HRE final 3723 LSU

conflict management style Avoidant style

- combine the lack of cooperation and unassertiveness. Indifferent to the concerns of either party

Mission statement

- enduring statement of purpose that distinguishes one organization from other similar enterprises

Overcoming cross-cultural communication barriers

-Be sensitive to the fact that barriers exist -Challenge your cultural assumptions -Show respect for all workers -Use straightforward language -Look for signs of misunderstanding -Speak in the language of the people from another culture when appropriate -Observe differences in etiquette -Do not be diverted by style, accent, grammar, personal appearance -Avoid racial/ethnic identification except when it is essential -Be sensitive to differences in nonverbal communication -Be attentive to differences in appearance

Conflict Management Style

-Competitive style -Accommodative style -Sharing style -Collaborative style -Avoidant style

Actions a leader can take using their own resources

-Define the team's mission -Establish a climate of trust -Develop a norm of teamwork based on cooperation theory -Develop group emotional intelligence -Emphasize pride in being outstanding -Serve as a model of teamwork -Use a consensus leadership style -Establish urgency, demand performance standards, provide direction -Encourage competition with another group -Engage in ample interaction with the team -Minimize micromanagement -Practice e-leadership

Actions generally requiring organization structure or policy

-Designing physical structures that facilitate communication -Emphasize group recognition and rewards -Initiate ritual and ceremony -Practice open-book management -Selecting team-oriented members -Using technology that facilitates teamwork (including social media) -Blending representatives from the domestic company and foreign nationals on the team

Networking Process:

-Perform self-assessment and set goals. Write down your own competencies and knowledge. Recognize your accomplishments so you can talk about them in a job interview, set networking goals -Create your one-minute self-sell. Three parts: history, plans, question. Aka Elevator Pitch. Write it and practice it. -Develop your network. Begin with who you know, try to make a list of 200 people consisting of professional and personal contacts. Use facebook or linked in -Conduct networking interviews. Establish rapport, deliver one-minute self-cell, ask prepared questions, get additional contacts, ask contacts how you can help them, follow up with thank you note and status report -Maintain your network.

Negotiations Process

-Plan. Research the other party, set objectives, try to develop options and trade-offs, anticipate questions and objections, prepare answers. -Negotiate. Develop rapport and focus on obstacles, not the person; let the other party make the first offer, listen and ask questions, don't be too quick to give in -Postponement. If the other party says, "we'll get back to you," create a sense of urgency. "the sale ends today". If you want to postpone, the other party may do the same thing -Agreement (or no agreement)

Know recommendations for minimizing resistance

-Show relentless support and unquestionable commitment to the change process -Communicate the need and the urgency the change is to everyone -Maintain ongoing communication about the progress of the change -Avoid micromanaging and empower people to implement the change -Ensure that the change efforts are adequately staffed and funded -Anticipate and prepare people for the necessary adjustments that change will trigger. -Provide career counseling and/or retraining -Create an organizational climate that supports change

Know reasons for resisting change

-Threat to one's self-interest -Uncertainty -Lack of confidence change will succeed -Lack of conviction that change is necessary -Distrust of leadership -Threat to existing cultural values -Fear of being manipulated

Leader moral identity.

A set of studies confirmed the idea that a leader's moral identity has a major influence on his or her level of ethical behavior. Involves a self-perception organized around a set of moral traits such as honesty, caring, and compassion

Four ethical leadership behaviors:

Be honest and trustworthy and have integrity in dealing with others; pay attention to all stakeholders; build community; respect the individual

Negotiations

Good negotiators get more favorable outcomes (paid more) Influence tactics, power, and politics are often used All parties should believe they got a good deal Negotiation skills can be developed Process:

Factors Contributing to Ethical Differences

Leader moral identity. Greed, gluttony, and avarice. Rationalization and implied permission. Moral development level. -Preconventional level -Conventional level -Post-conventional level Sense of entitlement. Character of the person Motivated blindness

Rationalization and implied permission.

Leads people to focus on the intent of the action rather than the action itself

Six basic principles of persuasion

Liking Reciprocity Social proof Consistency Authority Scarcity

Moral development level.

Major contributor to leader's ethics and morality. -Preconventional level -Conventional level -Post-conventional level

Greed, gluttony, and avarice.

Many people seek to maximize personal returns, even at the expense of others

Sense of entitlement.

