Concepts of Management FINAL

Organization Development

A system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving organisational effectiveness

Structural Change

A system-wide organization development involving a major restructuring of the organization or instituting programs such as quality of work life

Hersey and Blanchard Model

Based on the premise that appropriate leader behavior depends on the "readiness" of the leader's followers (i.e., the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility)

Building Coalitions (Political Tactics)

Befriending powerful others or starting small subgroups to promote specific aims

Rational Persuasion (Influence Tactic)

Using logic and facts to persuade someone

Persuasive Power

Power due to the ability to use logic and facts to persuade

Out-group

Receive less of the supervisor's time and attention and are likely to be assigned the more mundane tasks the group must perform and not be "in the loop" when information is being shared

Rationality (Primary Upward Influence Tactics)

Using logic, planning, reason, and compromise

Enacted Values and Norms (Levels of Culture)

Values and norms that employees exhibit based on their observations of what actually goes on in the organizations

Need for Power

Wanting to control and influence others, or to be responsible for others

Envisioning

- Articulating a compelling vision - Setting high expectations - Modeling consistent behaviors

Energizing

- Demonstrating personal excitement - Expressing personal confidence - Seeking, finding, and using success

Process Analysis (Survey Feedback Process)

- Examine group processes (e.g., communication, decision marketing) - Develop plans for improvement

Enabling

- Expressing personal support - Empathizing - Expressing confidence in people

Data Gathering (Survey Feedback Process)

- Interviewing - Observing - Distribution of survey questionaire

Group Feedback Meetings (Survey Feedback Process)

- Review results of data gathering - Identify problems

Ingratiator (Upward Influence Style)

- Uses a friendliness strategy but also uses the other influence strategies to some extent - This style reflects the dominant mode by which these managers exercise influence

Tactician (Upward Influence Style)

- Uses an average amount of influence and emphasizes reason - Tend to direct organizational subunits involved in nonroutine work that gives them a skill and knowledge power base - Tend to have considerable influence in their organizations over budgets, policy, and personnel and reply heavily on reason and logic to gain compliance - This style is associated with the lower levels of job tension and personal stress with more favorable individual outcomes than the more forceful shotgun style

Bystander (Upward Influence Style)

- Uses little influence with superiors - Tend to direct organizational units doing routine work and generally have little organizational power (i.e., little control over budgets, policy, or personnel matters). - Tend to have few personal or organizational objectives that require compliance from others, they generally exert little influence

Shotgun (Upward Influence Style)

- Uses the most influence and emphasizes assertiveness and bargaining - Tend to have less job tenure and the greatest needs to obtain personal benefits and "sell" their ideas about how the work should be done - Attempt to obtain what they want by using many different tactics - This style is associated with the highest levels of job tension and personal stress

Charisma

A form of interpersonal attraction that inspires support and acceptence

Leadership Motive Pattern

A high need for power (with high impulse control) and a low need for affiliation

Radical Innovation (something called disruptive innovation)

A major breakthrough that changes or creates whole industries

Expert Power

A person power based on an individual's knowledge or expertise - Power due to control because of knowledge, skills, or expertise

Change Agent

A person responsible for managing a change effort

Power

A person's or group's potential to influence another person's or group's behavior

Referent Power

A personal power based on a manager's charisma or attractiveness to others - Power due to control because subordinates respect, admire, and identify with the leader

Legitimate Power

A position power based on a person's holding of the managerial position rather than anything the manager is or does as a person - Power due to the position of Authority held

Coercive Power

A position power based on fear or a desire to avoid punishment - Power due to control over punishments

Reward Power

A position power that involves the use of rewards to influence and motivate followers - Power due to control over rewards

Organizational Culture

A system of shared values, norms, and assumptions that guide members' attitudes and behaviors

Charismatic Leadership

A type of influence based on the leader's personal charisma

Inspirational Appeals (Influence Tactic)

Appealing to someone's aspirations, values, and ideals to gain his or her commitment, or increasing people's confidence that they can do something in order to increase motivation

Personal Appeals (Influence Tactic)

Asking someone to do something "because we're friends" or asking for a personal favor

Passive Conflict Management Norms

Avoid addressing conflict

Position Power

Based on one's position in the organization influence tactics

Personal Power

Based on the person's individual characteristics, stays with a person regardless of his or her job or organizations

Lewin's Process of Organization Structure

Change is a systematic process of transition from an old way of doing things to a new way. Inclusion of an "unfreezing" stage indicates the importance of preparing for the change. The "refreezing" stage reflects the importance of following up on the change to make it permanent

Self-monitoring

Having a high concern with others' perceptions of us and adjusting our behavior to fit the situation

Upward Influence Styles

Combinations of upward influence tactics that tend to be used together

Incremental Innovation

Continues the technical improvement and extends the applications of radical and system innovations

Systems Innovation

Creates a new functionality by assembling ports in new ways

People (Pressures for Organizational Change)

Demands for different training, benefits, workplace arrangements, and compensation systems

Commitment (Response to Influence Attempts)

Endorsing and becoming an actively involved participant as a result of the influence attempt

Coalition Tactics (Influence Tactic)

Engaging the help of others to persuade someone to do something; referring to the support of others to convince someone to agree to a proposal or to change his or her attitude toward something

Legitimating Tactics (Influence Tactic)

Enhancing one's formal authority to make a certain request by referring to rules, precedents, or official documents; should be used to early if doubts about the request's legitimacy are expected

Image Building (Political Tactics)

