MGMT 475 Exam 3
Leaders' Conflict Management Styles
***-Competitive Style - Desire to achieve one's own goals at the expense of the other party, or to dominate. I win, you lose. ***-Accommodative Style - Favors satisfying the other's concerns without taking care of one's own. I lose, you win. ***-Sharing Style - Goal is to "split the difference" or "meet ½-way". We both sorta win...but we both sorta lose. ***-Avoidant Style - I don't care about winning, but I don't want you to win either. I lose, you lose. ***-Collaborative Style - WIN WIN!
Communication Networks for Leaders
***-Peer Leadership Network - internal employees (leaders) who have power/influence. Beneficial for info, support, advice, and collaboration ***-Operational Network - internal employees where there are mutual dependencies (org chart driven and otherwise) ***-Personal Network - both internal and external folks who provide support, advice, and mentorship ***-Strategic Network - external people, often leaders at other companies, who can benefit one's work objectives and/or career ***-Social Media Network - both internal and external sites used for professional development and relationship-building. It's all about quality, not quantity!
***Constructing a Logical Argument
***Argumentation - taking a position, supporting the position with reasons, and then documenting those reasons with evidence Argumentation requires a logical structure and high quality evidence: Numerical data Facts Expert authority Personal experience Examples
Coaching as an Approach to Motivation
***Coaching - Interactions with followers that focus on their growth and development (long-term oriented) -Developmental areas include skills, traits, teamwork-orientation, confidence, and even non-work matters. -It's about investing the time to build rapport and trust. -Some leaders can coach some followers, but not others.
Managing Interpersonal Conflict
***Cognitive conflict—results from differences in understanding content and tasks; is "Functional". Managers need to ensure this type of conflict happens. ***Affective conflict—results from differences in personalities and relationships; is "Dysfunctional". Managers need to minimize this type of conflict. -Leaders are often called open to resolve conflict between others. The best approach is to encourage: --Confrontation - getting both parties to candidly discuss the true problem --Problem Solving - getting both parties to work together to solve the true problem
***Communication Overview
***Communication—Planning, creating, delivering, and interpreting messages -Main Purposes: To persuade (inspire!), inform, build relationships, and/or entertain others -Communication Can Be: --Oral or Written --Verbal or Nonverbal (gestures, body language, facial expressions, ***proxemics, appearance) --Formal or Informal
***Building Credibility
***Credibility - an audience's belief that you have expertise and are trustworthy based on your knowledge, character, reputation and behavior. To establish credibility: -Introduce yourself professionally and show confidence -Invest time getting to know the audience (build rapport) -Present your ideas clearly and honestly Limitations: -Credibility is hard to earn and easy to lose -Credibility alone often is not strong enough (which is why we're covering logic and emotion)
Diversity in the Workplace
***Diversity - inclusion of people of varying... Gender, Religion, Nationality, Ethnicity, Age, Socio-economic Status, Sexual Orientation, or Physical Ability ***Managing diversity - not just tolerating or accommodating differences, but supporting, nurturing, and utilizing these differences to the organization's advantage -Diversity needs to be achieved through awareness, communication, ethics, and common sense...not via quotas. -Leaders should be the champions of diversity, therefore they should understand/embrace the benefits...
