Exam 3 MAN 4701 Daniels FSU

directive behavior (leadership behavior) (ch. 15.3.3)

-aimed at telling followers what to do and how to do it

organizational symbol (ch. 18.5.2)

-an object that has meaning behind its intrinsic content -provide a road map showing what is important in a particular organization -ex: logos, flags, and coats of arms

unhealthy organization culture (ch. 18.5.4)

-an organization culture that does not facilitate the achievement of the organization's mission and objectives

trait approach to leadership (ch. 15.2)

-an outdated view of leadership that sees the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader -the findings of their characteristics are inconsistent --> there is no one set of characteristics that distinguish leaders and non-leaders -but, individuals can be trained to be good leaders, leaders are made not born

the Michigan studies (ch. 15.2.2)

-analyzed info based on interviews with leaders and followers (managers and subordinates) -job-centered behavior and employee-centered behavior

recognize and reward (steps to a high-performance culture) (ch. 18.4)

-appropriate performance behavior needs to be rewarded to help employees learn to be high performers, reinforced behavior tends to be repeated

types of formal groups (ch. 17.2)

-command group -task group

level 2 of level 5 hierarchy (ch. 15.7.2)

-contributing team member: contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting

types of leadership behavior (ch. 15.3.3)

-directive behavior -supportive behavior -participative behavior -achievement behavior (depends on the situation for which behavior to use, should not just solely stick to one all the time)

progress from immaturity to maturity (ch. 15.3)

-high task/low relationship -high task/high relationship -high relationship/low task -low task/low relationship

leader-member relations (fiedler's contingency theory) (ch. 15.3.2)

-is the degree to which the leader feels accepted by the followers

motivators (job enrichment) (ch. 16.5.2)

-items related to the work itself that influence the degree of job satisfaction -when these factors of a particular job situation are compelling, employees usually are motivated to do a better job -people tend to be more motivated and productive as more ____________ are built into their job situations

employee-centered behavior (Michigan studies) (ch. 15.2.2)

-leader behavior that focuses primarily on subordinates as people -attentive to the personal needs of subordinates and is interested in building cooperative work teams that are satisfying to subordinates and advantageous for the organization -pygmalion effect

job-centered behavior (Michigan studies) (ch. 15.2.2)

-leader behavior that focuses primarily on the work a subordinate is doing and how well they are doing it

organizational rewards (ch. 18.5.2)

-rewards modify behavior in some way -ex: compensation, verbal recognition, etc.

position power (fiedler's contingency theory) (ch. 15.3.2)

-the extent to which the leader has control over the rewards and punishments that followers receive

motivation (ch. 16.1)

-the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal / explains why people act as they do -because productivity is the result of the behavior of organization members, _____________ organization members is the key to reaching organizational goals

organizational socialization (ch. 18.5.3)

-the process by which management can appropriately integrate new employees into the organization's culture

job enlargement (job design) (ch. 16.5.2)

-the process of increasing the number of operations an individual performs in order to enhance the individual's satisfaction with work -better at increasing satisfaction than job rotation

job rotation (job design) (ch. 16.5.2)

-the process of moving workers from one job to another rather than requiring them to perform only one simple and specialized job over the long term (attempt to overcome job boredom) -ex: a gardener would do more than just mow lawns --> trim bushes, rake grass, and sweep sidewalks -can become ineffective over time because people become bored with all the jobs they are rotated into -can be effective for reducing absenteeism

why managers should use committees (ch. 17.2)

1. Can improve the quality of decision making 2. Encourage the expression of honest opinions since the group output of a committee cannot be associated with any one member of that group 3. Tend to increase organization members' participation in decision making and thereby enhance the chances of widespread support of decisions 4. Ensure that representation of important groups in the decision-making process (managers must pick a diverse/appropriate group so that it represents the whole organization's ideas) -often used to recruit new organization members -executives vary somewhat with whether they like _____________ or not

reasons why managers should study groups (ch. 17.1)

1. It is the most common technique for accomplishing work 2. Groups exist in all kinds of organizations 3. Groups inevitably form in all facets of organizational existence 4. Can cause either desirable/undesirable consequences within the organization 5. An understanding of groups can help managers increase the probability that the groups with which they work will cause desirable consequences within the organization

stages of groupthink (ch. 17.2)

1. antecedents: describes what precursors are associated with the development of groupthink (ex: a high level of cohesiveness is likely to be susceptible to groupthink) 2. concurrence seeking: occurs when a group member agrees with the entire groups decision but they don't actually like it/agree 3. symptoms of groupthink: group members feel pressured to censor their own ideas 4. decision-making defects: when group members fail to make effective decisions (ex: a group not collecting the needed info to make an effective decision) 5. poor decision outcomes: occurs when the group performs poorly

stages of team development (ch. 17.5)

1. forming 2. storming 3. norming 4. performing 5. adjourning

benefits of informal groups (ch. 17.2.2)

1. perpetuation of social and cultural values 2. Status and social satisfaction 3. Increased ease of communication among group members 4. Increased desirability of overall work environment

stages of formal group development (by Bernard Bass) (ch. 17.2)

1. the acceptance stage 2. the communication and decision-making stage 3. the group solidarity stage 4. the group control stage

3 factors of fiedler's contingency theory in table (ch. 15.3.2)

Octant - Leader-member relations - Task structure - Leader position power I Good High Strong II Good High Weak III Good Weak Strong IV Good Weak Weak V Moderately poor High Strong VI Moderately poor High Weak VII Moderately poor Weak Strong VIII Moderately poor Weak Weak

how to raise the quality of committee discussions (ch. 17.2)

people-oriented guidelines: -rephrasing ideas already expressed --> makes sure people understand what was said -bringing all members into active participation -stimulating further thought by members

task structure (fiedler's contingency theory) (ch. 15.3.2)

-Is the degree to which the goals—the work to be done—and other situational factors are outlined clearly

managerial communication (strategies for motivating organization members) (ch. 16.5)

-Simply communicating well with organization members -Effective subordinate-manager communication can satisfy basic human needs such as recognition, a sense of belonging, and security -Ex: a message praising a subordinate well done -Managers should strive to communicate often with other organization members

code of conduct (ch. 18.2)

-a document that reflects the core values of an organization and suggests how organization members should act in relation to those values -made to assist organization members in identifying beliefs and values of an organization -may need to be changed once it is established

customer dimension (culture) (ch. 18.5)

