MGT 291 Exam

Persuasion skills

- Build credibility - Don't begin with a hard sell - Find common ground - Develop compelling positions - Connect with people emotionally - Create a continuous feedback loop - Be patient

Causes of political behavior

- Conflict - Uncertainty - Scarcity of valued resources - Inaction ("going along to get ahead") - Organizational policies that reward employees who engage in political behavior or punish those who don't

organic structure

- Flexible, decentralized - Open communication channels - Focus on adaptability - Faster response to market and competitive changes - May increase job satisfaction and commitment

Why does culture matter?

- Key indicator to organizational excellence - Boosts performance - Strategically Relevant - Strengthens Resilience - Emphasizes Innovation & Change - Source of Competitive Advantage - Influences Discretionary Behaviors

Decentralized organizations

- Lower levels have more autonomy and authority for making decisions - Flatter structures, less need for middle management - Promotes product innovation and faster decision making - Best for non-routine tasks in a complex environment

Influence tactics

- People apply power through influence tactics: how people translate their power to affect the behavior of others - Rational persuasion, inspirational appeals, and consultation are the most effective tactics - Pressure is the least effective tactic - Using multiple tactics can be effective if they're compatible

Centralized organizations

- Power and decision-making authority concentrated at higher levels - Clear lines of communication and responsibility - Decision implementation tends to be straightforward

Mechanistic structure

- Rigid, traditional bureaucracy - Hierarchical communication - Uniform job descriptions - May minimize costs - Slow to capitalize on new opportunities

How subunits gain power

- Scarce resources magnify power differences across subunits(departments or groups) - Centrality: the extent to which a subunit's activities influence the work of many other subunits - Substitutability: the extent to which a subunit's activities can be performed by others - Subunits most capable of dealing with uncertainty tend to have greater power

Empowerment

- Sharing power with employees and giving them the authority to make some decisions - Can improve quality, cut costs, and boost efficiency and flexibility - Just giving employees power is not enough; they must be skilled andtrained

Abuse of Power

- The use of power to demean, exploit, or take advantage of someone - Influencing someone to do something they later regret - May result in decreased employee satisfaction and helping behaviors, increase employee deviance, and increased turnover

Upward influence

- the ability to influence superiors - upward influence styles are combinations of tactics that tend to be used together

International leadership universal traits

-Charismatic, value-based leadership -Team-oriented leadership -Participative leadership -Humane-oriented leadership -Autonomous leadership -Self-protective leadership

Traditional leader tasks

-Control situations -Direct work -Supervise people -Closely monitor situations -Make decisions -Structure activities

Leaders as coaches and mentors

-Helps select team members and other new employees -Provides general direction -Helps train/develop the team and member skills -Helps acquire information/resources -Helps resolve conflict and mediate disputes

4 Levels of Culture

1. Artifacts - physical manifestations of culture, including; myths and stories, awards, ceremonies, and rituals, dress code 2. Assumptions - taken for granted, unconscious, the ultimate source of values and behaviors 3. Espoused Values - explicitly states organizational values 4. Enacted Values - norms and behaviors actually exhibited by employees

Structures that arise from different groupings

1. Functional: groups people with the same skills or who use similar tools or work processes into departments 2. Divisional: a collection of functions organized around a particular geographic area, product or service, or market 3. Matrix: employees report to both a project or product team and to a functional manager 4. Team-based: horizontal or vertical teams define part or all of the organization 5. Lattice: cross-functional and cross-level subteams are formed and dissolved as necessary to complete specific projects and tasks 6. Network organization: a collection of autonomous units or firms that act as a single larger entity, using social mechanisms for coordination and control

Four upward influence styles

1. Shotgun (uses the most influence and emphasizes assertiveness and bargaining) 2. Tactician (uses an average amount of influence and emphasizes reason) 3. Bystander (uses little influence with superiors) 4. Ingratiator (uses a friendliness strategy

3 Elements of Managing Culture

1. Take advantage of existing culture (Be fully aware of organization's values and behaviors/actions that support them) 2. Teach the culture (Socialization of Employees/Members) 3. Change the culture (Attempt to Change Assumptions & Beliefs)

Divsional Structure

A division is a collection of functions organized around a particular geographic area, product or service, or market - Common among organizations with many products or services, geographic areas, and customers

Leadership motive pattern

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

Power

A person's or group's potential to influence another person's or group's behavior - need for power involves wanting to control and influence others, or to beresponsible for others

Collaborative conflict cultures

Active and agreeable, employees resolve conflict cooperatively

Dominating conflict cultures

Active and disagreeable, allow open conflict

Virtual Organizations

An organization that contracts out almost all of its functions except for the company name and managing the coordination among the contractors

Inspirational appeals

Appealing to aspirations, values, and ideals to gain commitment

Personal appeals

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

Passive conflict management norms

Avoid addressing conflict

Position power

Based on one's position in the organization influence tactics - seven types of position power

Personal Power

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

The charismatic leader

Characterized by three fundamental attributes; envisioning, energizing, and enabling. Envisioning (articulating a compelling vision, selling high expectations, modeling consistent behaviors), Energizing (demonstrating personal excitement, expressing personal confidence, seeking, findings, and using success), Enabling (expressing personal support, empathizing, expressing confidence in people)

