk of failure***

Behavioral approach two leadership behaviors are ___ The behavioral approach proposes that it's really a leader's behaviors that determine effectiveness, and that effective leaders must engage in consideration behaviors and initiating structure behaviors. Research tends to indicate that many of the most effective leaders do both - they establish high standards and support their employees. But again, behaviors alone do not necessarily determine success. There are effective leaders that might engage in only one category of behavior, and many ineffective leaders that engage in both but still struggle.

Consideration - people oriented behavior 1) Mindful of subordinates 2) Respect their ideas & feelings 3) Establish trust & Initiating structure - task oriented behavior 1) Direct work activities 2) Ensure goal attainment

when authority is __ then decision authority is pushed down to LOWER levels. Managers can transfer authority to lower levels through delegation

DECENTRALIZED ***choice to decentralize authority may be made to deal with an uncertain and/or rapidly changing environment, or to facilitate increased innovation and freedom in the organization***

pertains to differences in gender, race/ethnicity, age, etc. (DEMOGRAPHICS) SUBJECTIVE

DEMOGRAPHIC diversity

Assumption - people work best when committed to organization & trusted Responsibility for control - everyone Outcome - Employees take initiative and are engaged

Decentralized (trust) approach

Very High Readiness - confident, have ability/training/experience

Delegating style

Existence - needs for physical well-being Relatedness - needs for satisfactory relationships with others Growth - needs that focus on the development of human potential and the desire for personal growth

ERG Theory (simplification of Maslow's hierarchy)

being an effective leader today means:

Exhibiting dedication & humility (level 5 leadership) Focusing on serving others (servant leadership) Being real & honest (authentic leadership) Collaborating (interactive leadership) In today's organizations, there are four leadership approaches that are proving to be the most effective and relevant. When you hear people to refer to Level 5 leadership, they are referring to someone that displays both humility (lack of ego) and dedication to what they do. Servant leaders are focused on serving others (inside and outside of the organization), and not just themselves. To be authentic means to be real. The fact is that people know when you aren't being true to yourself or your values, and they aren't likely to be your followers when that happens. "Faking it until you make it" isn't very realistic in leadership. And interactive leaders are collaborative and focus on building relationships. These are all aspects of what constitutes effective leadership today.

pertains to differences in FUNCTIONAL or departmental area and skills OBJECTIVE

FUNCTIONAL diversity

provide basic information for financial control

Financial statements Balance sheet = shows firm's financial position Assets - what is owned Liabilities - debts Owner's equity - net worth & Income statement = summarizes financial performance Revenues Expenses Net income

Biases when making attributions (attributions = JUDGEMENTS)

Fundamental attribution error = underestimating influence of external factors & overestimating influence of internal factors (BLAMING ONESELF) Self-serving bias = giving too much credit for oneself when a job is done well, & blaming external factors for failure (BLAMING OTHERS)

Assumption - people lack self discipline, can't be trusted Responsibility for control - managers, supervisors, inspectors Outcome - Employees do as they are told, but feel indifferent

Hierarchical (no trust) approach

it's important to understand how ___ influence a manager's leadership approach. But it's also important for understanding WHY people do what they do in the workplace, and HOW they respond to managers.

INDIVIDUAL DIFFERENCES

In message interpretation, the three main factors are: 1) Verbal (words) 2) Vocal (pitch, tone, timbre) 3) Facial expressions 7% of interpretation derives from verbal, 38% from vocal, and 55% from facial expression.

If your nonverbal cues don't match your message, people won't believe you and they'll stop listening.

___ span of management works when: - less involvement is required to - work is stable & routine - workers are centrally located - trained workers = need less direction -workers rely on rules/procedures

LARGE span of management (creates a FLAT Structure that is more dispersed) ***larger spans are appropriate when less oversight is necessary. That may be due to the fact that workers are performing routine jobs, or if they are highly skilled, or if they have guidelines that they can rely on. And if employees are located in one central area, one manager can oversee a larger number. Today's trend and preference tends to be toward larger spans of control***

the ability to influence people toward the attainment of goals

Leadership Managers ensure work is done and provide rewards - transactional leadership Leaders inspire others, promote vision & change - charismatic and transformational leadership

- rigid hierarchy - centralized authority - more specialization -rules/procedures - goal: EFFICIENCY & STABILITY

MECHANISTIC structure

tendency to direct behavior toward the acquisition of power and manipulation of others

Machiavellianism LOW = sensitive, compromising HIGH = practical, scheming, persuasive ****Individuals with a Machiavellian tendency are practical, persuasive, and often manipulative***

People are motivated by multiple needs and that these needs exist in a hierarchical order

Maslow's Hierarchy of Needs

= measures a person's preferences for: Introversion (I) vs. Extroversion (E) I - gains energy independently E - gains energy from being around others Sensation (S) vs. Intuition (N) S - prefers working with facts & data and following routine N - prefers looking for possibilities & solving new problems Thinking (T) vs. Feeling (F) T - bases judgments on impersonal analysis using reason & logic F - bases judgments on personal feelings & seek approval Judging (J) vs. Perceiving (P) J - favors certainty & closure, makes decisions quickly based on what's available. P - enjoys ambiguity, dislikes deadlines, and likes gathering as much information as possible

Myers-Briggs Type Indicator (MBTI) ***MBTI centers around "I" versus "E," and is very similar to the Big Five characteristic of extroversion/introversion***

- loose hierarchy - decentralized authority - less specialization - less control - goal: INNOVATION & ADAPTATION

ORGANIC structure

High Readiness - have ability, but lack confidence

Participating style

forms of direct reinforcement are:

Positive reinforcement - pleasant and rewarding consequences following a desired behavior Example: Employee completes task, receives praise Avoidance learning (or negative reinforcement) - removal of an unpleasant consequence once a behavior is improved Example: Employee is late, gets reprimanded by manager. Employee shows up on time the next day, doesn't get reprimanded. Extinction - withholding of a positive reward, behavior is ignored Example: Employee attempts to socialize with manager on the job, manager ignores this behavior Punishment - imposition of unpleasant outcomes Example: Employee engages in dangerous behavior on the job and is sent home for 2 days without pay

problems that get in the way of a diverse, effective workforce:

Prejudice - tendency to view people who are different as being deficient Discrimination - occurs when hiring and promotion decisions are made based on criteria that are not job-relevant Stereotype - rigid, exaggerated, irrational belief associated with a group of people Ethnocentrism - belief that one's own group and culture are inherently superior to other groups and cultures (creates a monoculture which accepts ONLY one way of doing things and one set of values/beliefs) Glass ceiling - invisible barrier that prevents women & minorities from reaching senior management positions Sexual harassment - behavior such as unwelcome advances, requests for sexual favors, and other verbal and physical conduct

When corrective action or changes are warranted in an organization, they usually take the shape of either products or technologies.