-a facet of organization culture that focuses on catering to the needs of those individuals who buy goods or services the organization produces -a study shows that organizations think they are doing better than they actually are when it comes to customers

ethics dimension (culture) (ch. 18.5)

-a facet of organization culture that focuses on making sure that an organization emphasizes not only what is good for the organization but also what is good for other human beings -_______ training is the most commonly used method for developing this dimension of organization culture -rewarding past ethical behavior is a good way to increase the chance of employees doing it again

command group (ch. 17.2)

-a formal group that is outlined in the chain of command on an organization chart, typically handle routine activities

organization subculture (ch. 18.1)

-a mini-culture within an organization that can reflect the values and beliefs of a specific segment of the organization that is formed along lines such as established departments or geographic regions

organizational saga (ch. 18.5.2)

-a narrative describing the adventures of a heroic individual or family significantly linked to an organization's past or present -the purpose is to identify and perpetuate the organization's shared values -ex: explaining the history of walt disney to disney employees

the group solidarity stage (stages of formal group development) (ch. 17.2)

-a natural stage that happens when members become more involved in group activities and cooperate rather than compete with one another -members find belonging to the group satisfying and are committed to the groups success -3rd stage

functions of organization culture (ch. 18.2)

-1st: can enhance organizational productivity -2nd: can serve as a component of organizational strategy -3rd: provides a rationale for staffing (managers must make sure new hires are appropriate for the organization's culture) -4th: can act as a guideline for making operational decisions -influences the behavior of everyone within an organization and can have a significant impact on organizational success -influence organization members to act in ways that are consistent with the accepted values of the organization

facts of VYJ model (ch. 15.4.2)

-A method for determining when a leader should use which decision style -The model type is a decision tree -Research on the model deems it successful and consistent -The model is complex and difficult to practice for managers

5 decision styles according to the VYJ model (ch. 15.4.2)

-AI: manager makes the decision alone -AII: manager asks for info from subordinates but makes the decision alone -CI: manager shares the situation with individual subordinates and asks for info and evaluation. do not meet as a group, the manager alone makes the decision -CII: manager and subordinates meet as a group to discuss the situation but manager makes the decision -GII: manager and subordinates meet as a group to discuss the situation and the group makes the decision

establish a vision of organization culture (ch. 18.5)

-Becomes a target at which management aims. without this, management will not have a benchmark for modifying and improving organization culture over time -Managers should strive to establish dimensions in their own culture that will best contribute to the organizational mission (ex: quality, ethics, innovation, spirituality, diversity, and customers)

leaders can kill trust by being... (OSU studies) (ch. 15.2.2)

-Credit hogs: taking credit for the good ideas of others -Lone rangers: working mostly by themselves and not closely with other workers -Egomaniacs: believing that success will come only through the efforts of management as opposed to those of workers -Mules: being stubborn and inflexible

disadvantages of flextime (ch. 16.5.2)

-Difficulty in planning work schedules -Understaffing at times -Key people unavailable at certain times -Lack of supervision during some hours of work -Employees abuse of program

how to make committees successful (ch. 17.2)

-Goals should be clearly defined and preferably in writing -The committee's authority should be specified (investigate? Advise? Recommend? Implement?) -Ideal size should be determined, for most tasks it seems to be from 5-10 -Chairman should be selected on the basis on his/her ability to run an efficient meeting --> need to make sure that the committee gets done what it needs to and isn't doing irrelevant things -The agenda and all supporting material for the meeting should be distributed before the meeting -Meetings should start on time and there should be a specified ending time

servant leader characteristics (leadership concepts for modern times) (ch. 15.7)

-Good listeners -Persuasive: focus on convincing their followers to do things not using their authority to make them do things -Aware of their surroundings -Empathetic: the intellectual identification with the feelings, thoughts, or attitudes of another -Stewards: an individual who is entrusted with managing the affairs of another

advantages of flextime (ch. 16.5.2)

-Greater job satisfaction --> greater productivity -Higher levels of motivation in workers -Organizations with flextime are more likeable/competitive to candidates -Decreased tardiness/absenteeism/turnover -Fewer commuting problems

Maslow's hierarchy of needs (content theories of motivation) (ch. 16.3)

-Human beings possess the 5 basic needs and theorizes that these 5 basic needs can be arranged in a hierarchy of importance -no research 5. self-actualization need 4. esteem need 3. social need 2. security/safety need 1. physiological need

Characteristics of the "soul" of the emerging leader vs. the "mind" of the manager (leadership concepts for modern times) (ch. 15.7)

-Leader/soul: visionary, passionate, creative, flexible, inspirational, innovative, courageous, imaginative, experimental, independent -Manager/mind: rational, consultative, persistent, problem-solving, tough-minded, analytical, structured, deliberate, authoritative, stabilizing

coaching behavior (ch. 15.6)

-Listens closely: tries to discover the facts in what is said and the feelings and emotions behind what is said -Gives emotional support: gives personal encouragement -Shows by example what constitutes appropriate behavior

forces in the manager (ch. 15.4)

-Manager's values, level of confidence in subordinates, personal leadership strengths, tolerance for ambiguity

importance of motivating organization members (ch. 16.4)

-Managers create environments in which organization members motivate themselves -Successful managers minimize inappropriate behavior and maximize appropriate behavior -Motivation is one of the 4 primary activities of the influencing function performed by managers to guide the behavior of organization members toward the attainment of organizational objectives

types of content theories of motivation (ch. 16.3)

-Maslow's hierarchy of needs -Alderfer's ERG theory -Argyris's maturity-immaturity continuum -McClelland's acquired needs theory

applying behavior modification (ch. 16.5.3)

-Need a good feedback system for the program to be successful !!! -Can be applied to cost control in organization by encouraging employees to be more cost conscious -Successful behavior modification programs should include: 1. Giving different kinds of reward to different workers according to the quality of their performances 2. Telling workers that what they are doing is wrong 3. Punishing workers privately to avoid embarrassing them in front of others 4. Always giving rewards and punishments that are earned to emphasize that management is serious about its behavior modification efforts

informal group (ch. 17.2.2)

-a collection of individuals whose common work experiences result in the development of a system of interpersonal relations that extend beyond those established by management -deviate significantly compared to formal groups -an organization member can belong to more than one formal group at a time -not highly structured in procedure and not formally recognized by management

diversity dimension (culture) (ch. 18.5)