Moral excess of business leaders can occur because leaders can feel entitled

Types of Powers

Position power Personal power Legitimate power Reward power Coercive power Referent power Expert power Information power Connection power

Situational influences.

Unethical and immoral leadership behavior can also be influenced by the situation, particularly the organizational culture

Cooperation theory -

a belief in cooperation and collaboration rather than competitiveness as a strategy for building teamwork. Encourage team members to treat one another as if they were customers. Explicitly state the desirability of teamwork. Communicate the norm of teamwork. Establish a code of conduct

E-leadership -

a form of leadership practiced in a context where work is mediated by information technology

Strategic leadership -

a leader's ability to anticipate, envision, and maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for an organization

Linguistic style -

a major part in being persuasive is choosing the correct linguistic style. Definition = person's characteristic speaking pattern. It involves such aspects as the amount of directness, pacing and pausing, word choice, and use of communication devices like jokes, figures of speech, anecdotes, questions, apologies

Intergroup leadership

a role for executive-level leaders, leading a number of teams within the organization

Culture -

aggregate of beliefs, norms, attitudes, values, assumptions, and ways of doing things that is shared by members of an organization and taught to new members

Strategic vision -

an ambitious view of the future that everyone in the organization can believe in and that is not readily attainable, yet offers a future that is better in important ways than what now exists

Whistleblower -

an employee who discloses organizational wrongdoing to parties who can take action, usually the federal government bureau to report what they consider to be fraud or poor ethics done by their employer

Learning organization -

an organization that is skilled at creating, acquiring, and transferring knowledge, and at modifying behavior to reflect new knowledge and insights

Strategy -

an organization's chosen plan of action for outperforming its competitors and achieving superior outcomes

Change leadership -

based on "openness to experience" personality trait. Charismatic, transformational, and strategic leadership all require it

Connection power -

based on the leader's relationships with influential people

Information power -

based on the user's data desired by others. Managers often have access to information and knowledge and control over its distribution to others

Expert power -

based on the user's skills and knowledge

Reward power -

based on user's ability to influence others with something of value to them

Referent power -

based on user's personal relationships with others. Leaders can also use the inspirational appeals influencing tactic

Legitimate power -

based on user's position power, given by the organization. Also called legitimate influencing tactic

Win-win approach to conflict resolution -

belief that after conflict has been resolved, both sides should gain something of value

Emphasis -

build team work and self-confidence

Playing the political game is necessary in

business

Distinctive core competence -

capability that allows an organization to perform extremely well in comparison to competitors and is the basis for a competitive advantage

Micromanagement -

close monitoring of most aspects of group member activities. To be a good team leader, one must give group members freedom to manage their own business, not good to micromanage

Preconventional level

concerned mainly with receiving external rewards and avoiding punishment.

Open-book management -

every employee is trained, empowered, and motivated to understand and pursue the company's business goals

conflict management style Accommodative style -

favors appeasement. Favors others concerns over self-concerns

Entitlement -

feeling like one is owed something just based off of title. The moral excess of business leaders can occur because many of them have a sense of entitlement

Survival anxiety -

feeling that unless an organization makes a change, it is going to be out of business or fail to achieve important goals

Politics is the use of

gaining and using power.

Another approach -

have colleagues perform stand-up comedy in front of work associates

Morals -

individual's determination of what is right or wrong. Influenced by a person's values.

Coercive power -

involved punishment and withholding of rewards to influence compliance. Also called pressure influencing tactic

Reciprocity -

involves creating obligations and developing alliances, and using them to accomplish objectives

Crisis -

low-probability but high-impact event that threatens the viability of an organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly

Organizational identity -

member's consensual understanding of "who we are as an organization" that emerges from that which is central, distinctive, and enduring of the organization as a whole

Outward Bound is the

most well-known program -Rope course= trust exercises are done; also can be done on ground level -Outdoor training enhances teamwork by helping participants examine the process of getting things done through working with people -A major rationale for the extensive team-building activity is when people are placed in unfamiliar situations, especially when tired, they are more likely to ask for help and work as a team

Political behavior includes

networking, reciprocity, coalitions,

Discontinuous change -

occurs when anticipated or expected changes bear no resemblance to the present or past

One-minute self-sell -

opening statement used in networking that quickly summarizes your history and career plan and asks a question. Three parts - history, plans, question (encouraging two way communication)

Organizational politics -

organizations are political, as they are a social process. Power and politics are related.