Product change - a change in the organization's product or service outputs Driven by low revenue/sales Purpose is to adapt to market, technology, competition Technology change - a change in the organization's production process (how work is done) Driven by inefficiency Purpose is to increase efficiency

___ span of management works when: - close involvement is required - work is varied & changing - workers are in multiple locations - workers lack training/skills - lack of rules/procedures

SMALL span of management (creates a tall structure w/ a strong hierarchy and many levels) ***If managers need more oversight to monitor work and assist employees with difficult tasks, or if workers lack skills or guidelines, then a small span is probably more appropriate. And if workers are spread around in multiple locations, it makes more logistical sense for a manager to deal with fewer people***

Moderate Readiness - confident, but lack ability

Selling style

One of the most important aspects of change involves changing the mind-set of organizational members. This could be targeted toward individuals, or even changing the nature of an organization's culture.

Successful changes involve changes in people and culture. This pertains to how people think & their mindset People change - Focuses on the individual through training & development Culture change - Focuses on the entire organization through changing values & norms

Because manufacturing organizations product an actual tangible product (rather than an intangible service), they may use any number of technologies during production.

TRUE

Communication should be give and take Asking questions builds trust & openness Asking questions builds critical thinking skills Questions are stimulating and give people the chance to make a difference Some of the most important information a manager needs comes from the bottom of the organization.

TRUE

Fielder's Contingency Leadership style TASK = WORK-FOCUSED RELATIONSHIP = PEOPLE-FOCUSED

TRUE

Job design - application of motivational theories to the structure of work for improving productivity and satisfaction Job rotation - move employees systematically from one job to another to provide variety and stimulation Job enlargement - combine a series of small tasks into one new, broader job so that people perform a variety of activities Job enrichment - refers to incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into the work

TRUE

Managers communicate in order to persuade & influence Establish credibility Build goals on common ground Make emotional connections Use multiple media To be persuasive, managers must communicate frequently and easily.

TRUE

Part of leadership is figuring out who you are as a leader, where you are, and who your employees are. There is no one-size-fits-all approach

TRUE

SITUATIONAL FACTORS are a huge factor in determining someone's effectiveness in a leadership role

TRUE

Structure should also fit the technology. Service organizations tend to use more ORGANIC structures.

TRUE

Today's trend is toward delegation of AUTHORITY and RESPONSIBILITY in order to increase SPEED, FLEXIBILITY, and CREATIVITY. Delegation also has a positive impact on motivation. How accountable members are for their actions is also a part of vertical structure, along with how closely a manager is able to monitor subordinates.

TRUE

budgets outline the variances that exist between budgeted and actual amounts for money flowing in or out of the organization

TRUE

According to the situational theory, the combination of the readiness characteristics of followers (or employees) AND the style used by the individual in a leadership role will determine whether someone succeeds as a leader. Readiness = willingness + ability

TRUE Willingness = level of confidence, commitment, motivation Ability = knowledge, experience, demonstrated skill

Favorable - positive leader-member relations, structured work (clear tasks, procedures, goals), leader authority Unfavorable - poor leader-member relations, unstructured work (vague, no procedures to follow, no guidelines), no leader authority

Task-oriented leaders are equally successful in favorable and unfavorable environments. Relationship-oriented leaders are more successful somewhere in between (moderately favorable).

What approaches are trending now (Chapter 7 -Organizing)?

Team Approach & Virtual Network approach

Low Readiness - lack confidence, ability, willingness to work

Telling style

HR management philosophy at ___, makes a reputation for them being a great place to work

The Container Store

Implementation Tactics -Get top management support -Get people involved through participation -communicate & educate -Formally bargain to win acceptance & approval (negotiate) & -Force change through COERCION (punishment)

The support of top management is critical, especially when changes affect multiple departments. Visible support emphasizes the need to implement corrective action in the organization. Change is also an exercise in public relations with people inside and outside of the organization. Upcoming changes that are communicated frequently and clearly are implemented more successfully. Organizational members that are educated regarding the reality of what will be happening are more receptive to change. Managers can also consult with organizational members about proposed changes to increase their participation in the process. Engaging workers in the process of making decisions about what actions should be taken results in smoother implementation. Managers that contend with a unionized workforce may have to negotiate the changes that are put into place. For example, a manager that observes labor inefficiency couldn't just terminate workers or reduce hours without consulting with the labor union first. And managers can force organizational members to make changes or take action through coercion and punishment. Organizational members (managerial and nonmanagerial) that do not initiate appropriate corrective action may be punished or perhaps terminated from the company. While this is usually a "last ditch effort," it is sometimes necessary to address serious problems in an organization

What's Changing in the workplace? 1) Unprecedented generational diversity 2) Aging workers 3) Growth in women workers 4) Increased diversity

Today's workplace is changing in a number of important ways. First, we see four generations represented in the workplace, and more workers than ever over the age of 55. Women now outnumber men in the workplace, and a diverse population (due to an increasing number of foreign-born workers) is now reflected in the organizational setting.

forms of social learning are:

Vicarious learning - observational learning from seeing others' behaviors and their receipt of rewards (to increase motivation)

the degree to which organizational members are subject to reporting and justifying task outcomes

accountability (this aligns authority and responsibility) ***When people know what they are supposed to accomplish & what happens if they don't accomplish it, they perform more effectively***

represents task completion, and occurs in teams that disband afterwards

adjourning stage of development

degree to which a person is able to get along w/ others

agreeableness LOW = distrustful, unsympathetic, uncooperative, antagonistic HIGH = likeable, affectionate, care about others, value harmony

Judgments about the CAUSE of a person's behavior (action of regarding something as being caused by a person or thing.)

attributions ****Purpose - to understand why people do what they do When we make INTERNAL attributions, we attribute behavior to personal characteristics (internal = personal) When we make EXTERNAL attributions, we attribute behavior to the situation Managers that make internal attributions blame the person, while managers that make external attributions try to prevent future occurrences.

belief that power/status differences should exist within an organization

authoritarianism LOW = reject authority, dispute tradition HIGH = concerned w/ power, obey authority, accept conventional methods ***managers with a STRONG tendency can sometimes be AUTOCRATIC***

right of organizational member to make decisions, issue orders, allocate resources

authority ***distinguished by three characteristics 1) vested in position 2) flows down hierarchy 3) accepted by subordinates

set of techniques by which reinforcement theory is used to modify human behavior

behavior modification Direct reinforcement and behavior modification are based on the law of effect. So that means that people choose to or not to engage in certain behaviors because of the consequences that they experience..

lower-level managers set budgets and pass them to top management for approval Advantages: Accurate, more lower-level involvement Disadvantages: Time intensive

bottom-up budgeting ***bottom-up approach typically wind up with more realistic and accurate estimates, because those at the bottom usually have more knowledge regarding what's going to happen and what they need.