Engagement > Motivation Engagement Estimates:
***Engagement - commitment employees make to their company/manager, as evidenced by their willingness to stick around and go beyond the call of duty. -Engagement benefits include increased productivity, increased profitability, decreased turnover, and a safer workplace Engagement Estimates: Fully engaged - 13% Partially engaged - 63% Fully disengaged - 24%
3. Equity Theory
***Equity Theory - Employee satisfaction and motivation depend on how fairly employees believe they are treated in comparison to their peers (aka ***"social comparison"). This is human nature! -If a person perceives inequity in the workplace (pay, recognition, treatment), they might... -- Increase efforts on the job -- Reduce efforts on the job -- Quit the job -- Request a pay increase
Presentation Tips - Before, During, and After the Presentation
BEFORE: 1. Prepare thoroughly --Accept nervousness as normal --Develop an outline --Know your material and believe in it 2. Maximize effectiveness of aids --Practice interacting with aids (ex: PPTs) --Arrive early to test equipment and web links --Have a back-up plan in place 3. Dress appropriately to increase professionalism and build confidence 4. Practice, but don't rehearse - goal is to sound natural 5. Discover problem areas: --Flawed organization --Errors and omissions --Verbal potholes ("rear wheel") 6. Place extra effort practicing opening and closing 7. Arrange for a lectern/podium if you need one 8. Have water available DURING: 1. Stand tall, shoulders to audience, good posture, knees flexed (good advice to brides!) 2. Smile genuinely - be likeable 3. Maintain consistent, varying eye contact 4. Use hand gestures purposefully - for emphasis and mostly with one hand 5. Keep hands at side or rested on podium when not gesturing. Don't jingle pocket items 6. Keep to time limits communicated 7. Move from behind podium if comfortable - to one side for starters. Don't pace 8. Watch audience for cues on pace, interest level, complexity 9. Implement everything we covered about oral qualities 10. Announce timing of Q & A AFTER: 1. Handle Q&A effectively - see next slide 2. Distribute handouts - providing in advance may be distracting 3. Seek feedback - formal or informal
How to be culturally sensitive:
How to be culturally sensitive: -Be patient and flexible. -Listen and pay attention to nonverbals. -Invest energy in learning what's important to those from another culture (food, family, sports, politics). -Use acronyms, slang, and expressions carefully and define them when unknown. -Learn about key cultural differences such as work ethic, religious importance, appearance, women's status in society, formality, and generational status. -Make an effort to use the local language. -Remember it's called "English", not "American".
Organizational Culture
Leadership Implication - Achieving organization goals may be highly dependent upon selecting leaders who thrive in the existing organizational culture (and their background may be an indicator). Examples: 1. Germans tend to be low in "People Focus". 2. Malaysians tend to be high in "Teamwork".
***Listening as a Leadership Skill
Levels of Listening: ***1. Casual listening - for pleasure ***2. Listening for information - to extract the main points being communicated ***3. Intensive listening - analyze while listening to soak up information and interact with others ***4. Empathetic listening - try to understand not just what is said, but why it is being said and how the speaker feels
Everyone Has Motivation!
Motivation is not a personality trait, which either you have or you don't... Motivation is something everyone has and it varies by individual and depending upon the situation.
Expectancy Theory
Motivation strength = Perceived value of result of performing behavior * Perceived probability that result will materialize Implications: -The amount of effort individuals expend depends on how they value the reward and how likely they believe it will be earned. -Therefore, leaders must reward achievements in ways that are meaningful to followers and are achievable. Examples (generalizations): -Germans are motivated best through exciting work. -Some Asians are motivated best through team rewards. -Americans are motivated best through extrinsic rewards.
***Summary - Forms of Communication
See picture on slide 4
Multicultural Leaders
Success Factors: -Cultural sensitivity (just covered) -Being culturally adventurous - curious and open-minded -Ability to read others' nonverbals -Tolerance for ambiguity -Command of multiple languages - reading/writing/speaking -Understanding how to be motivational; let's revisit an old friend...
1. Expectancy Theory Implications: Stated another way, an employee's motivation will be maximized when they answer "yes" to the following questions: Leadership Applications:
***Expectancy Theory is best expressed in the following formula: Motivation strength = perceived value of result of performing behavior * Perceived probability that result will materialize Implications: -The amount of effort individuals expend depends on how they value the reward and how likely they believe it will be earned. -Therefore, leaders must reward achievements in ways that are meaningful to followers and are achievable. -Followers will often chose assignments where they believe they will succeed and then be rewarded. Stated another way, an employee's motivation will be maximized when they answer "yes" to the following questions: 1. If I give a maximum effort, will it be recognized? 2. If it is recognized, will it then be rewarded? 3. If it is rewarded, are the rewards attractive to me? -Only when the employee expects the answer to be "yes" to each question will they be fully motivated. Leadership Applications: -Determine the performance needed by all followers to achieve organizational goals. -Make the performance level attainable by the individuals being motivated. -Make explicit the link between rewards and performance. -Make sure the rewards are large enough. -Explain the meaning and implications of ***second-level outcomes. Ex: project excellence (1st level) may be part of a promotional decision(2nd level). -Individualize award types and amounts.
