Management Exam Four

Conflict Management Strategies

Avoidance Accommodation Compromise Collaboration Competitiveness

Strategies to Encourage Integrative Bargaining

1 - Emphasizing Superordinate Goals 2 - Focusing on the Problem, Not the People 3 - Focusing on Interests, Not Demands 4 - Creating New Options for Joint Gain 5 - Focusing on What Is Fair

2. Altering Source of Conflict

1,2,3, from ind= resolve by altering source ex. clarify chain of command/reassign tasks to resolve overlapping authority

Different Evaluation or Reward Systems

How interdependent groups, teams, or departments are evaluated and rewarded can be another source of conflict ex. production evaluated and rewarded based on staying in budget and keeping cost low, marketing evaluated and rewarded based on success in generating sales and satisfying customers (conflict rarely unexpected)

Command Groups

Subordinates who report to the same supervisor, also called a department or unit -created when reporting relations and chain of command is established -perform significant amount of work -to have command groups with comp adv= mana need to motivate people to perform high, must be effective leader ex. salespeople in department store with 1 supervisor/employee of swimming pool maintenance store with 1 general manager/telephone operators with 1 manager/workers in auto assembly line report to first line manager

nonverbal communication

The encoding of messages by means of facial expressions, body language, and styles of dress. ex. mana dress casual to show all employees are team members -can use nonverbal to reinforce verbal -less control over nonverbal (verbal message withheld expressed here) -used to send messages that cannot be sent verbally ex. lawyers in court

Leadership

The process by which a person exerts influence over other people and inspires, motivates and directs their activities to help achieve group or organizational goals

Overlapping Authority

When two or more managers, departments, or functions claim authority for the same activities or tasks, conflict is likely ex. Forman Liquor distribution company= heirs wanted to control and not share power, led to conflict, dysfunctional (had to call consulting firm to help)

Intragroup Conflict

Within a group, team, or department ex. marketing department disagree on how to spend ad money -some say magazines, some say billboards and ads on buses

Feedback Phase

a common understanding is ensured -receiver decides what message to send to original sender/encodes it/transmit through medium -confirmation of message received/restatement to make sure interpreted correctly and request for more info -if sender sees no common understanding= cycle repeats -feedback eliminates misunderstandings and enables common understanding

Interorganizational Conflict

across organizations ex. managers in one org feel that other org not behaving ethically/threatening well-being of stakeholders -also between gov agencies and corporations

1. Consideration

behavior indicating that manager trusts/respects/cares about subordinates -mana look out for subord's well being/make them feel good/enjoy their work ex. Costco= consideration is ethical imperative but also makes good business sense

Interpersonal Conflict

between individual members of org, because of differences in goals/values ex. 2 managers values on protecting environment differs (conflict), one says do what is required by law, other says should invest and do more

Collaboration

both parties try to satisfy their goals by coming up with an approach that leaves them both better off and does not require concessions on issues that are important to either party. (effective)

Functional Conflict Resolution

conflict is settled by compromise or by collaboration between the parties in conflict

5. Group Cohesiveness

degree to which members are attracted to/loyal to their group -this is high= ind value their group membership, find group appealing, strong desire to remain part of group -low= not appealing/little desire to stay -research suggests moderate level of cohesiveness is best

5. Building Alliances

developing mutually beneficial relations with people both inside and outside org -parties in alliance support one another because in best interest and all parties benefit -give manager more power because provide support for their initiatives (partners give support because they know managers will reciprocate when they need support) -build alliances in org + with those in task/general environment on which org depends on for resources -need to make sure alliances aboveboard/ethical/legal

4. All Channel Network

each member communicates with every other member -top management team/cross-functional/self-managed work team -found in teams -reciprocal task interdependence= info needs to flow in all directions -cpu software helpful in communication

1. Being a charismatic leader

enthusiastic/self-confident leader who is able to clearly communicate the vision of how good things could be -vision entails dramatic improvements in group and org performance as a result of change in strategy/structure/culture/decision making -paves way for comp adv -able to inspire followers to support vision "larger than life" -can be quiet/earnest too because mainly about vision

3. Helping Groups manage conflict effectively

face intragroup (within group) and intergroup (between groups) conflict -managers take steps to manage this

The Internet

global system of computer networks (easy to join/used by employees of organizations to communicate inside and outside the org) -world wide web= business district with multimedia capabilities -company pages communicate info on goods offered/benefits/why they should purchase/how and where to purchase -can see how comp doing on websites -6 web-savviest nations (use of broadband connections): Denmark/Great Britain/Sweden/Norway/Finland/US (in descending order) -280 million users in US

Group Dynamics

group characteristics and processes that impact effectiveness -5 key elements

1. Group Size, tasks and roles

group dynamics

Leader

individual who is able to exert influence over others to achieve organizational goals -ineffective= detracts from goal attainment -effective= increases ability of org to meet all company challenges (obtaining competitive advantage/fostering ethical behavior/managing diverse workforce) -help meet these goals= increase org's chance of success

1. Wheel Network

info flows to and from one central member of the group -other members don't need to communicate to perform at a high level so direct all communication to and from central member -found in command groups with pooled task interdependence ex. taxi drivers who report to one dispatcher -efficient communication, save time without compromising performance -not found in teams because do not allow for intense interactions

3. Leader Substitutes Model

leadership unnecessary because substitute present -leadership substitute= something that acts in place of the influence of a leader or makes leadership unnecessary -contingency model because suggests in some situations leadership is not necessary -sometimes members highly motivated themselves (teacher for business people for english, teaching expertise/motivation/enjoyment substitute for influence of leader) -characteristics of subordinates= skills/abilities/experience/knowledge/motivation substitute for leadership -characteristics of situation/context= extent work is interesting/enjoyable can substitute -when managers empower or use self-managed teams= need for leadership influence decreases -frees up manager time to focus on increasing organizational effectiveness

2. Chain Network

members communicate with one another in predetermined sequence -found in groups with sequential task interdependence (assembly line group) -not exist in teams because limited amount of interaction

Situational Characteristics

part of leadership style, enduring characteristics that don't change usually -leader-member relations -task structure -position power -when situation favorable to lead= easy to influence to perform at high level -when situation unfavorable to lead= harder for managers to exert influence

4. Expert Power

power based special knowledge/skills/expertise leader possesses -nature of this varies depending on leader's level in hierarchy -1st/mid line mana have technical expertise relevant to task their subordinates perform -expert power gives them influence over subordinates -even if a lot of expert power= need to recognize not always right and seek input from others -some top mana derive this power from technical expertise (or from abilities as decision makers/planner/strategist) -to gain more= additional training/education/stay updated with changes in tech/stay abreast of changes in their fields through involvement in professional associations/read to see changes in org's task and general environment -this power best used in guiding/coaching manner than arrogant high handed way

4. Group Norms

shared guidelines and rules for behavior that most group members follow ex. working hours/sharing info/how tasks performed/dress code -all groups need to control member's behavior (by assigning roles and group norms) -managers encourage groups to develop norms that help performance and getting goals ex. cross-functional team= members should be available and provide phone number and return calls ex. command group= sec should help out others who are busy ex. top mana team= consult with others before major decisions

3. Position Power

the amount of legitimate/reward/coercive power a leader has by virtue of position in org (needs to be strong)

Communication Networks

the pathways along which information flows in groups and teams and throughout the organization -type depends on nature of group's tasks and extent to which group members need to communicate to achieve group goals -4 kinds in groups and teams

Task Interdependence

when individuals/groups/team/departments interdependent ex. group project ex. marketing dependent on production for goods, production dependent on marketing for demand on these goods