So let's talk metrics and what exactly managers are monitoring and measuring to gain information on performance. The greatest emphasis is often placed on financial performance measures through the use of ___

budgetary control = process of setting targets, monitoring results & comparing them to budget, and making changes as needed & financial control = process of monitoring performance by calculating ratios, analyzing results & comparing them to standards, and making changes as needed

maintaining an effective workforce (benefits) Legally required - 1) social security card 2) unemployment insurance 3) workers' compensation everything else is essentially optional. ___ benefit plans let workers pick & choose their benefits

cafeteria style

line of authority that links all employees & shows who reports to whom; illustrates authority structure

chain of command

medium by which a message is sent Consider three factors: 1) Emotions of receiver 2) Channel richness 3) Type of message

channel You also need to consider what type of communication channel to use when delivering a message. Which channel is appropriate depends on the person receiving it (and what mental state they may be in), how much information can actually be transmitted through the channel (channel richness), and the message you want to send. Face-to-face and telephone channels = richest written forms of communication = lower levels of channel richness.

refers to the authority to punish or recommend punishment

coercive power ***Coercive power is the third hard/positional power. Overuse of this power can result in demotivation in the workplace.

Being direct, honest, clear Use "I" statements Stick with the facts Be specific When managers speak candidly: 1) Others do the same 2) More people contribute to conversations 3) Ideas are debated, adapted, acted upon quickly 4) Fewer problems arise (useless meetings, incivility, silence)

communicating w/ candor The most effective communicators are also honest. When they are, they convey confidence and positivity, even if they have to deliver unpopular messages.

process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior Managers may spend up to 80% of their day communicating.

communication

monetary payments and goods/commodities used in lieu of money

compensation

___ should be based on merit and performance. Regardless of which type of compensation system that an organization chooses, managers should ensure that fairness and equity exists.

compensation ***Employees that perceive equity within the workplace are likely to be MORE motivated

antagonistic interaction in which one party attempts to block the intentions or goals of another

conflict

degree to which a person is focused, responsible, organized

conscientiousness LOW = lack direction & self-discipline, disorganized HIGH = methodical & self-disciplined, detail oriented

___ emphasize the NEEDS that motivate people Hierarchy of needs ERG Two factor approach Acquired needs

content theories

The third and final step in organizing involves establishing ___ & ___. This can be achieved in a variety of ways. Achieved through the use of: - Teams & task forces (to work together & solve problems) - Project managers (who coordinate project activities across departments) - Increasing communication & workplace proximity

coordination & collaboration coordination = synchronizing the activities among different individuals & departments collaboration = joint effort b/w different departments ***Honestly, the degree of coordination and collaboration among employees and units within an organization has to be woven in the fabric of the organization's culture. If communication isn't an organizational value that is emphasized and rewarded, then you can create all the teams that you want, but you won't see results***

in-house education/training facility

corporate universities

team diversity increases ___ & leads to healthy disagreement

creativity

fostering compliance through the use of organizational culture, group norms, focus on goals (rather than rules/procedures) {MODERN}

decentralized control

basis for grouping positions into department/business units

departmentalization

LOW cohesiveness =

dissatisfaction & low morale & lower levels of productivity

__ increases innovation

diversity

___ is traditionally defined in terms of race/gender/age/lifestyle/disability, but now includes all differences that affect how employees approach work, interact, derive satisfaction from work, and define who they are

diversity ****Managing diversity also involves an effective workforce. We view diversity today in different ways. Diversity used to be visible differences, but today we include visible and invisible characteristics****

You can create a very diverse workplace, but if your diverse employees feel as if they are excluded, or ignored, and just treated inappropriately, then you aren't going to reap any of the rewards. DIVERSITY represents what you have INCLUSION represents what you do

diversity = orgs that employ diverse workers create a HETEROGENEOUS workplace inclusion = orgs that emphasize inclusion create a workplace where everyone feels appreciated, respected, like a member of the group

With a _____, departments focus on an output (which could be a specific type of product or service to a particular geographic area or type of customer). Many large organizations use this approach. PROS: - smaller units = more responsive - Greater focus on output CONS: - poor coordination across divisions - duplicated resources, high costs

divisional approach = occurs when departments are grouped together based on similar organizational outputs (Product, Geographic Location, or Customer)

MENTAL STATE that arises spontaneously within a person based on INTERACTION W/ THE ENVIRONMENT rather than through conscious effort & is often accompanied by physiological changes or sensations

emotion ****Negative emotions spread more easily (greater impact on workplace energy level), while positive emotions are linked to higher productivity & greater effectiveness***

degree to which one is in touch with their own feelings and the feelings of others ***(Managers that possess this characteristic can enhance employee & organizational performance)***

emotional intelligence (directly correlated to one's LEADERSHIP ABILITY) ***Individuals with a HIGH level of emotional intelligence are often viewed as more trustworthy and capable of building connections with others in the workplace*** Includes 4 components of: 1) Self awareness - knowing strengths/limitations 2) Self management - control emotions, balance mood 3) Social awareness - understand others, practice empathy 4) Relationship management - connect with others, build relationships

To attract desirable candidates, companies today are engaging in __

employer branding ***more organizations are relying on contingent workers (temporary or part-time) Established companies are buying small start-ups to acquire their talent through the practice of ACQUI-HIRING