-a component of organization culture that encourages the existence of basic human differences among organization members -these differences are race, ethnicity, religion, physical ability, and/or sexual orientation -advantage of __________ = increased number of perspectives on how to solve problems and how to relate to diverse customers better

Argyris's Maturity-Immaturity Continuum (content theories of motivation) (ch. 16.3.3)

-a concept that furnishes insights into human needs by focusing on an individual's natural progress from immaturity to maturity

cultural artifact (ch. 18.5.2)

-a dimension of an organization that helps to describe and reinforce the culture - or the beliefs, values, and norms - in which an artifact exists -these __________ can change over time depending how the organization changes

task group (ch. 17.2)

-a formal group of organization members who interact with one another to accomplish non-routine organizational tasks, members of these groups can come from various levels in the organizational hierarchy -ex: a manager might establish this type of group to consider the feasibility of manufacturing a new product and include representatives from various levels of organizational areas such as production, market research, and sales

formal group (ch. 17.2)

-a group that exists within an organization by virtue of management decree to perform tasks that enhance the attainment of organizational objectives, clearly defined and structured -ex of establishing this group: putting members in areas like marketing departments, HR departments, and production departments

team (ch. 17.4)

-a group who members influence one another toward the accomplishment of an organizational objective(s) -ex: dividing people up and challenging them to create their own wine for a vineyard company -a key to success with the quickly changing business environment --> managers should constantly try to help groups become teams which can be done through a team-building exercise/training tool

life cycle theory of leadership (ch. 15.3)

-a leadership concept that hypothesizes that leadership styles should reflect primarily the maturity level of the followers / a rationale for linking leadership styles with various situations to ensure effective leadership -maturity is defined as the ability of followers to perform their jobs independently, to assume additional responsibilities, and to desire to achieve success --> the more of these characteristics a worker possesses the more mature they are

contingency theory of leadership (fiedler's contingency theory) (ch. 15.3.2)

-a leadership concept that hypothesizes that, in any given leadership situation, success is determined primarily by... (1) task structure: the degree to which the task being performed by the followers is structured (2) position power: the degree of position power possessed by the leader (3) leader-member relations: the type of relationship that exists between the leader and the followers

Vroom-Yetton-Jago model of leadership (VYJ) (ch. 15.4.2)

-a modern view of leadership that suggests that successful leadership requires determining, through a decision tree, what style of leadership will produce decisions that are beneficial to the organization and will be accepted and committed to by subordinates -built on the 2 premises: 1. organizational decisions should be of high quality 2. subordinates should accept and be committed to decisions that are made

needs-goal theory (process theories of motivation) (ch. 16.2)

-a motivation model that hypothesizes that felt needs cause human behavior/motivation begins with an individual feeling or need -The most fundamental of the motivation theories -Felt need --> (goal-supportive behavior) --> goal behavior --> (feedback) REPEAT -goal setting plays a prominent role in influencing motivation

vroom expectancy theory (process theories of motivation) (ch. 16.2)

-a motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength depends on an individual's degree of desire to perform a behavior -Equation: Motivation strength = perceived value of result of performing behavior * perceived probability that result will materialize (As both of these factors increase, so does motivation strength)

porter-lawler theory (ch. 16.2)

-a motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength is determined primarily by the perceived value of the result of performing the behavior and the perceived probability that the behavior performed will cause the result to materialize -stresses 3 characteristics of the motivation process: 1. The perceived value of a reward is determined by both intrinsic and extrinsic rewards that result in need satisfaction when a task is accomplished 2. The extent to which an individual effectively accomplishes a task is determined primarily by 2 variables: the individual's perception of what is required to perform the task and the individual's ability to perform the task 3. The perceived fairness of rewards influences the amount of satisfaction produced by those rewards

value (ch. 18.5.2)

-a person's or social group's belief in which they have an emotional investment -can be for (ex: hiring talented workers) or against something (ex: polluting the environment)

pygmalion effect (Michigan studies) (ch. 15.2.2)

-a phenomenon in which the more leaders believe their subordinates can achieve, the more subordinates do achieve

organizational myth (ch. 18.5.2)

-a popular belief or story that has become associated with a person or institution and is considered to illustrate an organization culture ideal -used to explain organizational beginnings or other events that are of great significance to the organization -Chrysler example: ______ of Iacocca, shows that Chrysler values trust and support for leadership

flextime (ch. 16.5.2)

-a program that allows workers to complete their jobs within a workweek of a normal number of hours that they schedule themselves

behavior modification (strategies for motivating organization members) (ch. 16.5.3)

-a program that focuses on encouraging appropriate behavior by controlling the consequences of that behavior -behavior that is rewarded tends to be repeated, behavior that is punished tends to be eliminated

situational approach to leadership (ch. 15.3)

-a relatively modern view of leadership that suggests that successful leadership requires a unique combination of leaders, followers, and leadership situations -formula for successful leadership: SL = f (L, F, S) SL is successful leadership. F is function of, LFS are leader, follower, and situation --> the formula says that successful leadership is a function of a leader, follower, and a situation that are appropriate for one another

positive reinforcement (behavior modification) (ch. 16.5.3)

-a reward that consists of a desirable consequence of behavior

negative reinforcement (behavior modification) (ch. 16.5.3)

-a reward that consists of the elimination of an undesirable consequence of behavior

organizational culture (ch. 18.1)

-a set of values that organization members share regarding the functioning and existence of their organization -employees may describe the same __________ differently, but their individual experiences and the meanings ascribed to those experiences -slowly develops over time, can be thought of as the personality of an organization -has dimensions like special language, rituals, norms and habits

sociogram (ch. 17.3)

-a sociometric diagram that summarizes the personal feelings of organization members about the people in the organization with whom they like to spend free time -diagrams that visually link individuals within the population queried according to the number of times they were chosen and whether the choice was reciprocated -the greater number of times that an individual is chosen, the more likely it is that the individual is a group leader

professional will (level 5 leadership) (ch. 15.7.2)

-a strong and unwavering commitment to do whatever necessary to build long-term company success

committee (ch. 17.2)

-a task group that is charged with performing some type of specific activity -ex of a formal group

work team (ch. 17.2)

-a task group used in organizations to achieve greater organizational flexibility or to cope with rapid growth

path goal theory of leadership (ch. 15.3.3)