Scarce Resources

when resources are scarce- management is more difficult, conflict is likely ex. divisional management in conflict over who has access to financial capital/organizational members in conflict over who gets raise or promotion

Trait and Behavior Models of Leadership

-early approaches to leadership to determine what effective leaders are like as people and what they do that makes them so effective

Group Roles

The set of behaviors and tasks that a group member is expected to perform because of his or her position in the group. ex. members of a cross-functional team= expected to do roles relevant to experise ex. Hallmark Cards -roles of top mana team shaped by expertise (prod/marketing/finance/R&D) -mana need to clearly communicate expectations for roles in group/whats required/how different roles fit together -mana realize group roles change and evolve as group tasks change with experience and knowlege -role making= taking initiative to modify assigned role by assuming more responsibility (encourage this, enhance performance) -when group members create their own roles= managers should be available in advisory capacity

1. Legitimate Power

the authority a manager has by virtue of his position in the org's hierarchy -personal leadership style influences how mana exercises power ex. first line mana in greeting card company= has power to hire/assign projects/monitor/appraise performance (increased power where she can develop proposals now)

Spoken Communication Electronically Transmitted

-2nd highest in info richness -have access to tone of voice, parts of message sender emphasizes, general manner in which message is spoken and words themselves -quick feedback on phone and can answer questions -skype/vidoconferences/interviews= Voice and video (nonverbal) ex. skype applicants for a pHD program -voicemail systems are companywide system that lets sender record message for members of org away from desk, receivers can access messages even when out of office (necessity when managers frequently out of office and managers on road need to check voice mail periodically)

Personally Addressed Written Communication

-3rd in info richness -because addressed to specific person, chances are good that they'll pay attention and read it -sender can write message in way receiver is likely to understand -no access to sender tone of voice, what is emphasized, general manner in which message spoken -receiver can't have questions answered immediately but when messages clear and feedback provided= can still reach common understanding -use this to follow up in writing for messages that are important/complicated/need to be referred to later on ex. told of hospital changes then gave out written instructions -email/text -widespread in business world ex. average email account in corp received 18 MB of emails per workday + expected to increase -training programs to use email more effectively (clearer messages/avoiding copies to those who don't need it/clear and informative subject lines) ex. Capitol One -email can take a long time to reach common understanding with sensitive/potentially misunderstood messages, potential for misunderstanding because no tone/nonverbal/intonation ex. recipients have the tendency to perceive more (-) than intended (sending short/curt messages because busy can be seen as (-)) -led to telecommuters (people work out of offices in their own home, 30 M in US, flexibility makes them more productive/closer to family) -growing abuse of email (sexual harassment/porn/disparage certain employees or groups) ex. CEO of MSCO said no emails with criticism -mana need to develop clear and written policy on what company email can and should be used for an what is out of bounds -communicate clearly to all org members + tell them procedure and consequences for abuse -email policies should specify how much personal email is appropriate ex. 1/3 email to/from org is personal -banning all personal email= impractical/negative consequences for employees and org (lower job satisfaction/more personal calls) -limit to certain times of the day/certain amount of time per day/create list of contacts who can email work email -some don't have policies on instant messaging -instant messaging= allows people online and linked with contact list to send instant messages in small window of cpu -1/2 employees said they surf the web at work (2 hours a week) -mostly news/travel stuff, 22% men found porn, 12% females found porn

Combining leadership style and situation

-8 leadership situations which vary in favor for leading -relation leaders most effective in moderately favorable situations -task leaders most effective in very favorable or very unfavorable situations CHART 464

Different Goals and Time Horizons

-departments and divisions differ here ex. production= focus on efficiency, cost-cutting, short time horizon, focus on making quality goods in timely manner ex. marketing= focus on sales and responsiveness to customers, time horizon is longer because more responsive to changing needs in the future for long term customer loyalty Conflict ex= production behind schedule, marketing wants it on time even if increases costs because would reduce product sales, production says marketing can pay the extra costs in production -both manager's positions reasonable from their perspective

4. Creating New options for joint gain

-achieve creative solution that will benefit both -win-win situation, rather than having fixed set of alternatives to choose from, come up with new alternatives to expand the resource pie ex. came up with 3 for Hofbeck/Steinberg (567)

Role of perception in communication

-affect transmission and feedback phase -perception= process through which people select/organize/interpret sensory input to give meaning and order to the world -inherently subjective -choice of media/encoding/decoding because of perception -perceptual bias can hurt comm (bias/stereotypes) and interfere with encoding and decoding -need to perceive others accurately by focusing on actual behaviors/knowledge/skills/abilities -accurate perceptions= effective communication

Communication Skills for Managers

-barriers to communication origin in sender (message unclear/incomplete/difficult to understand/sent over inappropriate medium/no provision for feedback) -origin in receivers (pay no attention/no effort to understand) -IT can hamper communication to extent that human element missing -need skills when sending and receiving messages

2. Groups and Teams and Responsiveness to Customers

-being responsive is hard sometimes -customer needs/desires balanced with engineering constraints/production cost/feasibility/safety regulations for government/marketing challenges (manu) -health maintenance org= responsive to patient need/desire for prompt, high quality medical care balanced with meeting physicians needs/desires and keeping health care cost under control (service org) -being responsive requires variety of skills/expertise in different departments and different levels (all on team) ex. lower level employees (sales rep) knows customer need better but lack technical expertise for new products (bring in R&D) for cross-functional team -cross-functional teams bring expertise/knowledge of different departments together with each team member -managers determine what type of expertise/knowledge needed for teams to be responsive

6. Include feedback mechanism in message

-build feedback mechanism into messages sent -includes request for feedback/indicate when, how they will follow up on message (ensure they are heard/understood) ex. respond with comments/suggestions/schedule meeting/follow up with call

1. Send Clear and Complete Messages

-clear= easy for receiver to understand and interpret -complete= contains all information to reach common understanding -anticipate how receivers will interpret message/adjust them to eliminate sources of misunderstanding or confusion

Communication and Management

-communication= sharing of info between 2 or more ind or groups to reach a common understanding -is a human endeavor -if no common understanding reached= not communication

Encouraging a balance of conformity and deviance

-conform to control behavior and channel it to high performance and goal accomplishment but deviance to ensure dysfunctional norms are discarded -extent of conform/reactions to deviance determine by group members (sometimes conform forces so strong= no deviance) -steps to ensure adequate tolerance of deviance: 1. mana can be role model for group (encourage/accept employee suggestions for change, signal conform not at expense of needed changes) 2. mana let team know theres always a way to improve group processes and performance (opportunities to replace existing norms) 3. mana encourage groups to periodically assess the appropriateness of norms

Conformity and Deviance

-conform to norms because: 1. want to obtain rewards and avoid punishments 2. want to imitate group members they like 3. internalized norms and believe that's the right way to behave -deviance occurs when member violates group norm (signal that group not controlling behaviors) -how group responds to members who behave deviantly: 1. try to get them to conform and ignore or punish deviant ex. member didn't clean= bonus reduced 2. expel member 3. change norm to be consistent with members behavior -some deviant behavior can be functional for groups -when it causes members to evaluate norms that are dysfunctional -cause group to reflect on norms and change when appropriate ex. appointments entered online instead of written out then entered

5. Focusing on what is fair

-consistent with principle of distributive justice (emphasizes fair distribution of outcomes based on the meaningful contributions that people make to an org) -likely that 2 parties in conflict will disagree on certain points and prefer different alternatives that better serve their interests and maximize their outcomes -emphasize fairness= help 2 parties come to mutual agreement on best solution ex. H wanted to cut ties with restaurant so decided to find buyer for his share -mana need to be aware of/on guard against biases that lead to faulty decision making in negotiation process