Focuses on individuals' perceptions of how fairly they are treated compared with others Equity - the ratio of one person's outcomes/input ratio equals that of another Perception results in satisfaction motivation Inequity - occurs when the outcome/input ratios are out of balance Perception results in tension, dissatisfaction, low motivation

equity theory ***Or, behavior might be driven by perceptions of fairness, or lack thereof, in the workplace. The basic premise here is that if people perceive equity, this will result in motivation. But if people perceive inequity, this results in tension and dissatisfaction, and decreases motivation.

resulting from a person's special knowledge or skill regarding the tasks being performed

expert power ****Expert power is personal or soft in nature. Recall from Chapter 1 that managers need technical skills in order to perform their jobs well. If a manager lacks job specific knowledge, it is unlikely that their subordinates will view them as an effective leader. In other words, if employees know a lot more than their manager does about how to work in the industry, they probably will not go to their manager for help. And it is unlikely that they will respect that manager's opinions and advice. Building expert power is one of the best ways to INCREASE leadership effectiveness.***

newcomers from outside the organization

external outcomes: 1) expensive 2) time-consuming 3) revamp the company

degree to which a person is outgoing, sociable, assertive, comfortable with interpersonal relationships

extroversion LOW = quiet, shy (well in jobs w/ LESS interaction) HiGH = bold, friendly (well in jobs w/ MORE interaction)

HR is an aspect of management and organizing that is largely impacted by ____, which means that managers have to be up-to-speed on what's happening from a legal perspective.

federal legislation

3 main areas w/ regard to HR

finding, managing, and maintaining

There are two primary types of communication channels or pathways that exist in organizations - _______. Formal channels are built into the organization's structure and hierarchy. Messages and information might be passed down from top management, up from lower levels, or between coworkers and departments. This is official communication, so the information that is being shared in these channels is information that is critical. & Personal channels are informal and skip the hierarchy. Managers and other organizational members form personal relationships and share information, and sometimes gossip, with one another. A lot of people think that these informal channels spread inaccurate information, but that's false. A lot of the info circulating through the grapevine is true. Personal networking - personal relationships Grapevine - informal, person-to-person network not sanctioned by the organization (gossip)

formal and personal

period of orientation & getting acquainted

forming stage of development

___ is an efficient method and essentially groups people together by what they do. PROS: - efficient -shared resources -centralized decisions CONS: - lack of communication - lack of coordination - delayed decisions

functional departmentalization (vertical functional approach) = grouping of positions into departments based on skills, expertise, work activities, and resource use

types of teams ___ = composed of a manager& his/her subordinates (a dept.) ___ = composed of employees from different areas of expertise ___ = consists of multiskilled employees that rotate jobs to produce an entire product/service or one complete aspect or portion of a product/service

functional or command team cross-functional team self-managed team

Increase motivation and enhance performance by setting goals and providing timely feedback Components: a) Specific goals b) Difficult goals c) Accepted d) People get feedback

goal-setting theory

the monitoring of behavior through rules, policies, hierarchy of authority, written documentation & reward systems, and other formal mechanisms

hierarchical control

HIGH cohesiveness =

higher morale & higher level of productivity

If diversity is not managed appropriately, organizations can become ____, stagnant, and have difficulty perceiving the world and environment in different ways. They have a hard time competing in environments with different cultural values. And we know how important that is.

homogeneous

design & application of formal systems in an organization to ensure the effective/efficient use of human talent to accomplish goals

human resource management (HRM) ***Includes activities in finding, developing, & maintaining people. managers spend 40-60% of their time on HRM issues**

forecasting of HR needs & projected matching of individuals w/ expected vacancies

human resource planning ***Managers generate DEMAND forecasts to estimate the number & characteristics of the workers they will need ***Managers generate forecasts to estimate the number of eligible workers in the labor market that are available

effect a person's actions have on the attitudes, values, beliefs, behavior of others

influence

recruiting that promotes within

internal outcomes: 1) cheaper 2) higher levels of commitment, development, satisfaction

____ = satisfactions that a person receives in the process of performing a particular action Internal in nature, inherent enjoyment & ___ = given by another person and include pay increases, promotions, and praise External in nature, receipt of something

intrinsic rewards & extrinsic rewards

gathering information about the duties/tasks/responsibilities of a job

job analysis

____ helps managers recruit the right kind of people and match them to the right jobs.

job analysis ***Applicants need to know what's expected of them and what characteristics they should possess in order to do the job well. That way, people can self-select in or out of positions.

summary of the duties/tasks/responsibilities of a job

job description

equity for compensation:

job evaluation= process of determining value of jobs within an organization based on job content wage & salary surveys= show what orgs pay workers in jobs that match a sample of key jobs

degree to which a person finds fulfillment in his/her job & employee's loyalty to & engagement w/ the organization

job satisfaction & organizational commitment --------------------------------- CONSEQUENCES: -Less likely to quit -More likely to make better decisions on the job -Willing to "go above & beyond" (if fulfilled

Traditionally, employees wanted ___ and the basic knowledge necessary to do their work. In turn, employers provided standard training and compensation packages. Jobs were routine with limited growth potential.

job security, stability

knowledge, skills, education, physical abilities, and other characteristics required to perform the job

job specification

systems for compensation:

job-based= linking compensation to tasks an employee performs skill-based= linking compensation to employee's skill level pay-for-performance= linking compensation to effort and performance

- division of labor - turnover & absenteeism higher - subgroups form & conflicts arise - less participation

large teams

states that positively reinforced behavior will be repeated, while behaviors that aren't reinforced or yield negative consequences won't be repeated.

law of effect

Fiedler's Contingency theory is slightly different, in that it focuses on the combination of __

leadership style & situation Leader style = Task OR Relationship

derives from a FORMAL management position in an organization and the authority granted to it

legitimate power ****legitimate power originates from someone's title, and is one of the three positional or hard powers***

nature of a person's job and the work that they perform can also influence their __

level of motivation

the skill of grasping both facts and feelings to interpret a message's genuine meaning Most people only spend 30%-40% of their time listening, but 75% of effective communication is listening.

listening inability to listen is often cited as a top reason for manager failure.

how one perceive's the cause of life events ***Attitudes are also an important component of individual differences as well, and directly affect behavior. Overall, locus of control concerns one's view about how much control they have over what happens to them and around them.****

locus of control INTERNAL = responsibility within oneself (consequences: -Willing to take action & accept responsibility - Easier to motivate, good problem solvers - More independent) EXTERNAL = outside forces (consequences: - reluctant to take action- believe what they do has little impact -harder to motivate, less involved -more compliant)