-a theory of leadership that suggests that the primary activities of a leader are to make desirable and achievable rewards available to organization members who attain organizational goals and to clarify the kinds of behavior that must be performed to earn those rewards -managers should be able to facilitate job performance by showing employees how their performance directly affects their receiving desired rewards -research suggests that this theory is highly promising for achieving organizational goals

supportive behavior (leadership behavior) (ch. 15.3.3)

-aimed at being friendly with followers and showing interest in them as human beings

participative behavior (leadership behavior) (ch. 15.3.3)

-aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions

achievement behavior (leadership behavior) (ch. 15.3.3)

-aimed at setting challenging goals for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge -making goals difficult enough that employees will find achieving them challenging but not so difficult that employees will view them as impossible and give up trying to achieve them

sociometry (ch. 17.3)

-an analytical tool that can be used to determine what informal groups exist in an organization and who the leaders and members of those groups are -can use this to get info about the internal workings of an informal group, including the identity of the group leader, the relative status of group members, and the group's communication networks

level 5 leadership (leadership concepts for modern times) (ch. 15.7.2)

-an approach to leadership that blends personal humility with an intense will to build long-range organizational success -ambitious about company's success not individual success

servant leadership (leadership concepts for modern times) (ch. 15.7)

-an approach to leading in which leaders view their primary role as helping followers in their guests to satisfy personal needs, aspirations, and interests -place high value on service to others over their own self interests -see their main responsibility as caring for the human resources of the organizations -popular but not new, first introduced by Jesus -a study shoes these leaders are highly agreeable people and demonstrate values of empathy, integrity, and competence

spirituality dimension (culture) (ch. 18.5)

-an aspect of organization culture that encourages organization members to integrate spiritual life and work life -a ____________ reflective work environment will be personally satisfying to organization members which will make them more productive and creative

innovation dimension (culture) (ch. 18.5)

-an aspect of organization culture that encourages the application of new ideas to improve organization processes, products, or services -major source of organizational change and improvement -if this is not nurtured it will be weakened or even disappear

quality dimension (culture) (ch. 18.5)

-an element of organization culture that focuses on making sure that a product, in the opinion of the customer, does what it is supposed to do -organizations with this culture tend to focus on communicating to customers their focus on quality and explaining how _________ processes operate within the organization

Alderfer's ERG theory (content theories of motivation) (ch. 16.3.2)

-an explanation of human needs that divides them into 3 basic types: (1) existence needs, (2) relatedness needs, and (3) growth needs -people sometimes activate their higher-level needs before they have completely satisfied all of the lower-level needs and sometimes people will go backwards/they won't always go up the ladder of needs

McClelland's acquired needs theory (content theories of motivation) (ch. 16.3.4)

-an explanation of human needs that focuses on the desires for achievement, power, and affiliation that people develop as a result of their life experiences -the individual's early life experiences determine which of these needs will be highly developed and therefore dominate the personality

process theories of motivation (ch. 16.1)

-an explanation of motivation that emphasizes how individuals are motivated -focus on the steps that occur when an individual is motivated

content theories of motivation (ch. 16.1)

-an explanation of motivation that emphasizes people's internal characteristics -focus on understanding what needs people have and how those needs can be satisfied

equity theory (process theories of motivation) (ch. 16.2)

-an explanation of motivation that emphasizes the individual's perceived fairness of an employment situation and how perceived inequities can cause certain behaviors

motivation strength (vroom expectancy theory) (ch. 16.2)

-an individual's degree of desire to perform a behavior

friendship group (informal group) (ch. 17.2.2)

-an informal group that forms in organizations because of the personal affiliation members have with one another -foundations for these groups: personal factors like race, gender, recreational interests, religion, etc.

interest group (informal group) (ch. 17.2.2)

-an informal group that gains and maintains membership primarily because of a common concern members have about a specific issue -ex: a group of workers pressing management for better pay or working conditions

clan culture (ch. 18.3)

-an organization culture characterized by a strong *internal* focus with a high degree of *flexibility and discretion* -a lot like a family -includes activities that reflect shared values and goals, cohesion among organization members, teamwork, and organization commitment to employees -leaders are seen as more mentors and even parents rather than as bosses -ex: Southwest airlines -activity managers tend to perform: establish a clear goal for the work team

hierarchy culture (ch. 18.3)

-an organization culture emphasized by an *internal* focus along with an emphasis on *stability and control* -formal and structured, individuals in the workplace are concerned with efficiency -leaders tend to focus on coordination and organization -formal rules and policies govern how people operate -ex: McDonald's: built on efficient and quick food production -activity managers tend to perform: make sure employees know exactly what is expected of them/give regular feedback on how well they are performing their job

market culture (ch. 18.3)

-an organization culture that reflects values that emphasize *stability and control* along with an *external* focus -oriented toward all stakeholders, not just customers -emphasizes relationships with constituencies (customers, suppliers, contractors, government regulations, and unions) -leaders tend to be hard-driving -the organization focuses on winning and emphasizes achieving ambitious goals and outpacing the competition -ex: General Electric: has a "results or else" mentality -activity managers tend to perform: make sure everyone can name their 3 most critical customers

healthy organization culture (ch. 18.5.4)

-an organization that facilitates the achievement of the organization's mission and objectives -usually people-oriented

adhocracy culture (ch. 18.3)

-an organizational culture characterized by *flexibility and discretion* along with an *external* focus -reflects an organization with a simple structure/lack of structure -the opposite of bureaucracy --> few rules and procedures -characterized by a creative workplace where people are entrepreneurial and take risks to achieve success -ex: Google: has an emphasis on innovation and each employee is a hands-on contributor/wears several hats -activity managers tend to perform: hold people accountable for generating innovative ideas and has managers reward those who come up with new ways to perform work

cross-functional team (ch. 17.4)

-an organizational team composed of people from different functional areas of the organization who are all focused on a specified objective -ex: people from marketing, finance, HR, and operations all working toward an objective (the team could be trying to implement new technologies throughout an organization or they could be established to control product costs) -may or may not be self-managed, but self-managed teams are always cross-functional

problem-solving team (ch. 17.4)

-an organizational team set up to help eliminate a specified problem within the organization -ex: production systems that are not manufacturing products at the desired level of quality and managers who are basing their decisions on inaccurate info -has usually 5-12 members and is formed to discuss ways to improve quality in all phases of the organization, to make organizational processes more efficient, or to improve the overall work environment -once a consensus is reached it makes recommendations about how to deal with the issue, the team is usually disbanded

self-managed team (ch. 17.4)