3. Focusing on interests- not demands

-demands= what a person wants, interests= why a person wants them -demands of both parties can't be met, underlying interests can be met ex. hofbeck demand= sell restaurant and split money, steinberg demand= keep restaurant and maintain status quo, interests that could be met= H wants to retire and invest and live off return, S wants to still own and manage the place

2. Focusing on the Problem- not the People

-don't focus on other party's shortcomings and weaknesses and personalize the conflict -attacking people instead of the problem can lead to distributive negotiation -keep focused on problem- avoid temptation to discredit one another ex. not issue for Hofbeck/Steinberg bc strong friendship, had to intentionally avoid personalizing (567)

Emotional Intelligence and Leadership

-emotions influence subord ex. store manager had (+) moods= subordinates provide high quality service and are less likely to quit -leaders with (+) moods= better coordination in groups, more overall positive moods -leaders with (-) moods= exerts more effort, general mood is negative -emotional intelligence helps leaders develop vision/motivate subordinates to commit to vision/energize them to enthusiastically work to achieve vision -emotional intelligence gives leaders ability to develop identity for the org/instill high levels of trust and cooperation in an org with flexibility to respond to change (creativity encouraged) -emotional intelligence impacts how leaders relate/deal with followers (have to get creative in encouraging leaders) -leaders high on emotional level= understand emotions with creative endeavors and provide support/awaken creative pursuits -emotional intelligence helps leaders respond appropriately after they have made a mistake (recognize/admit/learn from mistakes)

Empowerment: ingredient in modern management

-empowerment= expansion of employee's knowledge, tasks, decision making responsibilities -subordinates given power manager's used to have -leads to effective leadership because: 1. increase manager's ability to get things done because has support and help of subordinates with knowledge of work tasks 2. increase worker involvement/motivation/commitment/ensure they are working toward org goal 3. gives manager more time to concentrate on pressing concerns because less time on day to day supervision -dev subordinates ability to make good decisions and be guide/coach/source of inspiration -popular trend in US/part of servant leadership/starting to be used globally (S Korea)

Leadership styles across cultures

-euro mana are more humanistic/people oriented than Japanese/US mana -Japan= collectivism culture with prime emphasis on group -US= profit oriented, downplay importance of individual employee needs and desires -Europe= more humanistic than US/more individual than Japan -mana in country differ in time zones (national differences) ex. US= short term profit (emphasize short term performance) ex. Japan= long term growth (emphasize long term performance) ex. Europe= in between

Political Strategies for exercising power

-focus on how mana can use power unobtrusively (other members of org may not be aware that mana using power to influence them) -they may think they support man because it rational or logical thing to do/because they believe it's in their best interests/because they believe decision is legit and appropriate -use unobtrusive power to bring change and achieve org goals -4 strategies to exercise power to gain support and concurrence of others

Types of Groups and Teams

-formal groups= managers establish to achieve org goals ex. Hallmark Cards -cross functional= different departments -cross-cultural= different culture of country ex. Global carmakers -informal groups= group of managers and non-managers who form group to achieve their own goals and meet their own needs ex. nurses having lunch together two times a week (meet need for social interaction)

1. Relying on Objective Information

-gain support/overcome opposition by relying on obj info that supports mana initiative (leads others to support because of the facts) -obj info causes others to believe that what mana proposing is proper course of action ex. VP Callahan of Better Built Cabinets= initiative for new cabinets (572)

Groups/Teams and organizational effectiveness

-group= two or more people who interact with each other to accomplish certain goals/meet certain needs -team= group whose members work intensely with one another to achieve a specific common goal or objective -all teams are groups, not all groups are teams -characteristics that distinguish a team (specific common goal/working intensely) ex. accountants at CPA firm= group but not team because not working together intensely, all serving individual clients -teams can be hard to form/takes time to learn how to work together effectively -teams give comp adv because: 1. enhance its performance 2. increase responsiveness to customers 3. increase innovation 4. increase employee motivation and satisfaction

The Trait Model

-identify personal characteristics that cause effective leadership -certain personal characteristics associated with effective leadership (not all personality traits, some with skills/abilities/knowledge/expertise) -traits alone not key to effective leadership (lack of consistent relationship between leader's traits and effectiveness= researches shift attention away from traits to behaviors) TABLE 460

3. Teams and Innovation

-innovation= creative development of new products/tech/services/organizational structures -ind working alone doesn't possess extensive and diverse skills/knowledge/expertise to innovate -mana create teams of diverse ind who have knowledge relevant to particular type of innovation -adv of teams to innovate= team members can uncover other's errors/false assumptions -adv= team members can critique other's approaches and build off strengths and compensate for weaknesses (devil's advocacy/dialetical inquiry) -mana can empower teams and make them responsible for innovation (mana acts as guide/assistant/coach/resources the team needs), not closely directing or supervising -need teams where each members brings unique resource to team (engineering/marketing) -sometimes need member from different culture or country

Power: Key to leadership

-key to leadership is power leader has to affect other people's behavior and to get them to act in certain ways -Types= legitimate/reward/coercive/expert/referent -leaders take steps to ensure they have sufficient levels of each type/that they use power in beneficial ways

Gender Differences

-linguistic styles differ between male/female in every culture and language general tendencies: -women= downplay differences in people, not concerned with individual credit, want everyone to feel equal -men= emphasize their superiority, acknowledge differences in status ex. 544 -difference in linguistic style developed in early childhood (way they play and interact) -effect how they use email and electronic communication -men= stronger assertions/more sarcasm/insults/briefer (think email is good to express feelings to them they love) -women= supportive/agreeable/polite/more expressive

Understanding Linguistic Styles

-linguistic styles= person's characteristic way of speaking -elements= tone/speed/volume/pauses/direct or indirect/word choice/credit taking/question use/jokes/other manners of speech -when difference not understood= ineffective communication -regional difference (pause in conversation) -often people unaware of linguistic style differences -much more dramatic differences cross-culturally

Impersonal Written Communication

-lowest in info richeness, well suited for messages that need to reach many receivers -feedback unlikely so messages must be clear so all receivers will understand -company newsletters= use catchy name to spark interest, some distribute this online ex. IMB= online paper is W3 (dist online and updated daily) -use this for announcement of rules/regulations/policies/newsworthy info/changes in procedure/arrival of new org members -can convey instruction on using machinery/process work order or customer request -paper/electronic trail is valuable -can be delivered or retrieved electronically (led to proliferation, so backlogged that they can't read all info available to them) -info overload= potential for important info to be ignored or overlooked while tangetial info receives attention (hours and money lost in productivity) -blog= website where ind/group/org posts info/commentary/opinions and reader can respond -comm with employees/investors/customers/general public -some top mana write blogs/some have corp blogs (Cisco/Oracle) -instituting employee guidelines for blogs ex. IBM= blogs follow code of conduct/don't criticize comp/don't mention customer name without permission/must reveal own identity -social networking site= website that enables people to comm with others with whom they have common interest and connection (facebook/twitter) -customized profiles/comm with networks of others -some can be work-related, mana worry employees wasting time on these -50% corp prohibit employees from going here while at work -19% permit for work reasons, 16% permit some personal comm, 10% permit full use

Transformational Leadership

-make sweeping changes to revitalize and renew operations ex. T Mobile with Nokes (increased customer service/happiness with employees) -occurs when managers change or transform their subordinates in 3 ways: 1. managers make subordinates aware of how important their job is for the org and how necessary it is for them to perform jobs as best they can so org can attain goals -Nokes did focus groups to see why unhappy, took steps to improve working conditions and emphasized customer service, started performance measurement system to track performance 2. managers make their subordinates aware of the subordinates own needs for personal growth, development, and accomplishment -changed training/development/increased opportunity for promotions (promote from within policy) 3. managers motivate their subordinates to work for the good of the org as a whole, not just for their own personal gain or benefit -told employees to focus on customers/coworkers/T Mobile as a whole -leads to subordinates that trust managers, highly motivated and help org achieve its goals 3 ways transformational leaders influence followers: 1. Being a charismatic leader 2. stimulating subordinate intellectually 3. engaging in developmental consideration