The ___ is really a hybrid. It's purpose is to promote flexibility and coordination/collaboration among all organizational units. But since employees may have to report to two managers, this can create conflict and increase confusion. PROS: Improved coordination & collaboration CONS: Confusion due to dual reporting relationship

matrix approach = combines functional & divisional structures

There is no "one size fits all" type of structure. When managers engage in the function of organizing, they should think carefully about what type of structure is most appropriate for their organization and goals. We can effectively place structures into one of two categories:

mechanistic or organic

Organizations that operate in a very stable environment can use a __

mechanistic structure

Organizations that use large-batch & mass production may use a __

mechanistic structure ******large-batch/mass production = workers are typically following extensive rules and guidelines in order to perform their jobs. Decision-making needs to be centralized to control the process, so a mechanistic structure is a better fit***

Organizations pursuing a cost leadership strategy should use a __

mechanistic structure ***If cost control is a central strategy, this will necessitate more control, so a mechanistic structure will be best***

Organizations that employ a large number of unskilled, inexperienced, or younger workers may use a ___

mechanistic structure ***workers that lack training or knowledge are likely to perform more effectively in mechanistic structures so they can be more closely supervised until they are ready to accept greater challenges***

forces either within or external to a person that arouse enthusiasm and persistence to pursue a course of action

motivation

Historically, work specialization has been rather extensive. But today's trend is toward decreasing specialization to increase ___ & ___

motivation & satisfaction

factors are external to the team, like ___ Many other factors are internal, like __

nature of the organization, management support, culture, strategy characteristics and processes of the team

tendency of a person to experience emotional instability

neuroticism LOW = not as demanding, laid back, predictable HIGH = emotionally reactive & demanding, worrier

anything that hampers or breaks down the communication process 1)Actual noise 2) Individual differences 3) Language barriers 4) Accent/dialect 5) Grammar/spelling

noise

messages sent through human action and behavior (not words) Includes: Facial expression Gestures Touch Use of space Body language

nonverbal communication

conflict is resolved and team harmony/unity emerge. order and cohesion are established

norming stage of development

informal standards of conduct that are shared by team members and guide their behavior Developed by: 1) Precedents established in 1st interactions 2) Critical events in team's history 3) Carryover from other experiences 4) Explicit statements from leader or other members

norms (establish what is expected and acceptable within the group. A word of caution here - not all established team norms are positive)

experienced employees show newcomers how to perform job duties

on-the-job training

degree to which a person has a broad range of interests, is original, willing to take risks

openness to experience LOW = conservative, not comfortable w/ risk HIGH = willing to do things differently & initiate change

organizations that operate in a rapidly changing & unpredictable environment can use an __

organic structure

Organizations pursuing a differentiation strategy should use an __

organic structure ***If differentiation is the strategy, then an organic structure is a better fit***

Organizations that employ a large number of highly skilled, trained, and experienced workers may use an __

organic structure ***Knowledgeable, skilled, and experienced workers perform best in organic structures with more autonomy***

Organizations that use small-batch production may use an __ & Organizations that use continuous process production may use an __

organic structure ***small-batch production = workers here need flexibility to respond to customer specifications, and are usually quite skilled at what they do. Therefore, they'll need less supervision and control.*** ***continuous process production systems = workers actually have minimal involvement in the work process. Complex and sophisticated machinery does most of the work. So minimal oversight of personnel is actually appropriate, and employees are empowered to correct issues and address problems that arise***

SERVICE organizations use service technology, which is characterized by an intangible output and direct contact with customers. These organizations tend to use __

organic structures

characteristics of an organization's structure are portrayed in the __

organization chart (visual representation)

the adoption of a new idea or behavior by an organization Only a small number of large companies celebrate a 40th birthday.

organizational change ***larger companies often have a more difficult time implementing change because they become comfortable that the way they've been doing things must be the right way.

process through which managers regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance

organizational control

defines how tasks are divided and resources deployed

organizational structure

deployment of organizational resources to achieve strategic goals

organizing ***reflected in the organization's division of labor, formal lines of authority, and the mechanisms for task coordination***

__ exists when a person perceives their outcome/input ratio is greater than another's

overpayment inequity

cognitive process that people use to make sense out of the environment

perception ***perception influences how we select & interpret data***

errors in perceptual judgment Ex: Stereotyping = Generalizing about a group or individual Halo effect = Impression based on one characteristic Perceptual defense = Protecting oneself against objects and ideas that are threatening

perceptual distortions Sometimes those perceptual differences are driven by distortions in our judgment.

observing & assessing employee performance, recording assessment, providing feedback

performance appraisal should: - use multiple raters-360 degree approach - be ongoing - provide specific feedback

emphasis is on problem solving & task accomplishment

performing stage of development

set of characteristics that underlie a relatively stable pattern of behavior in response to ideas, objects, the environment

personality Personality traits = the fairly consistent characteristics that a person exhibits ****There is no ideal personality role for a manager or employee***

ability to influence the behavior of others

power

explain how people select behavioral actions to meet their needs and determine whether their choices were successful Goal-Setting Theory Equity Theory Expectancy Theory

process theories (tends to focus more on behaviors)

provide challenging assignments, more responsibilities, & personal growth

promotion from within

activities/practices that define the characteristics of applicants to whom selection procedures are applied

recruiting

internships and social media are the two most popular tools for __ today

recruiting

comes from an individual's personal characteristics that command others' identification with, respect & admiration for, and desire to emulate that individual

referent power ***Referent power is also a personal/soft power. Whether it is based on charisma, charm, or personal appeal, the simple fact is that likeable leaders get better results***

___ sidestep these issues altogether and just look at the consequences of one's behavior might affect their actions in the future.

reinforcement theories - direct reinforcement - social learning

interpersonal incompatibility that creates tension/animosity

relationship conflict ***this type of conflict has a negative impact on team effectiveness

degree to which tools yield consistent results

reliability ***Reliable tools measure the same thing each time and yield similar results. If a prospective employee took the same math skills assessment twice, they should receive similar scores on both attempts. That would indicate a reliable test. The interesting thing about reliability is that one of the most popular selection tools can actually be somewhat unreliable. Interviews can yield notoriously inconsistent results. There are so many variables associated with interviewing (the comfort level/mood of the person who is being interviewed, the proficiency of the person conducting the interview, the type of questions being asked, etc.) that results can be skewed. And while I still think that interviews are a good selection tool, I think that multiple interviews probably provide better information than a single interview****

duty of organizational members to perform tasks or activities assigned

responsibility ***Managers need responsibility & authority in order to do their jobs well responsibility > authority = LESS cooperation authority > responsibility = TYRANNY ***It's important that there is a clear link between authority and responsibility. Managers that lack authority will struggle when it comes to making sure that organizational members do their jobs. And managers with too much authority can become tyrants and use their authority to try to achieve frivolous outcomes.***