2. Goal-Setting Theory Leaders must ensure goals are attained by followers... Leadership Applications:
***Goal-Setting Theory - Specific and challenging goals, with feedback, will lead to higher performance. -Goals must be accepted to be motivating. -If accepted, the harder the goal, the greater the performance. -When feedback is given, both positive and negative, performance will be greater. -Specific goals motivate more than "do your best". -Follower participation in goal-setting increases the likelihood that goals will be accepted and aimed for. Leaders must ensure goals are attained by followers... -ethically! -for intrinsic reasons, not just $. -not to the exclusion of long-term goals. -while still allowing bandwidth to handle other key responsibilities and "fight fires". Leadership Applications: -Strive for buy-in by encouraging followers to set their own goals. -Provide ***stretch goals whenever possible. -Use goals and performance in the formal review process. -Set both individual and group goals. -Set SMART objectives: Specific, Measurable, Attainable, Relevant, and Time-sensitive.
Intrinsic vs. Extrinsic Motivation
***Intrinsically Motivated Behavior - the sense of accomplishment and achievement derived from doing the work itself ***Extrinsically Motivated Behavior - behavior that is performed to acquire rewards (material or social) or to avoid punishment - The source of the motivation is the consequences of the behavior and not the behavior itself.
Multicultural Leaders
***Multicultural leaders have skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles. They understand and adapt to general behaviors and tendencies. ***Cultural Sensitivity - an awareness of and a willingness to investigate the reasons why people of another culture act as they do.
***Effective Nonverbal Communication
***Nonverbal Communication - communication beyond the use of words ***-Kinesics - nonverbal behavior which conveys meaning. Includes gestures, eye movements, and smiles ***-Proxemics - distance during communication --Varies by culture --Has roots in primitive survival behaviors ***-Chronemics - interpretation of time
Organizational Culture
***Organizational Culture - Shared set of beliefs, expectations, values, norms, and work routines that influence how members of an org relate to one another and work together to achieve the org's goals -Culture describes how things are, not whether or not those things are good/bad, beneficial/harmful, or satisfying/unsatisfying. ***-Strong cultures - values are shared consistently and intensely. The stronger the culture, the less formal rules needed and the lower the turnover. -Important factoid - National culture has a greater impact on employees than does their org's culture. Org's can be assessed based on ***Cultural Dimensions and individual tendencies vary hugely...even more so based upon their cultural background.
***Persuasion Basic Elements of Persuasion
***Persuasion - the process of influencing your audience to agree with your point of view, recommendation, or request. Persuasion is free from manipulation, deception, dishonesty, and exaggeration. Basic Elements of Persuasion 1. Credibility 2. Logic 3. Emotion
***Motivation ***3 elements Managers must motivate people to:
***The psychological forces that determine the direction of an individual's behavior in an org, level of effort, and amount of persistence ***-Direction: possible behaviors the individual could engage in ***-Effort: how hard the individual will work ***-Persistence: whether the individual will keep trying or give up Managers must motivate people to: work effectively and efficiently, but also... join the organization, remain in the organization, and come to work regularly.
***Appealing To Your Audience's Emotions
- Appeal to your audience's emotional and psychological needs, how do you want them to feel? - Show your own emotional commitment - Use powerful language - descriptive adjectives and action verbs
Oral & Written Communication Tips
-Be Credible - demonstrate credibility via honesty, expertise, professionalism, and confidence -Gear Your Message to the Learner (demographics, culture, existing rapport, shared language, and identifying their current needs) -Use Heavy-Impact and Emotion-Provoking Words. Top words include: consequences, impact, reliability, mission, and commitment -Use Anecdotes to Communicate Meaning -Back Up Conclusions with Data -Minimize Errors, ***Non-Words, and excessive Pauses -Write Clearly and Concisely and Organize Optimally (direct/indirect) -Speak Loudly Enough To Be Heard by All and Viewed as Confident -Be Direct When Giving Instructions or Responding to Questions -Use "Concrete" Language - replace words like some, many, few, soon, often, rarely, good, fair, okay, etc. with specific words -Strive To Make Bold Statements (without sounding arrogant) -Use Business Jargon in Appropriate Doses
Diversity - Racial/Ethnic Minorities
-Black, Asian, and Hispanic workers comprise about 35% of the labor force in the U.S. -Foreign-born workers make up more than 16% of the U.S. civilian labor force. -Asian and Hispanic workforces are the fastest growing in the U.S. -By 2020, more than 18% of the workforce is expected to be Hispanic. -Four states (California, Hawaii, New Mexico, and Texas) and the District of Columbia have become ***majority minority.