1. motivating group members to achieve org goals

-mana can motivate groups by making sure members benefit when group performs highly -use combo of ind and group based incentives to motivate (when ind performance can be assessed= pay based on ind or on both) -when ind performance can't be determined= pay based on group performance -other benefits mana can use= extra resources (equipment/cpu software), awards and recognition, choice of future work assignments ex. Microsoft -mana need to make people feel important (ex. IDEO)

Dangers of Ineffective Communication

-mana communicate 85% of their time -have to make sure subord are good at comm -all good at comm inside/out of org=perform highly and gain comp adv -bad comm= org performance suffers, comp adv lost, can lead to tragic/unnecessary loss of human life, dangerous ex. in airplane/traffic controllers= jets collided ex. NASA- problems with contacting ISS (inadequate record keeping/missing info/failing to keep current data)

Cross-Cultural Differences

-mana in Japan= more formal/more deferential to people of high status/don't mind extensive pauses -mana in US= lengthy pauses weird/obligated to fill silence -differences in appropriate physical distance in business conversations (more in US than Brazil/Saudi Arabia) -differences in directness/extent they take individual credit for accomplishments (Japan is more collectivist, US more individualized) ex. 543 -mana need to learn on cross-cultural differences (ask expatriate mana who lived there/find out cultural differences)

Putting the contingency model into practice

-mana need to be put in situations that fit their leadership style or situation needs to change to suit manager ex. change situation= manager increases position power or TS (clarify goals) ex. Compton- construction crew (465) -research supports some aspects of this model, but suggested modifications (questioned what LPC measures/find fault that leaders can't change styles)

External Networks (interest-oriented network)

-mana/professional employees/those with work-related ties outside employing org are part of external networks whose members span a variety of companies ex. scientists in university/corp communication in networks formed around common interests in topic or sub-field ex. physicians in professional associations keep up to fate on advances -can be as important or more than internal company networks -networks of contacts in same field can be helpful like when they want to change jobs/find job after layoff -some networks off-limits because discrimination/stereotypes ex. old boys network (for contacts on job leads/government contracts/venture capital funding)

4. Select a medium the receiver monitors

-managers differ in media they pay attention to (select what they use most/most comfy= can lead to ineffective communication) -use media that will be received/given attention to -consider if receiver has disability that hampers ability to decode ex. blind, deaf with text-typewriters for telephone (travels to special operators to communication assistants who translate typed message to words to listen to) -use of fax/email can aid deaf employees

4. Groups and Teams as Motivators

-members of teams are more satisfied than if they were alone (motivated by working with highly charged ind) -members can see how efforts/expertise directly help team and org goals -feel personally responsible for outcomes and results ex. hallmark cards -can lead to lower turnovers (rock bottom resturant waitstaff) -can satisfy org members need for engaging in social interaction and feeling connected (especially important in high stress jobs like hospital ER or OR staff, need social support and motivation) -cope better with work stressors when shared with group (have techniques to relieve stress like telling a joke in OR)

Gender and Leadership

-more women in management and problems facing in effort to be hired or promoted -when women advance to top management= special attention on them and on the fact they are women ex. women CEO's are rare and salient -women still under-represented in top leadership (8.1% top earners/14.6% corp officers in fortune 500 companies) -stereotype= women are nurturing, supportive, concerned with interpersonal relations -men seen as directive and focused on the task -says women are more relationship oriented and men are more task oriented (w= consideration, m= initiating) -research says women and men behave similarly in leadership (not one with more consideration or initiation) -research does say leadership style may vary -women more participative than men (seek subord input) -men harsher with punishments

4. Generating Resources

-need 3 kinds of resources to be effective 1. input resources (raw materials/skilled workers/financial capital) 2. technical resources (machinery/computers) 3. knowledge resources (marketing/info tech/engineering expertise) -more they generate these= more power ex. professors who win large grants to fund research= gain power

Communication Skills for Managers as Senders

-need to effectively send messages to people in and outside the organization -need to be properly understood/transmission phase effective

Info Richness and Communication Media

-need to select an appropriate comm medium for each message sent -no one best comm medium for mana to rely on need to consider 3 factors: 1. Info richness= amount of information a comm medium can carry and the extent to which the medium enables sender/receiver to reach common understanding -high on this= can carry lots of info 2. Time needed for communication (time= valuable) 3. need for a paper or electronic trail ex. if mana issued formal warning on lateness

1. Pay Attention

-no matter how busy they are -focus on what's in front of you at the time

Managerial difference in linguistic style

-not expect to change people's styles -need to understand differences (encourage people to speak up/make sure correct credit given)

1. Fiedler's Contingency Model

-one of the first researchers to acknowledge leadership contingent on characteristics of leader and situation -suggests which kinds of mana likely to be most effective in which situations -leader style and situational characteristics

2. Stimulating Subordinates intellectually

-openly share info to subordinates so aware of problems and need for change (subordinates view problem with perspective of manager's vision) -intellectual stimulation= behavior a leader engages in to make followers aware of problems and view problems in new ways with manager's vision -leads subord to view problems as challenges they can and will meet and conquer -subord take personal responsibility in solving problems

1. Groups and Teams as performance enhancers

-opportunity to obtain synergy (performance gains from individuals and departments coordinating actions)- better together -factors that contribute to synergy= ability of group members to bounce ideas off one another/to correct one anothers mistakes/to solve problems immediately as they arise/bring diverse knowledge base for any problem or goal/accomplish work that is too vast or all-encompassing for any individual -mana need to compose group of members with complementary skills and knowledge relevant to work ex. Hallmark= cross-functional team to produce cards -mana need to give groups enough autonomy so they can solve problems and determine how to reach goal -mana empower subordinates and be coach/guide/resource, not directive/supervisory role -need mix of areas of expertise/background to achieve synergy in complex tasks/rapidly changing tech -some mana use databases in large orgs to determine which employees have expertise needed for the team

2. Bringing in an Outside Expert

-provide same benefits that obj info does -lends credibility to managers initiative/helps other believe that idea is appropriate and rational thing to do -info from expert can lend sense of legitimacy -sometimes experts objective/neutral, sometimes hired by mana who want them to support a certain position when strong opposition of those who fear the decision to harm their interests -guide mana on appropriate course of action

2. Be a good listener

-refrain from interrupting senders mid-message so they don't lost thought or managers assume with incomplete information -maintain eye contact with senders (helps them focus) -ask questions to clarify points of ambiguity -paraphrase points senders make that are important/complex/open to alternative interpretations (feedback)

1. Changing the org's structure or culture

-resolve conflict by changing org structure used to group people and tasks -as org grows= functional structure may not be effective, may need to shift to product structure -resolve conflict by increasing levels of integration ex. Hallmark cards= cross-functional team -resolve conflict by changing org culture -org norms and values in culture can promote dysfunctional levels of conflict ex. norm for respect for formal authority= conflict when they move to self-managed teams ex. value for individual competition= conflict when org members need to put others first

7. Provide Accurate Information

-rumors= unofficial pieces of info of interest to org members with no identifiable source -spread quick, amusing/interesting/important topics -can be misleading/harm ind or org if false/malicious/unfounded -halt this with accurate information -need to do this in tough economic times (can reduce stress/motivate ind to help company) -more likely to stay when economy turns around