Today's workers desire more ___ and opportunities for development. This means that employers have to increase innovative development offerings and compensation packages. Organizations must change the way they structure jobs to make them more challenging and rewarding. And they need to offer opportunities for personal growth and change.

responsibility, variation in their work ****The days of staying with an organization for decades is long gone. About 61% of today's employees are open to or actively looking for a new job.

stems from the authority to bestow rewards on other people

reward power ***Reward power is also hard/positional in nature. The extent of a leader's reward power is somewhat limited by that individual's position in the hierarchy***

reducing the overall size of a company's workforce intentionally to fit the situation is known as

rightsizing (downsizing) ***massive cuts = may decrease morale & performance.... however, may be needed in order to increase organizational efficiency

Routine messages can use low richness channels. Nonroutine messages need high richness channels.

routine = Simple, straightforward, Convey data/statistics, repeat common knowledge nonroutine = ambiguous, novel events, potential for misunderstanding, characterized by time pressure & surprise

assessment of applicants' characteristics in order to determine the fit between job and applicant

selecting ****Employment tests = assess cognitive or physical abilities, or even personality characteristics. online information = additional selection tool, which is a murky area right now 75% HR pro's reqd to research applicants online 37% looked at social media

refers to general assurance in one's own ideas, judgment, and capabilities & belief that one can accomplish a task or outcome successfully

self-confidence LOW = -Avoid difficult decisions & confrontation -Micromanage -Less info sharing -Reluctance to train/develop people HIGH = -Face challenges -Comfortable delegating -Take risks -Give responsibility & credit & self-efficacy

___ can be so powerful that they actually substitute for or neutralize the need for leadership A substitute makes leadership redundant or unnecessary. A neutralizer counteracts leadership and prevents a leader from being effective.

situational variables

- more motivated - easier to coordinate - better communication - more participation

small teams

learning informally from others

social learning

members who support emotional needs & strengthen the social entity are known as

socioemotional members (encourage, harmonize, reduce tension, follow others, compromise)

# of EMPLOYEES reporting to a supervisor/manager

span of management (or the span of control) ***this determines how closely a supervisor can monitor subordinates traditionally, a span of management was small (7-10). Today's trend is toward larger spans

characterized by conflict and disagreement, as personalities emerge and members try to understand roles & what is expected

storming stage of development

smaller teams tend to be more __

successful

Teams must be structured in a way that maintains the social well-being of members and allows for __

task accomplishments

disagreements among people about goals to be achieved or tasks to be performed

task conflict (MOST beneficial) ***this type of conflict can be beneficial -- leads to better decisions & problem solving

members who help the team accomplish goals are known as

task specialists (initiate ideas, give opinions, seek information, summarize, energize)

Today's preferred structures are very different. More and more organizations are using a ___ to organization. Teams promote flexibility and actually result in higher morale. Of course, they can also increase conflict. PROS: - enhanced collaboration - fast adaptation - higher morale CONS: - conflicts - time consuming - decentralization

team approach = composed of permanent or changing teams

extent to which members are attracted to and motivated to remain a part of the team Determined by: 1) Team interaction 2) Shared goals 3) Personal attraction to the team 4) Presence of competition 5) Team success

team cohesiveness cohesiveness directly correlates w/ HIGHER levels of performance the existence of competition between teams in an organization can also increase cohesiveness. You'd be amazed by how quickly people put aside their differences when they're striving to win. And when teams succeed in accomplishing their goals and are recognized/rewarded for that, cohesiveness increases

MODERATE amount of conflict typically results in the highest levels of ___

team performance

- budgeted amounts are imposed on middle & lower level managers Advantages: Fast, top management maintains control Disadvantages: Inaccurate, lack of lower-level involvement

top-down budgeting

carry forward prior budget & apply percentage change Advantages: Easy, fast Disadvantages: Creates a "use it or lose it" mindset

traditional budgeting

represent a planned effort by an organization to facilitate employees' learning of job-related skills & behaviors

training & development training = teaching people how to perform tasks related to their present jobs (this prepares people for TODAY) development = teaching people broader skills that may prepare them for greater responsibilities in future jobs (this prepares people for TOMORROW [promotion & growth opportunities])

___ are distinguishing personal characteristics Includes: Physical Personality Work-related Intelligence Social tendencies Background

traits traits alone do not determine whether someone will be successful or unsuccessful in a leadership role.

A job that requires an employee to be involved in the work process from beginning to end would constitute as a job with a high level of task identity

true

A job that requires an employee to possess communication skills, computer skills, math skills (plus many others) would constitute as a job with high skill variety. A job that requires an employee to push one button on one machine multiple times per day would constitute as a job with low skill variety.

true

Autonomy is important because it determines the amount of freedom and self-direction that an employee experiences

true

Most jobs do have some degree of feedback in the form of performance reviews and appraisals

true

Open communication (open climate of communication) means sharing all types of information throughout the organization Withholding information results in reliance on the grapevine & rumors

true

When employees have knowledge of how their job is important and has an impact on others, they experience higher levels of task significance

true

Hygiene factors - focus on low-level needs and involves the presence or absence of job dissatisfiers, such as working conditions, pay, company policies, and interpersonal relationships Motivators - focus on high-level needs and include achievement, recognition, responsibility, and opportunity for growth Providing hygiene factors eliminates dissatisfaction but doesn't increase motivation. Providing motivators increases performance & motivation.