-an organizational team that plans, organizes, influences, and controls its own work situation with only minimal intervention and direction from management (aka self-managed work group or self-directed team) -ex: creating work schedules, establishing work pace and breaks, developing vacation schedules, evaluating performance, determining salary increases etc. -generally responsible for whole tasks as opposed to "parts" of a job -tends to be successful

applying the Homans model (ch. 17.3)

-as workers interact at work, they might discover common personal interests that encourage the evolution of one or more informal groups that would maximize the satisfaction and growth of their members -these informal groups will probably resist changes in the formal work group that threaten the satisfaction and growth of the informal groups' members

the tannenbaum and schmidt leadership continuum (ch. 15.4)

-autocratic (boss-centered leadership) to democratic (subordinate-centered leadership) 1. manager makes decision and announces it/followers have no direct involvement with the decision making process --> 2. manager "sells" decision/tries to persuade subordinates --> 3. manager presents ideas and invites questions/still persuasion but subordinates can ask questions --> 4. manager presents tentative decision that is subject to change/manager still presents and makes final decision but subordinates can offer input --> 5. manager presents the problem, gets suggestions, and then makes the decision/first step where subordinates have the opportunity to offer solutions before the manager --> 6. manager defines limits, asks groups to make decision/manager and subordinates work together to reach a decision but with limits --> 7. manager permits the group to make decisions within prescribed limits/manager becomes an equal member of the problem-solving group and the groups decision will be implemented

personal humility (level 5 leadership) (ch. 15.7.2)

-being modest or unassuming when it comes to citing personal accomplishments -Ex: don't seek public praise and never boast, give credit to others when things go right and blame themselves when things go wrong

trust (ch. 17.5.7)

-believing in the reliability, ability, and integrity of another -most fundamental ingredient of effective teams -lack of _______ within a team discourages team members from contributing and participating in the growth of a creative -productive team and lack of ______ with the manager of a team would make it so the members have little interest in forming productive work relationships

organization-related steps (team effectiveness) (ch. 17.5.6)

-building a stable overall organization -becoming involved in team events and demonstrating interest in team progress and functioning -rewarding/recognizing teams for their accomplishments -setting stable goals/priorities for the team

level 5 of level 5 hierarchy (ch. 15.7.2)

-builds enduring greatness through a paradoxical blend of personal humility and professional will

leader vs. manager (ch. 15)

-can be both -leadership is a subset of management and one of the 4 primary activities of the influencing function -managing is broader and focuses on non-behavioral and behavioral issues, leading focuses on mainly behavioral issues -the most effective managers are long-term leaders -a manager makes sure that the job gets done and a leader cares about and focuses on the people who do the job

build organizational commitment (steps to a high-performance culture) (ch. 18.4)

-can be done by maintaining an organizational focus on providing excellent customer service

non-monetary incentives (strategies for motivating organization members) (ch. 16.5.5)

-can use these programs to increase motivation -ex: policy of promoting within

system 2 (Likert's management system) (ch. 16.5.4)

-characterized by a condescending, master-to-servant style of confidence and trust in subordinates. -Subordinates do not feel free to discuss their jobs with superiors and are motivated by rewards and actual or potential punishments. -Info flows mostly downward; upward communication may or may not be viewed with suspicion. -Although policies are made primarily at the top of the organization, decisions within a prescribed framework are made at lower levels.

performing (team development) (ch. 17.5)

-characterized by a focus on solving organizational problems and meeting assigned challenges -the team is now productive in this stage, the team knows itself and has settled on team roles, expectations, and norms -managers should acknowledge the team's accomplishments because productive team behavior must be reinforced to continue it -the 4th stage of the team development process

norming (team development) (ch. 17.5)

-characterized by agreement among team members on roles, rules, and acceptable behavior while working on the team -conflicts generated during this stage are resolved in this stage -managers should encourage members to progress toward developing team norms and values that will be instrumental in building a successful organization -the 3rd stage of the team development process

storming (team development) (ch. 17.5)

-characterized by conflict and disagreement as team members try to clarify their individual roles and challenge the way the team functions -teams lack unity in this stage because members are challenging the team functions -managers should encourage team members to feel free to disagree with any team issues and to discuss their own views honestly -the 2nd stage of team development process

system 3 (Likert's management system) (ch. 16.5.4)

-characterized by substantial but not complete confidence in subordinates -Subordinates feel fairly free to discuss their jobs with superiors and are motivated by rewards, occasional punishments, and some involvement. -Info flows both upward and downward in the organization. Upward communication is often accepted, though at times it may be viewed with suspicion. -broad policies and general decisions are made at the top of the organization, more specific decisions are made at lower levels.

types of organization culture (ch. 18.3)

-clan culture -adhocracy culture -hierarchy culture -market culture

strategies to build trust (ch. 17.5.7)

-communicate often to team members -show respect for team members -be fair to team members -be predictable (managers must be consistent in their actions) -demonstrate competence (show team members they are able to diagnose organizational problems and have the skill to implement solutions to those problems)

level 3 of level 5 hierarchy (ch. 15.7.2)

-competent manager: organizes people and resources toward the effective and efficient pursuit of predetermined objectives

system 4 (Likert's management system) (ch. 16.5.4)

-complete trust and confidence in subordinates -Feel completely free to discuss their jobs with their superiors and are motivated by economic rewards -Info flows upward, downward, and horizontally. Upward communication is generally accepted -Decision making is widespread -more productive for the long term, might see some decline in the short term if this system is initially implemented -decision implementation is more effective in this system bc the subordinates were a part of the process

the OSU studies (ch. 15.2.2)

-concluded 2 main types of behavior: structure and consideration behavior

self-managed teams (ch. 17.2)

-consist of 5-15 employees who work together to produce an entire product, members learn all the tasks required to produce the product and rotate from job to job -arose in the 1990's, Special-purpose teams laid the foundation for these -can even take over managerial duties like vacations and ordering materials

special purpose team (ch. 17.2)

-consists of workers and union representatives meeting together to collaborate on operational decisions at all levels -evolved in the early 1980's from problem-solving teams -aim is to create an atmosphere conducive to quality and productivity improvements

task-related steps (team effectiveness) (ch. 17.5.6)