2. Group Leadership

-sometimes mana is leader, or leader is member of group, or members choose their own leaders or leader emerges naturally -self-mana teams choose own leaders or rotate leadership -informal/formal leaders play important role

1. Increasing Awareness of the sources of conflict

-source could be communication problems/interpersonal misunderstandings ex. different linguistic styles (men talk more and take more credit on teams) -awareness of source= can resolve conflict functionally (can take steps to interact more effectively) -source can be personality clash ex. people inclined to take risks with people who aren't -made aware of differences in approaching problems= can cooperate better with innovative ideas with moderate risk

The Behavior Model

-study in 1940's and 50's, researchers at Ohio State -2 basic kinds of leader behaviors in US/Germany/other countries to influence subordinates (consideration and initiating structure)

1. Emphasizing Subordinate Goals

-subord goals are goals both parties agree to, regardless of source of conflict ex. of goals= increasing org effectiveness/responsiveness/gain comp adv -help parties keep in mind the big picture and the fact they're working together for larger purpose despite disagreements ex. Hofbeck/Steinberg emphasized 3 subord goals: ensuring restaurant continued to survive and prosper/allow Hofbeck to retire/allow Steinberg to remain owner and manager

3. Select a medium appropriate for message

-take into account level of info richness required/time constraints/need for paper or electronic trail -primary concern in choosing is nature of message (personal/important/non-routine/need more clarity)= then need face to face communication

Group Tasks

-task interdependence= degree to which the work performed by one member of a group influences the work done by others -if this is high= group members need to interact more frequently and intensely to keep efforts more coordinated -3 types of this (James Thompson, pooled task/sequential task/reciprocal task)

Importance of Org Politics

-term has (-) connotation for many people -some think mana who are political rose to the top because of whom they know (not merit/own capabilities) -some think political mana are self-interested/wield power to benefit themselves (not org) -some mana do misuse power for personal benefit -org politics often (+) force -help mana overcome resistance and achieve goals -mana try to make needed changes encounter resistance from individuals/groups threatened who want to preserve status quo -engage in politics to gain support for and implement needed changes -resistance from other mana who disagree with goals -everyone engages in politics to a degree -don't engage= can't get support for initiatives and goals

Distinction between transformational and transactional leadership

-transactional= managers use reward/coercive power to encourage higher performance (reward for good and punish for bad/ managers who influence subordinates to achieve goals but no dramatic changes) -transformational can use transactional + eyes on bigger picture of how much better things could be/how much more subord can achieve/how important to treat subord with respect -leads to higher job satisfaction and high performance -more likely for subordinates to trust leaders/feel fairly treated/positively influenced motivation

3. Be empathetic

-try to understand how sender feels/interpret message from sender perspective rather than one point of view ex. (542)

1. Controlling Uncertainty

-uncertainty is a threat to ind/groups/org, can interfere with effective performance and goal attainment ex. uncertain on job security= threatening for workers, cause top performers to quit for a more secure job ex. R&D uncertain on customer preferences= waste resources developing a product customers don't want (smokeless cigarettes) ex. top mana uncertain on global demand= fail to export to countries that want the products and lose source of comp adv -mana control/reduce uncertainty and power increases ex. mana of labor union increase power when eliminate job security uncertainty ex. marketing/sales gain power when they accurately forecast customer preferences ex. top management gain power when they understand global demand

Political Strategies for gaining and maintaining power

-use of pol strategies= better able to influence others to work to achievement of goal -5 strategies

2. Encode messages in symbols receiver understands

-use symbols/lingo receiver understands ex. sending message in English to someone who isn't native speaker (use common vocab/avoid cliches that are insulting, comical, confusing when translated) -Jargon= specialized language that members of job/group/org develop to facilitate communication among themselves, don't use when communicate outside of this

4. Using permanent transfers or dismissals when necessary

-use when other strategies don't work Ex two managers always at each other's throats (transfer one) -when dysfunctionally high level of conflict among top mana occur who can't resolve differences or understand each other (one may need to leave company) Ex. Time Warner= Fuchs left, kept Daly and Semel

2. Making Oneself irreplaceable

-valuable knowledge/expertise that allow them to perform activities no one else could handle -more central these activities are for org effectiveness= more power

2 reasons women are more participative

1. subordinates may try to resist influence of female manager more than male -use this to overcome resistance/encourage subordinates trust and respect 2. sometimes they have better interpersonal skills than male -participative approach requires high levels of interaction/involvement between manager and subordinate, sensitivity to subord's feelings, ability to make decisions unpopular with subord but necessary for goal attainment -key research finding= male and female managers do not differ significantly in their propensities to perform different leader behaviors -m/f equally effective as leaders -no logical basis for stereotypes or glass ceiling

3. Group Development over time

-what a group is capable of achieving depends in part on its stage in development -takes considerable amount of time for self-managed teams to get running (helps mana have realistic expectations for new teams) 5 stages of group development: 1. Forming= members get to know one another/reach common understanding of goal and how members should behave -mana should make sure every member feels valued 2. storming= experience conflict/disagreements because some members don't submit to other's demands -disputes over who leads group/self-managed teams vulnerable -mana makes sure conflict does not get out of hand 3. norming= close ties between group members develop, feelings of friendship -consensus in goals and behavior 4. performing= real work of group accomplished -mana ensure group is effective 5. adjourning= applies only to groups that eventually disband -when project finished -mana should have flexible approach to group development and attuned to needs -mana= resources for group

3 ways conflict handled ineffectively

1. Accommodation= one party to the conflict gives in to the demands of other, when one party has more power than other and can pursue goals at expense of weaker party -not cooperative, weaker party might try ti get back at the stronger 2. Avoidance= parties to conflict try to ignore problem and do nothing to resolve the disagreement -real source of conflict not addressed, conflict will continue and cooperation and communication will be hindered 3. Competition= each party to conflict tries to maximize its own gain with little interest in understanding the other party's position and arriving at solution that will allow both parties to achieve their goals -can escalate conflict levels -no cooperation because trying to win over doing what's best for org as a whole -no working towards mutually acceptable solutions to differences -org more likely to achieve goals with collaboration and compromise

Strategies focused on the whole organization

1. Changing an organization's structure or culture. 2. Altering the source of conflict.

4 kinds of leadership behaviors that motivate subordinates (house path-goal)

1. directive behaviors= similar to initiating structure, setting goals/assigning tasks/show subord how to complete task/take concrete steps to increase performance 2. supportive= similar to consideration, expressing concern for subord and looking out for their best interests 3. participative= give subord say in matters and decisions that impact them 4. achievement oriented= motivate subord to perform at high level by setting challenging goals/expecting they be met/believing in subord's capabilities -which behaviors they use based on nature of subord/type of work 1. good when subord have difficulty completing task/negative when subord are individual thinkers who work best alone 2. (+) when subord experience high levels of stress 3. (+) when subord support of decision required 4. increased motivation of highly capable subordinates who are bored, backfire if subordinates already pushed to the limit

6 Sources of Conflict

1. Different goals/time horizon 2. Overlapping Authority 3. Task Interdependence 4. Different evaluation and reward systems 5. Scarce Resources 6. Status Inconsistencies

Strategies focused on Individuals

1. Increasing awareness of sources conflict. 2. Increasing diversity awareness and skills. 3. Practicing job rotation or temporary assignments. 4. using permanent transfers or dismissals when necessary