two factor approach

when selecting potential employees, it is considered ___ to ask subjective discriminating questions

unacceptable

__ exists when a person perceives their outcome/input ratio is less than another's

underpayment inequity

teams w/ too many members performing a socioemotional role are satisfying, but __

unproductive

teams with too many task specialists are productive, but __

unsatisfying

degree to which tools measure what they are supposed to measure and actually predict on-the-job performance

validity ***Validity concerns whether tools/tests measure what they are supposed to measure. Any test used should actually predict job performance. Personality tests are becoming increasingly popular as a selection tool. I'm still not convinced that they are very valid. I'm not sure that personality traits alone are good predictors of job performance. In addition, it is not terribly difficult to fake them. I once had a student tell me that she was required to take a personality test online as part of the screening process. When she completed the test, she received a message stating she had "failed." That is somewhat amusing anyway, since you can not technically fail a personality test. But what was even more ridiculous was that she was able to take the test multiple times. On the third try, she "passed," and got the job. Did she have the personality that the employer was looking for? Clearly not. But, she was allowed to "fake it until you make it." Use personality tests at your own risk***

In ___, organizations outsource their functions. This is efficient, but means that there is less control. Structure is so important. The use of empowerment and self-management and teams can be great. But a complete dissolution of structure can lead to chaos and high turnover. PROS: - Flexibility - Efficiency CONS: - Lack of control - Less employee loyalty

virtual network approach = major functions are subcontracted to separate companies

types of teams ___ = composed of dispersed members who are linked through some sort of technology __ = cross-border team made up of members of different nationalities whose activities span multiple countries ___ = group of employees from different departments who deal with a specific activity and exist as a team only until the next task is completed ___ = created outside the formal structure to undertake a project of special importance

virtual team global team task force special purpose team

Organizing usually begins with determining the vertical structure and making decisions regarding an organization's degree of ____

work specialization (division of labor) = degree to which tasks are divided into separate jobs *** when specialization is EXTENSIVE, employees perform FEWER tasks. work is small & efficient this can INCREASE boredom & isolation ***

requires a complete justification for every item in the budget (instead of carrying forward prior budget with % change) Advantages: Cost savings Disadvantages: Time consuming

zero-based budgeting

Balanced scorecard = comprehensive control system that balances traditional measures with operational measures: Financial performance - financial health (profit, cost, etc.) Customer service - serving customers (retention, satisfaction, opinions, etc.) Internal business processes - production & operating statistics (safety, efficiency, etc.) Potential for learning/growth - change and improvements (employee retention or turnover, new products or services, etc.)

******************************************************While financial performance has long been the golden standard for the function of control, managers should be looking at a number of measures when it comes to organizational performance. And financial measures are important, because they provide us with an assessment as to whether an organization's activities are contributing to better financial performance. But other measures are important too. That's why a balanced scorecard approach to control can provide a more well-rounded assessment of an organization's performance. Beyond assessing financial performance through the traditional measures that we've already discussed (like budgets and financial ratios), additional performance metrics are also evaluated. Customer service indicators measure customer opinion, retention, and satisfaction. This would be important data for almost any organization. Business process indicators focus on production, operation, safety statistics. A manufacturing company might look at data regarding the number of units produced per day and the number of workplace safety violations. potential for learning and growth measures how resources and people are managed for the future of the organization. This might include the number of new products that are launched or employee retention. The fact is that overemphasizing only one type of performance measure can, and has, led to problems within some organizations. A "profitability at all costs" philosophy can create an environment where unethical behavior is tolerated in order to achieve goals. Maximizing efficiency at the expense of safety or quality can trigger similar actions, leaving customers to suffer the consequences. There are multiple elements that contribute to high levels of organizational performance, not all of them financial.

1) Inadequate liquidity= vulnerability to unexpected expenses 2) Unsatisfactory activity= wasted money 3) Poor profitability= weak sales 4) Too much debt= credit risk

***While financial measures are valuable, it's probably worth mentioning that they are time sensitive. Last year's numbers don't tell a manager much about today. Even numbers from a few months ago may no longer be valid. And for many organizations, seasonal fluctuations in ratios are normal and not a cause for alarm. A toy store might see troubling numbers during the summer months, but positive increases around the holidays. Managers should recognize patterns and be aware of what is normal or not normal in their industry.***

Teamwork dilemmas are caused by:

- Loss of independence - free riders - dysfunction ***Remember that we are an individualist society, so subordination to a group violates a key sociocultural value. Teamwork isn't quite as difficult in collectivist cultures***

Individual differences such as _____ influence what people like, how they work, and the nature of their interactions with others

- Personality traits - perceptions & attributions - self-confidence - emotions - attitudes & behaviors

in the PAST, employers provided: - training - traditional compensation -stability - limited authority .... TODAY, employers provide

- benefits - challenging work -opportunity for growth & development - empowerment

Perceived inequity can cause individuals to reduce inequity and restore balance by:

- changing work effort - changing outcomes - changing perceptions - leaving the job

HIGH levels of conflict have been shown to:

- decrease morale - lower productivity

LOW levels on conflict has been shown to:

- encourage groupthink - decrease decision-making abilities (resist change & reluctant to share contrary opinions)

in the PAST, employees wanted: - job security - routine - knowledge .... TODAY, employees want:

- responsibility - partnership - skill development & growth

Three approaches to overcoming resistance & implementing change:

1) Create a sense of urgency - make people aware of the need for change 2) Conduct a force-field analysis - evaluate driving & restraining forces Driving forces - motivation to change Restraining forces - barriers to change Reduce or remove barriers 3) Use an implementation tactics to overcome resistance

In the workplace, teams enhance performance by making contributions:

1) Creativity & innovation 2) Improved quality 3) Faster response time (speed) 4) Higher productivity & lower costs 5) Enhanced motivation & satisfaction

What steps do managers have to take? (Ex: temp regulation system in house)

1) Establish standards of performance 2) Measure actual performance 3) Compare performance to standards 4) If adequate, do nothing. If inadequate, take corrective action

four primary budgets that are generated for most organizations, and considered to be important to the control process

1) Expense budget - anticipated & actual expenses when expenses > budget - inefficiency - sales growing faster than expected when expenses < budget - efficiency - failure to meet standards (low sales) 2) Revenue budget - forecasted & actual revenues when revenues > budget - higher sales -can we meet demand? when revenues < budget -poor sales -how do we increase sales? 3) Cash budget - estimates receipts & expenditures of money (daily, weekly) cash > short-term needs - invest excess cash < short-term needs -borrow 4) Capital budget - lists planned investments in major assets Such as buildings, machinery, technology systems -Evaluating return on investment -Deciding whether continued investment is advisable

The Big Five - describes an individual's personality by examining five unique characteristics:

1) Extroversion 2) Agreeableness 3) Conscientiousness 4) Neuroticism 5) Openness to experience **test is an overarching assessment of your personality**

5 requirements for teamwork:

1) Focus on shared mission 2) Pull together in the same direction 3) Communication 4) Trust 5) Personal sacrifice for the team Individual stars don't necessarily make a great team...Requires the right mix of personalities, specialties, skills

FIVE primary sources of GROUP DYSFUNCTION lack of trust fear of conflict lack of commitment avoidance of accountability

1) Lack of trust: people don't feel safe revealing mistakes, sharing concerns, expressing ideas 2) Fear of conflict: people go along with others for the sake of harmony & avoid expressing conflicting opinions 3) Lack of commitment: when people are afraid to express opinions, it's difficult to gain commitment to decisions 4) Avoidance of accountability: people don't accept responsibility, point the finger when things go wrong 5) Inattention to results: members put personal needs/ambition ahead of collective results.