Press kit -

package of information about a company, including names and pictures of its executives, a fact sheet, and key milestones in the company's history

six basic principles of persuasion Consistency -

people align with their clear commitments

Post-conventional level

people are guided by an internalized set of universal principles that may even transcend the laws of a particular society

six basic principles of persuasion Authority -

people defer to experts

six basic principles of persuasion Social proof -

people follow the lead of similar others

Conventional level

people learn to conform to expectations defined by society

six basic principles of persuasion Liking

people like those who like them

six basic principles of persuasion Reciprocity -

people repay in kind

six basic principles of persuasion Scarcity -

people want more of what they have less of

Customer value -

perceived benefits received to the perceived price paid by the customer. Delivering value to the customer is the central premise of any strategy

Program participants are

places in a demanding outdoor environment, where they rely on skills they did not realize they had as well as each other to complete the program.

Ethical mind -

point of view that helps the individual aspire to good work that matters to their colleagues, companies, and societies in general. Developing an ethical mind begins with the belief that retaining an ethical compass is essential to the health of the organization

The larger the organization, the more

political

Press release -

printed statement that describes how an organization is responding to a crisis and who is in charge

Negotiating -

process in which two or more parties have something the other wants and attempt to come to an agreement

Networking -

process of developing relationships for the purpose of socializing and politicking

Politics -

process of gaining and using power

Benchmarking -

process that allows an organization to adopt the best practices of others

Leader-member exchange model -

proposes that leaders develop unique working relationships with group members

Socially responsible and ethical acts include:

providing strategic leadership of social responsibility and ethics, creating a pleasant workplace, helping build a sustainable environment, engaging in social entrepreneurship, engaging in philanthropy, working with suppliers to improve working conditions, establishing written codes of conduct, developing formal mechanisms for dealing with ethical problems, accepting whistleblowers, providing training in ethics, and placing company interests above own personal interests

Integrity -

refers to loyalty to rational principles; it means practicing what one preaches regardless of emotional/social pressure

Making the rounds -

refers to the leader casually dropping by constituents to listen to their accomplishments, concerns, and problems and to share information

Other ideas -

scavenger hunts, gourmet cooking as a team, paintballing... etc.

Motivated blindness -

seeing what we want to see and missing contradictory information

Values statement -

set of beliefs, traits, and behavioral norms that management has determined should guide the pursuit of its vision and mission

Social entrepreneurship -

social responsibility initiative that is gaining momentum now. It is the use of market-based methods to solve social problems. It is an entrepreneurial approach to social problems such as homelessness, contaminated drinking water, damaged physical environment, and extreme poverty

conflict management style Sharing style -

splitting the difference. Moderate but incomplete satisfaction for both parties

Ethics -

study of moral obligations, separating right from wrong. Can also mean the accepted guidelines of behavior of a group/institution

Organizational knowledge -

tacit and explicit know-how that individuals possess about products, systems, services, and processes. Has been referred to as intellectual or human capital and is seen as a competitive asset for sustaining one's advantage in the marketplace

Power -

the fundamental concept in social science, power skills can be taught and developed. Definition = leader's potential influence over followers. Sources of power include position power (derived from top management) and personal power (based on leader's behavior)

Character of the person -

the higher the person's character, the more she will behave ethically/morally

Virtuous circle -

the relationship between social and financial performance may be a virtuous circle. This means that corporate social performance and corporate financial performance feed and reinforce each other

Strategic management process -

the set of decisions and actions used to formulate and implement specific strategies that are aligned with the organization's capabilities and its environment, to achieve organizational goals

Corporate social responsibility -

this idea continues to evolve; one new framework is that such responsibility is part of external engagement, or the efforts a company makes to manage its relationship with the external world. This external engagement should be integrated into decision making at every organizational level

Guidelines for developing good political skills:

understand organizational culture and power players, develop good working relationships (especially with manager), be loyal and honest team player, gain recognition -Do more than what is required -Advancement - have a good relationship w your manager -Share bad news, don't hold out on info -Don't go to your boss's manager

conflict management style Competitive style -

wanting to achieve one's own goals at the expense of others. Likely to engage in win-lose

conflict management style Collaborative style -

win-win approach

Teamwork -

work done with an understanding and commitment to group goals on the part of all team members

Team -

work group that must rely on collaboration if each member is to experience the optimum success and achievement