-developing clear objectives, directions, and project plans for the team -provide proper technical direction and leadership for the team -establishing autonomy for the team and challenging work within the team -appointing experienced and qualified team personnel -encouraging team involvement -building visibility within the organization for the team's work

level 4 of level 5 hierarchy (ch. 15.7.2)

-effective leader: catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

build a hierarchy of objectives (steps to a high-performance culture) (ch. 18.4)

-employees all across the board (high and low) should have objectives to be reached because it shows that everyone is important to the success of the organization

example of comparing hygiene and motivating factors (job enrichment) (ch. 16.5.2)

-esteem needs satisfied by a hygiene factor is a private parking space --> a status symbol and a working condition indicating the employee's importance to the organization. -esteem needs satisfied by a motivating factor is an award given for outstanding performance --> a public recognition of a job well done that displays the employee's value to the organization.

forces in subordinates (ch. 15.4)

-every subordinate is different/needs different methods -Managers increase their leadership success by allowing subordinates more freedom in making decisions when they have more involved/independent/freedom-oriented characteristics (if they don't have these characteristics, the manager should have a more autocratic/boos-centered approach to making decisions)

self-actualization need (Maslow's hierarchy of needs) (ch. 16.3)

-final set of human needs, reflects the human desire to maximize personal potential

physiological need (Maslow's hierarchy of needs) (ch. 16.3)

-first set of human needs for the normal functioning of the body, including the desires for water, food, rest, sex, and air

3 factors that influence a manager's determination of which leadership behavior to use (according to Tannenbaum and Schmidt) (ch. 15.4)

-forces in the manager -forces in subordinates -forces in the situation (these forces have become more complex and interrelated in modern times)

organizational ceremony (ch. 18.5.2)

-formal activity conducted on important organizational occasions -ex: openings of new stores, anniversary dates of when employees were hired, employee promotions etc.

values statement (ch. 18.5.2)

-formally drafted document that summarizes the primary values within the culture of a specific organization -gives managers the opportunity to communicate what _______ drive the organization

the communication and decision-making stage (stages of formal group development) (ch. 17.2)

-group members are better able to frankly communicate, provides the basis for establishing a good group decision-making mechanism, 2nd stage

as individuals mature they... (Argyris's Maturity-Immaturity Continuum) (ch. 16.3.3)

-have an increasing needs for more activity, enjoy a state of relative independence, behave in many different ways, have deeper and more lasting interests, are capable of considering a relatively long-time perspective, occupy an equal position vis-à-vis other mature individuals, and have more awareness of themselves and control over their own destinies

link work to organizational mission (steps to a high-performance culture) (ch. 18.4)

-helps employees understand how the work each and every one of them are doing is important to success

effectiveness of leadership styles (ch. 15.2.2)

-high structure and high consideration = most effective -desirable leadership behavior is associated with strong leader emphasis on both structure and consideration and that undesirable leadership behavior is associated with weak leader emphasis in both structure and consideration -not one overall best leadership style, depends on the situation

level 1 of level 5 hierarchy (ch. 15.7.2)

-highly capable individual: makes productive contributions through talent, knowledge, skills, and good work habits

exceptions of life cycle theory (ch. 15.3)

-if there is a short-term deadline to meet, a leader may find it necessary to accelerate production through a high-task/low-relationship style rather than through a low-task/low-relationship style, even if the followers are mature

perceptions of inequality often occur most often... (equity theory) (ch. 16.2)

-in area of pay -these issues are emotionally charged because they all pertain to people's feelings of self-worth

esteem need (Maslow's hierarchy of needs) (ch. 16.3)

-includes the desires for self-respect and respect from others

track/talk about performance (steps to a high-performance culture) (ch. 18.4)

-individuals' performance should be tracked to help see where it can improve, and employees like to know how the company is performing in general

types of informal groups (ch. 17.2.2)

-interest group -friendship group

group (ch. 17.1)

-is "any number of people who 1) interact with one another, 2) are psychologically aware of one another, and 3) perceive themselves to be a group" -characterized by frequent communication among members over time and by a small enough size to permit each member to communicate with all other members on a face-to-face basis

the importance of organization culture (ch. 18.1)

-it is so important that it should be embed into organizational strategy to help build a competitive advantage -managers need to understand culture to lead their organization to success

lead as champion (steps to a high-performance culture) (ch. 18.4)

-leaders in the organization must explain repeatedly why the practices that help build the organization culture are necessary practices and how they will benefit the organization

structure behavior (OSU studies) (ch. 15.2.2)

-leadership activity that 1) delineates the relationship between the leader and the leader's followers or 2) establishes well-defined procedures that the followers should adhere to in performing their jobs -limits the self-guidance of followers in the performance of their tasks -can be useful to leaders as a means of minimizing follower activity that does not significantly contribute to organizational goal attainment

consideration behavior (OSU studies) (ch. 15.2.2)

-leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers -aims to develop and maintain a good relationship between the leader and the followers

authentic leadership (ch. 15.7.3)

-leadership conducted by leaders who are deeply aware of their own and others' moral perspectives and who are confident, hopeful, optimistic, resilient, and of high moral character -these leaders are clear on their personal moral beliefs and values, make them known to others, and use them as the basis of action -relatively new leadership concept, questionable but can be good

transformational leadership (ch 15.5)

-leadership that inspires organizational success by profoundly affecting followers' beliefs in what an organization should be as well as their values, such as justice and integrity -creates a sense of duty within an organization, encourages new ways of handling problems, and promotes learning for all organization members -closely related to concepts like charismatic leadership and inspirational leadership -Ex: ben and jerry's owners: wanted to make money but also wanted to make a difference in their community -Hope, optimism, and resiliency is related to the success of these leaders

coaching (ch. 15.6)

-leadership that instructs followers on how to meet the special organizational challenges they face -a ____________ leader identifies inappropriate behavior in followers and suggests how they might correct that behavior

behavioral approaches to leadership (ch. 15.2.2)

-looking at what good leaders do -are they concerned with getting the task done? Do they concentrate on keeping their followers happy and maintaining high morale? Etc.

invest in talent (steps to a high-performance culture) (ch. 18.4)

-managers must retain the talented employees once they are hired

the group control stage (stages of formal group development) (ch. 17.2)

-members attempt to maximize the group's success by matching individual abilities with group activities and by assisting one another -flexibility and informality characterize this stage

forming (team development) (ch. 17.5)