Organizational situation is favorable or unfavorable depending on 3 elements

1) Leader-member relations (quality of relations between leader & employees) 2) Task structure (nature of the work) 3) Leader authority (ability to reward/punish)

Financial statement numbers can tell managers a lot. More specifically, they can provide managers with information about the overall financial health of the organization by providing data on LIQUIDITY, ACTIVITY, PROFITABILITY, & LEVERAGE

1) Liquidity ratios indicate ability to meet current debt obligations 2) Activity ratios measure internal performance (such as inventory use) 3) Profitability ratios describe profits relative to source (such as sales) 4) Leverage ratios evaluate the level of debt

Situational substitutes

1) Organizational variables Examples: Cohesiveness, rules to follow, physical separation 2) Task characteristics Examples: Structured work, automatic feedback, intrinsic satisfaction 3) Group characteristics Examples: Professionalism, training, experience

Terminations are valuable for maintaining an effective workforce because:

1) Poor performers are removed 2) Info from exit interviews can be used to improve the organization

MANUFACTURING organizations may use different technology:

1) SMALL batch & unit production = one of a kind, customized items (ex: items like custom clothing or special order tools.) 2) LARGE batch & mass production = standardized production runs, one size fits all (ex: automobile assembly lines) 3) CONTINUOUS process production = workflow is completely mechanized & ongoing, minimal human involvement (ex: chemical plants or oil refineries)

effectiveness is based on three outcomes:

1) Satisfaction 2) Productive output 3) capacity to adapt & learn

Why do people resist change?

1) Self-interest conflict - fear of loss, desire to protect benefits 2) Lack of understanding & trust - don't understand intentions or purpose 3) Uncertainty - fear of the unknown, lack of info 4) Different assessments & goals - people experience different consequences

five key dimensions or characteristics that are considered to be of particular importance when it comes to motivation

1) Skill variety - degree to which a job requires a number of diverse activities and skills to perform it 2) Task identity - degree to which an employee performs a total job with a recognizable beginning and ending 3) Task significance - degree to which the job is perceived as important and having an impact on the company or consumers *These 3 affect meaningfulness 4) Autonomy - degree to which the worker has freedom, discretion, and self-determination in planning and carrying out tasks *Affects responsibility 5) Feedback - extent to which doing the job provides feedback to the employee about his or her performance *Affects knowledge of performance

choice of a mechanistic or organic structure depends on four very important factors:

1) Strategy 2) Environment 3) Technology (includes knowledge, tools, techniques, and activities used to transform inputs into outputs) 4) People

dividends of workplace diversity:

1) better use of talent (diverse orgs achieve higher levels of performance) 2) better marketplace understanding 3) enhanced leadership abilities 4) increased quality of team problem-solving 5) reduced costs (less turnover, less absenteeism, fewer lawsuits)

research suggests that __ members may be optimal

3-6 members

4 Leadership Styles

A TELLING style is very task-focused. Little consideration is given to the employees beyond ensuring they complete their work. A SELLING style is task and people-focused. Employees receive directions, but they are encouraged to ask questions and increase their knowledge and understanding of the work process. A PARTICIPATING style is people-focused. While a leader might provide suggestions to employees, the main goal is really to increase the skill and confidence of their followers to the point where they can do their work without intervention. A DELEGATING style is neither task nor people-focused. The employees already possess the necessary knowledge and abilities to do their work, and don't need any assistance from leaders.

Expectancy theory suggests that there are three factors that determine motivation.

A person's expectancy concerns the relationship between a certain level of effort and a certain level of performance (E-P expectancy). Imagine for a moment that on the first day of class, I had told you that regardless of what you did, you could not be successful in my course. Would you be motivated to try to do well? Of course not. Your only motivation would have been to drop my class as quickly as possible. Instrumentality concerns the relationship between successful performance and the attainment of desired outcomes (P-O expectancy). Again, you would expect that a high level of performance in a course would lead to the attainment of a good grade. And valence concerns the value of the outcomes (O). If outcomes aren't valuable to someone, then they aren't likely to be very motivated. If, at the end of the semester, you put forth a high level of effort and attained a high level of performance, a high grade is probably valuable to you. If I told you that I don't give grades and I have decided to give out gold star stickers instead, that's not a valuable outcome for you. Unless you just really like gold star stickers.

Achievement - desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others (do the hard stuff) Affiliation - desire to form close personal relationships, avoid conflict, and establish warm friendships (making friendships) Power - desire to influence or control others, be responsible for others, and have authority over others (shot caller)

Acquired needs

team = unit of two or more people who interact regularly and coordinate their work to accomplish a common goal group = two or more people who share interests/characteristics & identify with each other

All teams are groups, but not all groups are teams. Groups may naturally form in the workplace (like friendship groups), but teams are created to accomplish work related goals. Teams = OBJECTIVE focus Groups = SUBJECTIVE focus

Other sources of power: 1) Personal effort 2) Network of relationships 3) Access to and control of information

And there are certainly other sources of power for many leaders. A person's level of effort can also be influential. Someone who displays initiative and is willing to do what is takes often gains power. Leaders that build networks and interpersonal connections have more power than those that don't. And leaders that have access to and control over information and how is it shared have power as well.

Conflict may be addressed by teams in several ways: dominating => compromising=> accommodating=> collaborating=> avoidance=>

Assertive team members may use a dominating style & take decisive action (without consideration of others) Some teams address conflict by compromising & splitting the difference between members Some members may be more accommodating & defer to the wishes of others on the team When members are prepared to bargain & negotiate with one another, they may use a collaborating style Some teams may ignore conflict altogether through avoidance, especially when the issues are trivial