Coaching Skills & Techniques
-Build relationships. -Give specific feedback on areas that require improvement. -Listen actively and empathetically. -Help remove obstacles. -Give emotional support. -Reflect content or meaning. -Give gentle advice - probe, prod, and stimulate -- don't solve. -Role-model areas needing improvement. -Gain a commitment to change. -Applaud good results.
Negotiating Tips
-Listen First to Investigate What the Other Side Wants. -Begin with a Plausible Demand or Offer - don't "high ball" or you'll lose credibility -Focus on Goals, Not Positions or Personalities -Be Sensitive to International Differences in Negotiating Style (ex: U.S. directness can be seen as rude by others) -Allow for Face Saving
Reasons for Building a Diverse Workforce
-Obtaining more ideas = better ideas -Benefiting from more creativity via diverse perspectives -Understanding customer wants/needs ("mirroring") -Attracting top talent and securing the best person for each position -Retaining top talent - employees feel valued and respected -Gaining a marketing advantage - customers favor diverse companies -Minimizing the risk of litigation and bad publicity -Doing the ethical thing!
Using Recognition to Motivate Followers Recognition Recommendations:
-Recognition is a strong motivator because it is a normal, important human need. -Recognition can be oral, written, or material. -Recognition, including praise, is low cost and low risk. Recognition Recommendations: -Individualize the form and the specifics so it's most meaningful. -Recognize specific achievements, not generalities. -Do not use recognition to "pit" followers against each other. -Share with larger audiences, assuming follower is comfortable. -Appeal to what makes the follower the most proud.
Overcoming Cross-Cultural Communication Barriers
-Respect differences - avoid ***ethnocentrism. -Get educated on cultural communication differences - read, observe, and ask! -Overcome your stereotypes. Ex: Indians on tech support. -Pay attention to signs of misunderstanding - misplaced laughs, nods, and smiles or a blank expression. -Seek feedback to ensure understanding. -Use simple English; avoid jargon/slang. -Avoid acronyms, even common ones like FYI and ASAP. -Avoid expressions, including sports and military. -Enunciate carefully and speak more slowly. -Use humor and jokes cautiously. -Remember that cultures vary in terms of nonverbal communication, greetings, farewells, desired degree of formality, and gift-giving. -Understand the relevant kinesics, proxemics and chronemics of the culture. -When the situation is appropriate, speak in the language of the people from another culture. -Do not be diverted by style, accent, grammar, or personal appearance. -Be attentive to individual differences in appearance.
***Barriers to Effective Communication
-Sender uses words unknown to receiver -Messages are unclear or confusing -Nonverbals contradict verbal messages -Mannerisms, ***non-words, errors, or appearance distract -Receiver has preconceived notions -***Noise (aka Interferences), both internal and external
Establishing Quality Objectives -- S.M.A.R.T Objectives Example: Nordstrom shoe salesperson
-Specific: Is it clear what needs to be done? -Measurable: Can achievement be measured? -Attainable: Is it reasonable to expect attainment? -Relevant: Is it in line with the org's goals? -Time-sensitive: Does it state how long? Can be used for high level organizational objectives as well as individual performance objectives Example: Nordstrom shoe salesperson: -Performance Objective: "Sell 150 pairs of men's shoes per month during the 3rd quarter of 2018" -Specific - Is it clear what needs to be done? -Measurable - Can success be measured? -Attainable - Is it reasonable to expect attainment? -Relevant - Is it in line with the org's goals? -Time-sensitive - Does it state how long?
Diversity - Age
-The median age of workers is rising substantially while the number of young workers is growing only slightly.. -70% of workers between 45-74 intend to work in retirement -To prevent an exodus of talent, employers need strategies to help retain and attract skilled older workers. -Employers must also compete for talented young workers.