-members of the newly formed team become oriented to the team and acquainted with one another as they explore issues related to their new job situation -characterized by exploring issues related to the members' new job situations like what is expected of them, who has what kind of authority within the team etc. -usually characterized by uncertainty and stress --> managers should be tolerant of lengthy informal discussions -the 1st stage of the team development process

types of process theories of motivation (ch. 16.2)

-needs-goal theory -vroom expectancy theory -equity theory -porter-lawler theory

facts about teams (ch. 17.4)

-not all groups are teams, but all teams are groups -team-building exercises work because it requires a group to focus on an unfamiliar task and work together to achieve a goal

monetary incentives (strategies for motivating organization members) (ch. 16.5.5)

-organizations make compensation programs available to their employees as a form of motivation -ex: offering employees share of company stock, lump-sum bonuses, one-time cash payments, gain sharing etc. -must communicate to employees the ins and outs of the program

David Pink believes that... (job enrichment) (ch. 16.5.2)

-pay in itself is not a motivator -he claims that motivation comes from three different sources: autonomy (the ability to direct one's own life), mastery (continuous improvement at something that an individual considers important), and purpose (to contribute to something larger than oneself)

factors of a teams effectiveness (ch. 17.5.6)

-people-related factors -organization-related steps -task-related steps

hold managers accountable (steps to a high-performance culture) (ch. 18.4)

-performance of managers should be tracked as well

types of teams (ch. 17.4.2)

-problem-solving team -self-managed team -cross-functional team

sociometric analysis (ch. 17.3)

-procedure: various organization members are asked (through an interview or questionnaire) to name several other organization members with whom they like to spend free time -can give managers insight concerning informal groups -managers who do not want to do this analysis can gather info through ordinary conversations with other organization members as well as through observations of how various organization members interact with one another

2 types of motivation theories (ch. 16.1)

-process theories of motivation -content theories of motivation

the tasks of transformational leaders (ch. 15.5)

-raise follower's awareness of organizational issues and their consequences -create a vision of what the organization should be, build commitment to that vision throughout the organization, and facilitate organizational changes that support the vision -this leadership is consistent with the strategy developed through an organization's strategic management process

decision styles for VYJ model (ch. 15.4)

-range from autocratic (leader makes the decision), consultative (the leader makes the decision after interacting with the followers), to group-focused (manager meets with the group, and the group makes the decision)

the acceptance stage (stages of formal group development) (ch. 17.2)

-reached after initial distrust dwindles and the group has been transformed into a group with mutual trust and acceptance, 1st stage

social need (Maslow's hierarchy of needs) (ch. 16.3)

-reflects the human desire to belong, including longings for friendship, companionship, and love

security/safety need (Maslow's hierarchy of needs) (ch. 16.3)

-second set of human needs, which reflects the human desire to be free from physical harm (both bodily and economic disaster)

system 1 (Likert's management system) (ch. 16.5.4)

-style of management that is characterized by a lack of confidence or trust in subordinates -Primarily downward communication -Bulk of decision making is done at the top of the organization -Subordinates are motivated by fear, threats, punishments and occasional rewards and do not have the freedom to discuss their jobs with superiors -can increase production for the short term

Likert's management systems (strategies for motivating organization members) (ch. 16.5.4)

-system 1: style of management that is characterized by a lack of confidence or trust in subordinates -system 2: characterized by a condescending, master-to-servant style of confidence and trust in subordinates. -system 3: characterized by substantial but not complete confidence in subordinates -system 4: complete trust and confidence in subordinates

organizational language (ch. 18.5.2)

-the _____________ used in organizations often indicates the organization's shared values -ex: showing how they feel about technology by saying "win through technology" or how they feel about customers "they customer is king"

collaboration (ch. 17.6)

-the ability to work with others in accomplishing a task -a key factor in building team success -has increased by 50% or more within groups -a people issue

organizational storytelling (ch. 18.5.2)

-the act of passing along organizational myths and sagas to other organization members

leadership style (OSU studies) (ch. 15.2.2)

-the behavior a leader exhibits while guiding organization members in appropriate directions

linking pins (ch. 17.2)

-the coordination and communication among formal groups that is the responsibility of managers or supervisors

organizational commitment (ch. 18.4)

-the dedication of organization members to uphold the values of the organization and to make worthwhile contributions to fulfilling organizational purpose

need for power (nPower) (McClelland's acquired needs theory) (ch. 16.3.4)

-the desire to control, influence, or be responsible for others -people with a significant amount of this need are greatly motivated to influence others and to assume responsibility for subordinates' behavior -likely to seek advancement and take on work activities that have increasing amounts of responsibility in order to earn that advancement -these managers are comfortable in competitive situations and enjoy decision-making roles

need for achievement (nAch) (McClelland's acquired needs theory) (ch. 16.3.4)

-the desire to do something better or more efficiently than it has ever been done before -individuals with this need, need to set goals for themselves that are challenging yet achievable -they will avoid tasks that involve a ton of risk -people with a high need generally welcome challenges, responsibilities, and risk

need for affiliation (nAff) (McClelland's acquired needs theory) (ch. 16.3.4)

-the desire to maintain close, friendly, personal relationships -managers have a cooperative, team-centered managerial style -prefer to influence subordinates to complete their tasks through team efforts -danger: managers with a significant need for this can lose their effectiveness if this need for social approval and friendship interferes with their willingness to make managerial decisions

job design (strategies for motivating organization members) (ch. 16.5.2)

-the idea is to make workers more productive by enabling them to be more efficient -includes job rotation, job enlargement, and job enrichment -ex: automobile assembly line

leader flexibility (fiedler's contingency theory) (ch. 15.3.2)

-the idea that successful leaders must change their leadership styles as they encounter different situations -helps destroy the myths about one best leadership style and that leaders are born, not made -his work supports the theory that almost every manager in an organization can be a successful leader if she or he is placed in a situation appropriate to that person's leadership style

the Homans model (by George Homans) (ch. 17.3)

-the informal group is established to provide satisfaction and growth to its group members -PROCESS - Formal group: sentiments, interactions, activities --> informal group: sentiments, interactions, activities --> group consequences: satisfaction and growth --> feedback --> REPEAT -the most widely accepted framework for explaining the evolution of informal groups

groupthink (ch. 17.2)

-the mode of thinking that group members engage in when the desire for agreement so dominates the group that is overrides the need to realistically appraise alternative solutions -avoid this! -tends to happen when members become overly concerned about being too harsh when critiquing someone's ideas -these groups tend to seek complete support on every issue

growth need (Alderfer's ERG theory) (ch. 16.3.2)