Enlisting "spin doctors" to project a desirable image

Intrapreneurship

Entrepreneurial activity that takes place within the context of a large corporation

Controlling Lines of Communication (Political Tactics)

Establishing gatekeepers to restrict access to information

Attribution Perspective on Leadership

Holds that when behaviors are observed in a context associated with leadership, different people may attribute varying levels of leadership ability or power to the person displaying those behaviors

Influence Tactics

How people translate their power at affect the behavior of others

Leadership Neutralizers

Factors that render ineffective a leader's attempts to engage in various leadership behaviors

Information Processing and Communication (Pressure for Organization Change)

Faster reaction times, immediate responses to questions, new products, different office arrangements, telecommuting, marketing, advertising, recruiting on social networking sites

Ingratiation (Influence Tactic)

Flattering or praising people to put them in a good mood or to make them more likely to want to help (e.g., complementing your manager's outfit before asking for additional project funding), or using humor; seen as more credible when used early rather then after other influence attempts have failed

Ingratiation (Primary Upward Influence Tactics)

Flattery and acting polite, friendly, or humble to put the supervisor in a good mood

Competition (Process for Organization Change)

Global competition, more competing products with more features and options, lower costs, high quality

Compliance (Response to Influence Attempts)

Going along with what the influencer wants without being personally committed

Leadership Substitutes

Individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance

Upward Influence

Influencing superiors

Transactional Leadership

Leadership focused on routine, regimented, activities

Virtual Leadership

Leadership via distance technologies

Game Playing (Political Tactics)

Leaking information, getting only friends to provide feedback, and so on

Upward Appeals (Primary Upward Influence Tactics)

Making informal or formal appeal to organizational superiors for intervention

Technology (Pressures for Organization Change)

More education and training for workers at all levels, more new products, products move faster to market

Overdetermination

Occurs because numerous organizational systems are in place to ensure that employees and systems behave as expected to maintain stability

Exchange (Influence Tactic)

Offering to exchange something of value now or in the future for someone's cooperation; usually used after other tactics have failed due to the higher cost

Exchange (Primary Upward Influence Tactics)

Offering to trade favors or rewards for compliance

In-group

Often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules

Learning Organization

Organization that facilitates the learning of all its members and continuously transforms itself

Using Outside Experts (Political Tactics)

Outside consultants may seem neutral, but are paid and directed by management to "do their bidding"

Informational Power

Power derived from control over information - Power due to control over information

Active Resistance (Response to Influence Attempts)

Rejecting the influence attempt and actively trying to stop the influencer from doing what he or she is trying to do, or trying to change the influencer's attitudes

Passive Resistance (Response to Influence Attempts)

Rejecting the influence attempt but not getting in the way of what the influencer is trying to do

Consultation (Influence Tactic)

Requesting someone's advice to solve a problem or mutually setting goals to increase a follower's commitment to the leader's decision; being willing to modify the goals or solution based on the person's concerns and suggestions to sustain commitment

Disagreeable Conflict Management Norms

Resolve conflict competitively

Agreeable Conflict Management Norms

Resolve conflict in a cooperative manner

Active Conflict Management Norms

Resolve conflict openly

Controlling Information (Political Tactics)

Restricting information to certain people

Mentor

Role of helping a less experienced person learn the ropes to better prepare for career success

Coalition Formation (Primary Upward Influence Tactics)

Seeking the support of other organization members to show a united front

Conflict Culture

Shared norms for managing conflict

Empowerment

Sharing power with employees and giving them the authority to make and implement at least some decisions

Organizational Politics

Social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor

Leader-member Exchange Model (LMX) (of Leadership)

Stresses the importance of variable relationships between supervisors and each of their subordinates

Strategic Leadership

The capability to understand the complexities of both the organization and its environment and to lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment

Assertiveness (Primary Upward Influence Tactics)

Using aggression, nagging, and verbal confrontations or giving orders

Culture of Inclusion

The extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned

Quality of Work Life

The extent to which workers can satisfy important personal needs through their experiences in the organizations

Artifacts (Levels of Culture)

The physical manifestation of the culture including open offices, awards, ceremonies, and formal lists of values - Myths and stories - Awards, ceremonies, and rituals - Dress code

Espoused Values and Norms (Levels of Culture)

The preferred values and norms explicitly stated by the organization

Unfreezing

The process by which people become aware of the need for change

Innovation

The process of creating and doing new things that are introduced into the marketplace as products, processes, or services

Ethical Leadership

The process of leading based on consistent principles of ethical conduct

Refreezing

The process of making new behaviors relatively permanent and resistant to further change

Impression Management

The process of portraying a desired image or attitude to control the impression others form of us

Transition Management

The process of systematically planning, organizing, and implementing change

Organizational Socialization

The process through which employees learn about the firm's culture and pass their knowledge and understanding on to others

Socialization

The process through which individuals become social beings

Transformational Leadership

The set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

Abuse of Power

Using any type of power to demean, exploit, or take advantage of another or influencing someone to do something the person later regrets

Pressure (Influence Tactic)

Using coercion or persistent follow-up or reminders to gain influence; risks undesirable side effects such as resentment

Eliminating Political Rivals (Political Tactics)

This may even mean getting them promoted to get them out of the way

Assumptions

Those organizational values that have become so taken for granted over time that they become the core of the company's culture - Unconscious - Ultimate source of values and behaviors

Controlling the Agenda (Political Tactics)

To ensure only certain topics are discussed

Controlling Decision Parameters (Political Tactics)

Trying to influence decisions before they are made