Nonverbal Communication Tips
-Use good posture when sitting, walking, and interacting. Especially important for leaders when negotiating and managing conflict -Be a student of your own non-verbals and others' (John Mecke) -Smile naturally and as often as appropriate -Maintain eye contact with individuals and groups -Gesture naturally, for emphasis, and not excessively -Be aware of what your physical appearance is communicating - clothes, shoes, hair, and nails
Diversity - Gender
-Women make up about 47% of the workforce. -The overall labor force participation rate of women has risen steadily since the 1970's. -Almost 60% of marriages are dual-income. -25% of married women in two-income households earn more than their husbands do. ***-The glass ceiling exists -- an invisible barrier that makes it difficult for women and minorities to move beyond a certain level in the corporate hierarchy.
Work Force Trends > Diversity
-Work forces are becoming more diverse and cultures of ***inclusion are becoming more common. -Globalization is compelling businesses to send more workers to other countries. -Leaders are traveling and working abroad in greater numbers. -Workers with international experience and skills are increasingly more sought-after in the workplace.
How to get followers engaged:
1. Communicate as much as possible. 2. Give feedback (+ and -). 3. Assist in career management. 4. Provide tasks/roles followers deem meaningful.
3 Motivational Theories
1. Expectancy Theory 2. Goal-setting Theory 3. Equity Theory
***Oral Communication Qualities Tips - How to conquer:
1. Phonation — production and VARIATION of voice --Pitch — highness or lowness of voice; VARIATION is desired --Volume — loudness of tones; need to be easily heard and use VARIATION --Rate — pace at which the words are spoken; VARIATION is again the key 2. Articulation - smooth, fluent, & pleasant speech. Don'ts: --Dropping word endings - Ex: workin' --Running words together - Ex: kinda --Imprecise enunciation - Ex: dis (this) or pitcher (picture) 3. Pronunciation - pay attention to corrections and use the dictionary to improve 4. Avoidance of Nonwords - fillers like errr, uhhh, like, okay, and... Tips - How to conquer: Relax and set a good pace Practice - listen to yourself and ask others Replace with 2-3 second pauses
Cultural Dimensions
1. Risk Orientation RISKY <------------->CONSERVATIVE 2. Results Criticality AT ALL COSTS<----------->DO THE RIGHT THING 3. People Focus #1 PRIORITY<--------->EXPENDABLE 4. Teamwork TEAM UNITY<--------->INDIVIDUAL ACHIEVEMENT 5. Aggressiveness AGGRESSIVE<--------->LAID BACK 6. Pace FRANTIC<--------------->PLODDING 7. Social Responsibility SOCIETY FIRST<--------->COMPANY FIRST 8. Corporate Pride ARROGANCE<------------------->EMBARRASSMENT 9. Customer Orientation CUSTOMER-DRIVEN<-------------->PRODUCTION-DRIVEN 10. Structure FREEDOM<----------------> STRICT ADHERENCE
Ten Commandments for Good Listening
1. Stop Talking 2. Put talker at ease 3. Show the talker that you want to listen 4. Remove distractions 5. Empathize with the talker 6. Be patient 7. Hold your temper 8. Go easy on argument and criticism 9. ask questions 10. Stop Talking!
Individualizing Motivation (accounting for all 3 theories presented)
1. Understand that each individual has different motivators and are motivated differently depending upon the situation. 2. Understand that motivation is not a personality trait, which either you have or you don't. It is by degree for everyone (dimmer switch). 3. Invite followers to participate in determining their own rewards. 4. Make certain that motivation is being handed out equitably. 5. Demonstrate you uniquely value each follower. 6. Connect rewards to both individual and team performance. 7. Ensure that employees are both having fun and producing. 8. Balance the needs of the employee with the needs of the organization (provide the best reward under the circumstances). 9. View individuals as followers, not as employees!
Everyone Can Be Motivational!
A leader can still be motivational, regardless of: the personality traits and cognitive skills a leader was born with or acquired. how charismatic they are. the amount of power they have (10 types). the political savvy they possess.