4 Types of Conflict

1. Interpersonal 2. Intragroup 3. Intergroup 4. Interorganizational

consequences of group cohesiveness

1. Level of participation within a group -more cohesiveness= more participation (leads to increased effectiveness because actively involved, tasks get done, info shared, frequent and open communication) -high level of cohesion can be bad (takes longer to meet goal because lengthy meetings/more communication than needed) 2. Level of conformity to group norms -more cohesion= more conformity -bad if no deviance so members conform to dysfunctional norms -willingness to deviate= can be better for success 3. emphasis on group goal accomplishment -more cohesion= more accomplishment emphasis -if too high might lead to meet group goals at expense of org goals -moderate cohesion= group motivated for group and org goals

Communication Skills for Managers as Receivers

1. Pay attention 2. Be a good listener 3. Be empathetic

Factors leading to group cohesiveness

1. group size -mana should form groups small to medium size (2-15 people) -if group large and less cohesive= split group to 2 2. effectively managed diversity -helps gain comp adv (more innovation and creative ideas) -diversity in knowledge/experience/expertise 3. group identity/healthy competition -encourage this when cohesiveness is low ex. Eaton Manu= teams had team name, comp by displaying performance and goals on TV in cafeteria and rewarding high performers -when cohesiveness is high: need to promote org identity and focus on that, stress cooperation across groups for org goals, reduce comp between groups and reward cooperation 4. success -more success= more cohesion -cohesive low= managers increase by making sure group achieves noticeable and visible success

Distributive Negotiation

2 parties perceived that they have fixed pie of resources to divide, comp, adversarial stance, want to win most resources, concede little -parties see no need to interact in the future, don't care if interpersonal relationships are damaged or destroyed in the process -conflicts handled by comp

Task Forces

A committee of managers or nonmanagerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called an "ad hoc" committee ex. all gym managers meet to decide on a change in fees in 3 months -valuable tool for busy managers who don't have time to personally explore issue -some task forces address long term/enduring problem (relatively permanent- standing committees) -membership changes (2-3 year terms, memberships expire at varying times)

The Top Management Team

A group composed of the CEO, the president, and the heads of the most important departments -help org achieve mission and goals -develop strategies that result in org's comp adv, 5-7 members -need diverse expertise/skill/knowledge/experience, usually cross-functional -have all background/resources for a good decision -diversity protects from groupthink (strive for agreement at expense of accurate assessment)

Leader Style

A manager's characteristic approach to leadership -2 basic leader styles 1. Relationship-oriented leader= primarily concerned with development of good relationships with subordinates and being liked (quality of relations matter) 2. Task-Oriented Leader= primarily concerned with ensuring that subordinates perform at high level and focus on task accomplishment -measured leader style by asking leaders to rate least preferred coworker (if relationship oriented then describes them in positive terms) -high/low LPC leaders

Intergroup Conflict

Between groups, teams, or departments ex. R&D team conflict with production team -R&D develop product and production mad because costs to make is high, R&D thought the cost would be low -managers of departments play role in managing that -sometimes founders vs. top managers

Face to Face Communication

Has highest information richness -Can take advantage of verbal and nonverbal signals and respond on the spot -Provides for instant feedback (confusion/ambiguity/misunderstandings can be resolved, can cycle comm process as many times till common understanding) -proliferation of electronic comm= face to face is being shortchanged to detriment of common understanding/rapport -some comm that should be face to face being done electronically -need to allow opportunities for face to face communication (especially with people in other countries) -management by wandering around= face to face communication technique where manager walks around work and talks informally with employees on issues and concerns (give important info+ fosters the development of positive relations) ex. HP -disadv= amount of time it takes/lack of paper trail -use for important/personal/likely to be misunderstood+ supplement with written communication documenting the message -adv in info tech= new comm media is a close substitute for face to face -videoconferencing= save time/money (HP/American Greetings Corp) -decisions made quickly because more managers in decision process (more efficient, 20-30% shorter than face to face) ex. shortened HP's new product development by 30 % -telepresence= communication live and in real time with video and excellent audio (made by Cisco)

3. Practicing Job Rotation or temporary assignments

Individual members don't understand work activities and demands that others in .org face= conflict Ex. Financial analyst required to submit monthly reports, low priority, turns in late and accountant calls on due date to explain why it's needed on time and analyst talks about everything else they have to do -expand org members knowledge base/appreciation of other departments -take time in others departments and see their POV

Status Inconsistencies

Some individuals and groups have a higher organizational status than others, leading to conflict with lower status groups (some are more highly regarded than others) ex. restaurants= chefs higher status than servers, but servers can return unacceptable food and gives them orders from customers, high status chef takes orders from low status waitstaff, some put orders on spindle (reduces amount of direct orders to chefs from waitstaff)

Personal leadership style

The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other principal tasks of management (org/plan/control) -mana at all levels/in all kinds of orgs have personal leadership style (determines how they lead subordinates/perform managerial tasks) ex. Kraus (owns dry cleaning store)= hands on approach (determines work schedules and assignments/make all important decisions himself/closely monitor subordinates and rewards) -effective= employees motivated/satisfied/perform higher and org profit increases -hard to find effective leadership style in tough times like economic downturn/decline in customer demand ex. recession (2000's) -mana= org members who establish and implement procedures to ensure smooth functioning/accountable for goal accomplishment -leader= look to future and chart course for org/develop relations with employees on trust and mutual respect (provide meaning/purpose, seek innovation, impassion employees with vision) -some leaders serve others -servant leader= leader with strong desire to serve and work for the benefit of others (by Greenleaf) -share power with followers/ensure followers needs are met (able to develop as individuals and wellbeing is good)/ attention paid to those least well off ex. greenleaf center for servant leadership (teaches this)

2. Reward Power

ability of a manager to give or withhold tangible rewards (pay raises/bonuses/choice job assignments) and intangible rewards (verbal praise/respect) -can give/withhold based on performance= makes for highly motivated workforce ex. used by Neiman Marcus/Nordstrom/Macys/Mazda/Ford/Volvo (commission on sales+ rewards on quality of customer service) -effective mana use this to show appreciation for good work -ineffective mana use rewards in controlling manner ex. mana give raises and bonuses in pair with performance appraisal

3. Coercive Power

ability of a manager to punish others ex. verbal reprimands to lower pay or hours to dismissal -punishment only used when necessary -mana who rely heavily on this= ineffective -excessive use of this doesn't make high performance and is questionable ethically (can amount to mental abuse by causing stress and robbing someone of dignity) -can cause dangerous working conditions

Organizational Politics

activities that managers engage in to increase their power and to use power effectively to achieve their goals and overcome resistance or opposition -resort to this when conflict over org structure/strategy between top managers -use this to resolve conflict in their favor -political strategies= specific tactics that managers and other org members use to increase power and use it effectively to influence and gain support of others and overcome opposition -important when managers plan and implement major changes in org -gain support for change and influence new behavior and overcome opposition from people threatened by change who prefer status quo -more power= mana better able to make change -use power in way that actually enables them to influence others

Managing Groups and Teams for high performance

additional steps to increase performance and contribute to organizational effectiveness

Information Technology and Communication

advances= increase managers ability to communicate and quickly access info to make decisions example= internet/intranet/groupware/collaborative software -can't forget that communication is a human endeavor

2. Increasing Diversity awareness and skills

ex. older worker uncomfy reporting to younger supervisor/POC singled out in a group of white workers/female top mana feels like males dominate top mana team together against her proposals -whether or not feelings justified= likely to cause recurring conflict -use techniques to increase diversity awareness and skills to manage diversity and resolve conflicts in differences among org members