-the need for continuing personal growth and development

existence need (Alderfer's ERG theory) (ch. 16.3.2)

-the need for physical well-being

relatedness need (Alderfer's ERG theory) (ch. 16.3.2)

-the need for satisfying interpersonal relationships

punishment (behavior modification) (ch. 16.5.3)

-the presentation of an undesirable behavior consequence or the removal of a desirable behavior consequence that decreases the likelihood that the behavior will continue -can have negative effects like high absenteeism and turnover, if emphasized over the long term -ex: if an employee is late to work a manager could expose an undesirable consequence (verbal reprimand) or remove a desirable consequence (wages for the amount of time they are late)

leadership (ch. 15)

-the process of directing the behavior of others toward the accomplishment of objectives -directing in this way means causing individuals to act in a certain way or to follow a particular course of action -central theme: getting things accomplished through people

job enrichment (job design) (ch. 16.5.2)

-the process of incorporating motivators into a job situation -Motivating factors (motivators): items that influence the degree of job satisfaction (relate to the work itself) -Hygiene/maintenance factors: items that influence the degree of job dissatisfaction (relate to the work environment) hygiene = environment -the most productive organization members are those involved in work situations that have both desirable hygiene and motivating factors

dominant organization culture (ch. 18.1)

-the shared values about organizational functioning held by the majority of organization members -managers sometimes tend to only manage this

adjourning (team development) (ch. 17.5)

-the stage in which the team finishes its job and prepares to disband -this stage usually only occurs in teams established to accomplish some special purpose in a limited time period (ex: special committees and task groups) -members are usually disappointed that the team is being broken -managers should recognize team members' disappointment and sense of loss as normal and assure them that other challenging and exciting organizational opportunities await them

moral courage (ch. 15.7.3)

-the strength to take actions that are consistent with moral beliefs despite pressures, either inside or outside of the organization, to do otherwise -enables leaders to stand up for their moral beliefs, and take actions consistent with those beliefs

forces in the situation (ch. 15.4)

-the type of organization in which the leader works (ex: size of working groups), the effectiveness of a group, the problem to be solved (make sure the group has the right expertise to solve the problem), and time available to make a decision

people-related factors (team effectiveness) (ch. 17.5.6)

-trying to make the team's work satisfying -mutual trust among team members and with management -good communication -minimizing unresolved conflicts/power struggles -dealing effectively with threats toward/within the team -building the perception that the jobs of the team members are secure

theory x and theory y (strategies for motivating organization members) (ch. 16.5)

-x: a set of essentially negative assumptions about human nature (ex of behavior: Exercising self-direction) -y: a set of essentially positive assumptions about human nature (ex: people will exercise self-direction and self-control in meeting their objectives) -assumptions are generally more successful in satisfying the human needs of most organization members than are managerial activities that reflect theory X assumptions -z: an effectiveness dimension that implies that managers who use either theory x or theory y assumptions when dealing with people can be successful, depending on their situation

steps from immaturity to maturity (Argyris's Maturity-Immaturity Continuum) (ch. 16.3.3)

1. From a state of passivity as an infant to a state of increasing activity as an adult 2. From a state of dependence on others as an infant to a state of relative independence as an adult 3. From being capable of behaving in only a few ways as an infant to being capable of behaving in many different ways as an adult 4. From having erratic, casual, shallow, and quickly dropped interests as an infant to having deeper, more lasting interests as an adult 5. From having a short-time perspective as an infant to having a much longer-time perspective as an adult 6. From being in a subordinate position as an infant to aspiring to occupy an equal or superordinate position as an adult 7. From a lack of self-awareness as an infant to awareness and control over self as an adult

steps for creating a high performing organization culture (ch. 18.4)

1. Lead as champion 2. Link work to organizational mission 3. Track and talk about performance 4. Build a hierarchy of objectives 5. Invest in talent 6. Recognize and reward 7. Hold managers accountable 8. Build organizational commitment

strategies for motivating organization members (ch. 16.5)

1. Managerial communication 2. Theory X and theory Y 3. Job design 4. Behavior modification 5. Likert's management systems 6. Monetary incentives 7. Non-monetary incentives (most people think a combo of these is the most effective)

factors of a group that has reached max maturity (ch. 17.2)

1. Members function as a unit/works as a team 2. Members participate effectively in group effort 3. Members are oriented toward a single goal 4. Members have the equipment, tools, and skills necessary to attain the group's goals 5. Members ask and receive suggestions, opinions, and info from one another

characteristics of a healthy organization culture (ch. 18.5.4)

1. Openness and humility from top to bottom of the organization 2. An environment of accountability and personal responsibility 3. Freedom for risk-taking within appropriate limits 4. A fierce commitment to "do it right" 5. A willingness to tolerate and learn from mistakes 6. Unquestioned integrity and consistency 7. A pursuit of collaboration, integration, and holistic thinking 8. Courage and persistence in the face of difficulty

steps of the socialization process (ch. 18.5.3)

1. Recruit new employees 2. Provide initial work experiences 3. Provide role models 4. Define informal organization: and how it complements the formal structure 5. Evaluate cultural fit

when someone feels they have been treated unfairly, they will do these things to try to right the equity

1. Some will change their work outputs to better match the rewards they are receiving (ex: if they believe they are being paid too little, they will decrease their work outputs) 2. Some will try to change the compensation they receive for their work by asking for a raise or by taking legal action. 3. Some will try to change their own perceptions of the inequality, if attempts to change the actual inequality are unsuccessful 4. Some will leave the situation rather than try to change it (ex: people who are unhappy at a job will quit)

reasons committees are established (ch. 17.2)

1. To allow organization members to exchange ideas 2. To generate suggestions and recommendations that can be offered to other organizational units 3. To develop new ideas for solving existing organizational problems 4. To assist in the development of organizational policies (the larger the organization, the greater the probability that it will use these regularly)

level 5 hierarchy (ch. 15.7.2)

5. executive 4. effective leader 3. competent manager 2. contributing team manager 1. highly capable individual

characteristics of an effective coach (ch. 15.6)

• Empathy • Listening skill • Insight into people • Diplomacy and tact • Patience toward people • Concern for welfare of people • Minimum hostility toward people • Self-confidence and emotional stability • Non-competitiveness with team members • Enthusiasm for people