2. Initiating Structure

behavior that manager engages in to ensure that work gets done, subords perform their job acceptably, and org is efficient/effective ex. assigning tasks/letting subordinates know expectation/decide how work done/make schedules/encourage following rules/motivate subordinates to do good -1 and 2 are independent leader behaviors (can be high on both, low on both, or other) -effective leaders= engage in both -leader behaviors similar to these: 1. employee centered and job centered (University of Michigan) 2. concern for people and concern for production (Blake/Mouton Mana grid) -effective leadership requires high level of both 3. supportive behaviors and task-oriented behaviors (Hersey/Blanchard) -leaders need to consider natures of their subord when trying to determine extent they should perform behaviors -relation between 1/2 and leader's effectiveness not clear cut -model alone can't explain leadership effectiveness -focus shift to situation/context where leadership occurs

Intranets

company-wide system of computer networks to share info with their own companies ex. Chevron/Goodyear/Levi Strauss/IBM/Pfizer/Chrysler/Motorola/Ford -info included= directory/manual/inventory/product specs/info on consumers/biography of top mana/global sales figures/meeting minutes/annual reports/delivery schedules/revenue, profit and cost figures -can be accessed with different kinds of computers so all members can be linked -protected from unwanted intrusions (hackers/comp) with firewall security system with passwords/ID before access -adv= versatility of communication media -used for increase of purposed by people with little expertise in computer software

Compromise

each party concerned about not only its own goal accomplishment but also the goal accomplishment of other party and is willing to engage in give and take exchange and make concessions (effective)

5. Avoid filtering and information distortion

filtering= withhold part of message because mistaken belief that receiver does not need/will want info -can occur at all levels, both vertical/horizontal communication -takes place with bad news subordinates are afraid they'll be blamed for -takes place because of internal comp or because members fear power will decrease if others have access to specialized knowledge -reduce filtering= increase level of trust/take steps to motivate all employees to achieve organizational goals together/ensure employees see when org does well as a whole and they benefit -information distortion= meaning of message changes as it passes through series of senders and receivers -accidental= faulty encoding/decoding/lack of feedback -deliberate= to make themselves look good/get special treatment -need to establish trust in organization

2. House's Path-goal theory

focused on what leader can do to motivate their subordinates to achieve group and org goals -contingency model because proposes that steps mana should take to motivate subord depend on nature of subordinates and type of work they do 3 guidelines: 1. find out what outcomes your subordinates are trying to obtain from their jobs and the org -mana needs reward power to distribute and withhold outcomes 2. reward subordinates for high performance and goal attainment with the outcomes they desire 3. clarify the paths to goal attainment for subordinates, remove any obstacles to high performance, express confidence in subordinates capabilities -make sure what needs to be accomplished is clear and that they have the resources/capabilities/confidence to be successful

Pooled Task Interdependence

group members make separate and independent contributions to group performance, overall performance= sum of ind performance ex. teachers in elementary school/salespeople in a department store/secretaries in office/custodians in building -mana should determine group size from amount of work to be accomplished (large groups effective because work independently and don't interact a lot) -motivation increases when mana reward based on ind performance

Sequential Task Interdependence

group members must perform specific tasks in a predetermined order, certain tasks done before others, what one does affects the other ex. assembly line/mass-produced products -group size determined by needs of production process (number of steps in assembly line) -difficult to identify ind performance (reward for group performance, put pressure on bad to improve)

3. Being in Central Position

manager responsible for activities that are directly connected to an org's goals and sources of comp adv -located in central position in important communication networks in org -control over crucial org activities/initiatives and have access to important info -others depend on them for knowledge/expertise/advice/support/success of org as a whole= more power -offered central position when= are outstanding performers/have wide knowledge base/made important and visible contributions to org

Groupware/Collaborative Software

groupware= computer software that enables members to share information to improve communication and performance ex. of success= Bank of Montreal (some resistance) ex. of failure= Young & Rubicon conditions where groupware successful: 1. work is group/team based, members rewarded on group performance 2. has full top management support 3. culture of org is flexible/knowledge sharing, no rigid hierarchy of authority 4. used for specific purpose, viewed as tool to increase effectiveness, not personal source of power or advantage 5. receive adequate training in use of computers and software -when rewarded on ind performance/work alone= resist groupware because knowledge/info is source of power -need to be in environment not comp (to hide info) ex. salespeople with commission bas -these are tools with IT- not replacement for face to face communication collaborative software= groupware that promotes collaborative, highly interdependent interactions among members and electronic meeting site for communication -online work site to post/share/save data reports/sketches/documents/keep calendar/online conferences/send and receive messages -can keep/update progress reports, survey team on issues/forward docs to mana, let users know who's online on the site -can organize/centralize team's work, help ensure info available, make sure important info not overlooked -more efficient than email/IM -good for highly interdependent yet distinct components ex. Ketchum (fireman team)= everyone with access to same document ex. Honeywell (sharepoint calendars, works with Microsoft) ex. Wikis= result of open-source software move, free or low cost form of collaborative software, cut back on email use

3. Controlling the Agenda

influencing which alternatives considered or if decision made -make sure alternatives considered are acceptable to them and undesired alternatives are not in feasible set ex. make sure unacceptable job candidates do not make the list of finalists for the job (make sure candidates drawbacks communicated to all in hiring decisions, control which make to final stage, less power in who gets the job out of those) -mana can prevent decision from being made ex. not include proposal on agenda for committee meetings (community relations meeting), or place at end of agenda with confidence that they'll run out of time and not get to it -made it a non-issue, not even considered (people don't feel influenced)

Interest Groups

informal group of employees seeking to achieve a common goal related to their membership in an organization ex. form to encourage management to make flexible hours/on site care for kids/better working conditions/support environmental protection -gives managers insight into issues in employee's minds and signal need for change

Friendship Groups

informal groups composed of employees who enjoy one another's company and socialize with one another ex. lunch/take breaks together/hang out -satisfy need for personal interaction/social support in stressful times/contribute to people's feeling good at work and being satisfied -groups can solve work-related issues

Transmission Phase

information is shared between two or more individuals or groups -sender= person/group wishing to share info -message= info the sender wants to share -encoding= translating message into understandable symbols and language (to words commonly) -noise= anything that hampers any stage of the process -receiver= person/group whom the message is intended for -medium= pathway encoded message transmitted to receiver -decoding= interpreting and trying to make sense of the message

4. Making everyone a winner

make sure everyone whose support they need benefits personally from providing support -members see supporting them in their best interests ex. when top mana turns around company (some org members suffer because of restructuring and layoffs/power increases as it becomes clear that future of the company better and org and stakeholders win because of it) -effective way to exercise power and increase mana power and influence over time -all stakeholders see it in their best interests to support mana and intitiatives -better with strong ethical values ex. El Faro Estate Coffee benefits multiple stakeholders (573)

3. Circle Network

members communicate with others who are similar in experience/belief/expertise/background/office location/where they sit -task forces/standing committees (communicate with those with similar experience) -communication with people near their office -most found in groups, not teams

R&D Teams

members have expertise and experience to develop new products -sometimes cross-functional (engineering/marketing/production) ex/ pharmaceuticals/cpu/electronics/electronic imaging/high tech industries

Bringing it all together

models complementary because each one looks from a different angle

Importance of good communication

necessity to attain 4 building blocks of comp adv -efficiency= good comm needed for mana to learn new tech/implement it/train workers to use it -quality= comm to all members of org meaning and importance of high quality/route to attain it/subord comm problems/suggestions/self-mana teams share ideas to improve quality -responsiveness= org members close to consumers and communicate needs and desires to mana, managers comm to determine how to respond to changing consumer preference -innovation= comm in cross functional teams and comm to secure resources needed and update managers, increase innovation on global level

group size

number of members can determine motivation and commitment to performance -adv to keeping it small (2-9 people) -interact with each other and easily coordinate efforts -more motivated/satisfied/committed -easier to share info -can see importance of their personal contributions for group success -disadv of small: -fewer resources to accomplish goal -adv of large groups (10+) -more resources at their disposal (experience/skill/ability/time/effort) -adv of division of labor (splitting work to particular tasks and assigning tasks to ind) -increases skill at specialized tasks= contributes to group performance -disadv of large group: -communication and coordination problems -less motivated/satisfied/committed -more difficult to share info/might not think they are needed -goal= adv of small groups+ sufficient resources + division of labor (no more members than necessary to achieve this) ex. R&D team too big if 1. members talk more than apply what they know 2. ind productivity decreases 3. group performance suffers

Organizational Communication Networks

org chart summarizes formal reporting relations/formal pathways (often communication informal/flows with issues, goals, projects, ideas- not up/down the hierarchy all orderly) -communication should occur across departments/groups + within them and up/down/left/right in corporate hierarchy -vertical communication= up/down hierarchy communication -horizontal communication= communication with employees at same level (sideways) -can't determine communication network in advance -members should be free to communicate to whoever to perform highly -networks change as organizational goals change -informal communication networks can contribute to competitive advantage because ensure members have info needed to reach goals -grapevine= informal organizational communication network along which unofficial information flows (not always accurately) -people who know everything about everyone= prominent in grapevine -info spread can be about issues of business/personal nature

Integrative Bargining

parties perceive that they might be able to increase resource pie by coming up with creative solution to conflict -view it cooperatively (win-win situation where both can gain) -trust/info sharing/desire of both parties to achieve good resolution -handled with collaboration and compromise ex. Hofbeck/Steinberg= restaurant, one retires and used this to figure out plan

Negotiation

parties to a conflict try to come up with a solution acceptable to themselves by considering various alternatives ways to allocate resources -good where parties to conflict have approximately same levels of power -sometimes sides directly negotiate -3rd party negotiator= impartial individuals who is not directly involved in conflict and have special expertise in handling conflict and negotiation, relied on to help reach acceptable resolution -mediator= 3rd party who facilitates negotiation, don't force concessions, can't force an agreement to resolve conflict -arbitrators= 3rd party who can impose what they believe is a fair solution to dispute (both parties obligated to abide by it)

3. Engaging in Developmental consideration

perform consideration behaviors and step further to support and encourage subordinates with opportunities to enhance skills and capabilities to grow and excel -transformational leadership good approach when org is in trouble + enduring approach to leadership for long term org effectiveness

5. Referent Power

power from subordinate's respect/admiration/loyalty, more informal, function of the personal characteristics of leader -usually likeable leaders who are rolemodels -valuable asset for all managerial levels -to increase= take time to know subordinates and show interest in and concern for them

Contingency Models of Leadership

take into account the situation or context within which leadership occurs -what makes a mana effective in one situation (not necessarily what mana needs to be equally effective in different situation) -traits/behaviors in 1 situation better than others -effective based on what leader is like/what they do/situation leadership takes place in -3 prominent models (models complimentary)

Self-Managed Work teams

teams where members are empowered with responsibility/autonomy to complete identifiable pieces of work -mana can assign overall goals= but team decides how to meet them -use these to improve quality/increase motivation and satisfaction/lower costs -steps to ensure team is effective: 1. give team enough responsibility and autonomy to truly self-manage 2. make sure team's work is sufficiently complex so has a number of steps and results in a finished product 3. carefully select members (need diversity of skills/ability to work with others) 4. mana role is guide/coach/support- not supervisor 5. see what training is needed and provide it -some people have ind job and are on a self-managed team -trouble in teams= members reluctant to discipline with firing/withholding bonuses (members not comfy evaluating performance and determining pay levels) -hard because of close personal relationships developed -sometimes team takes longer to do work because hard time coordinating

Virtual Teams

teams whose members rarely or never meet face to face but interact with various forms of information tech (email/text/cpu networks/telephone/fax/videoconference) -good for global org + when increased need for specialize knowledge increases because of tech advances -not limited by need to work in same location -adv= disregard geographical distance and form teams with knowledge/expertise/experience to tackle issue or opportunity -team can include members not apart of org ex. members of a company used for outsourcing ex. BP PLC/Nokia/Ogilvy & Mather -rely on: -synchronous tech= communicate and interact in real time simultaneously and includes videoconferencing, teleconferencing, and electronic meetings -asynchronous tech= delay communications and include email, e-bulletin boards, internet websites -many teams use both kinds of tech -increased globalization= increased use of virtual teams -challenge= building camraderie and trust among team members (to help org schedules recreational activities and periodic face to face meetings) -less satisfied with teamwork efforts/fewer feelings of cohesion -important for mana to keep track of and intervene when needed (encouraging members to communicate more) -in rough spot= mana try to schedule face to face time -good to include a few members that already know each other/others who are well connected to people outside of the teams/member who volunteered to be on the team -adv= use online sites where they can learn about each other/shared online workspace that can be accessed around the clock (frequent communication= GOOD) -members should see projects as meaningful/interesting/important (promote/sustain motivation)

2. Reduce Social loafing

tendency of ind to put forth less effort when they work in groups than when they work alone -can occur in all kinds of groups and orgs -lower group performance and prevents goal attainment 3 steps to reduce social loafing: 1. make ind contributions to group identifiable -people think they can hide in crowd or that doing more work not worth it because not noticed and won't receive rewards -group members will perceive that low/high effort is noticed and ind contributions evaluated -mana can do this by assigning specific tasks/hold them accountable -doesn't work with reciprocal interdep teams 2. emphasize the valuable contributions of ind members -mana assign ind to group on basis of the valuable contributions that each person can make to group as a whole -clearly communicate why each contribution is valuable ex. cross-functional teams= valuable contribution from personal area of expertise 3. keep group size at appropriate level -size large= harder to identify ind contributions and members think ind contribution is not important

Organizational Conflict

the discord that arises when the goals, interests, or values of different individuals or groups are incompatible and those individuals or groups block or thwart one another's attempts to achieve their objectives -conflict is inevitable part of life -can exist between departments/divisions competing for resources or between managers for a promotion -level of conflict present in org has implications for org performance -lack of conflict= managers emphasize conformity at expense of new ideas, resist changes, strive for agreement over good decisions (performance suffers) -as level of conflict goes up= org effectiveness goes up -optimum level of conflict= managers open to and encourage variety of perspectives and look to improve effectiveness, debates/disagreements are needed for good decision making and innovation -too much conflict= managers waste org resources to achieve their own ends, more concerned with political battles than competitive advantage for org, get even rather than make good decisions (performance suffers) -conflict needs to be managed, not eliminated -keep conflict at moderate and functional level to promote beneficial change efforts (conflict focused on substantive, task based issue, minimize personal disagreements and animosities) CHART (558)

Verbal Communication

the encoding of messages into words, either written or spoken

1. Leader-Member relations

the extent to which the leader has the support, loyalty, and trust of the work group -Most important component of situational control -determines how favorable situation is to lead in (all do)

2. Task Structure

the extent to which the work to be performed is clear cut so leader's subordinates know what needs to be accomplished and how to go about doing it -when this is high= favorable situation for leading ex. Nickelodeon= TS decreased because kids taste changes fast, didn't know how to motivate for creative ideas ex. Black like me hair care= High TS because clear goal

The Communication Process

two phases

Reciprocal Task Interdependence

work performed by each group member is fully dependent on the work performed by other group members. Difficult to assess individual's contribution to group performance -have to share info/intensely interact/coordinate -operation of teams ex. R&D Team/top mana team/self-managed team -keep group size small because of high level of coordination -group size increases= communication problems increase -reward on group performance or reward for both ex. Microsoft