Incremental innovation

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

Matrix structure

Created by combining a functional structure with a project or product team structure. In a matrix structure individuals usually report to more than one boss at the same time—their functional supervisor and a project or product team leader

Systems innovation

Creates new functionality by assembling existing parts in new ways

The impact of AI on working in organizations

Creating/Changing Culture Designing Structure Developing Skills Making Decisions Serving Customers

Cross-culture leadership

Culture encompasses both international differences and diversity-baseddifferences within one culture

Organizational chart

Diagram of the chain of command and reporting relationships in a company

Commitment

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

Coalition tactics

Engaging help of others to persuade someone

Legitimating tactics

Enhancing one's formal authority by referring to rules, precedents, or official documents

Leadership neutralizers

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

Ingratiation

Flattering someone to put them in a good mood

Compliance

Going along with what the influencer wants without being personally committed

Communities of practice

Groups of people whose shared expertise and interest in a joint enterprise informally binds them together

Individual sources for resisting change

Habit -Easier to do the same thing, learning something new is difficult Security -Feeling of constancy and safety as things stay the same Economic Factors -Fear jobs become obsolete & diminish opportunities for future Fear of the Unknown -Disruption of familiar patterns creates anxiety Lack of Awareness -Not pay attention or ignore an expected change Social Factors -Believe changing will hurt image and fear what others think

Top reason to resist change

Hard to Break Habit Comfort & Security of Doing Same Thing Economic Factors (money, benefits, etc.) Uncertainty/Fear of Unknown Lack of Awareness Change is Needed Social Factors (peer pressure, social media, trolls, etc.)

Attribution perspective of leadership

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

Leadership subsitutes

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

Using intranets to build culture

Issue is not just about using the latest technologies but about leveraging the right technologies for creating and maintaining a positive culture - Ways intranets influence culture -By their scope -By their openness to employee feedback and contributions -By how frequently they're updated -By the number of intranets -By the use of symbols, stories, and ceremonies

Transactional leadership

Leadership focused on routine, regimented activities

Charismatic leadership

Leadership is based on leader's personal charisma Charisma is a personal characteristic of the leader which inspires support and acceptance

Virtual leadership

Leadership via distance technologies

Ethical leadership

Leading based on consistent principles of ethical conduct

Millennials

Loyal to Colleagues Expect Equitable Treatment Career an Opportunity to Add Value & Contribute Respect Authority figures who Demonstrate Competence Value Feedback & Seek Advice Attitude "show me what you can do for me right now" More Fluid Work Styles Expect to Create Rules with Change Equaling Improvement

Generation X

Loyal to Manager Exceed expectations & Deliver results Perceive Career as 1 part of Who They Are Unimpressed by Authority Expect Competence & Skills to be Respected Approach of "Tell me what you can do for me" Flexible & Want to Change the Rules See Change as Opportunity

Traditionalists

Loyal to Organization Long-term Commitment & Tenure in company See Career as Equaling Opportunity Respect for Authority & Hierarchical System Seniority & Job Titles are Valued Attitude of "Tell me what I should do for you" Linear & Follow Rules Think Change is Necessary Mainly When Something is Broken

Baby Boomers

Loyal to Team Add Value by Going Extra Mile View Career as Translating into Self-Worth Challenge Authority Desire Flat Organizations that are Democratic Mindset of "Let me show you what I can do for you" Like Structured Organizations but Challenge Rules Cautious about Change

Generation Z

Loyal to the Experience Prefer Flexibility & Opportunity to Add Input Invested in Career Growth Loyal to the Experience Invested in Career Growth Embraces Idea of Productivity vs. Hours Spent at Desk Agile & Seek Balanced Rules See Change as Simply Reality

Radical innovation

Major breakthrough that changes or creates whole industries

Exchange

Offering something valuable in return for cooperation

Organizational Politics

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

Bureaucratic Structure

Organizational structure with formal division of labor, hierarchy, and standardization of work procedures

Organizational sources for resisting change

Overdetermination -Systems & Culture ensure employees behave as expected for stability (aka Structural Inertia) Narrow Focus of Change -Does not account for interdependencies Group Inertia -Norms act as a brake on individuals who want to change Threatened Expertise -Redesign transfers expertise of an individual or group Threatened Power -Redistribution of authority impacts power relationships Resource Allocation -Current satisfaction impacts future allocations

Avoidant conflict cultures

Passive and agreeable, strive to preserve order and harmony

Passive-aggressive conflict cultures

Passive and disagreeable, conflict handled by refusing to participate

Expert Power

Power due to control because of knowledge, skills, or expertise

Referent Power

Power due to control because subordinates respect, admire, and identify with the leader

Informational Power

Power due to control over information

Coercive Power

Power due to control over punishments

Reward Power

Power due to control over rewards

Persuasive Power

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

Legitimate power

Power due to the position of authority held

Active resistance

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

Passive resistance

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

Consultation

Requesting someone's advice to solve a problem

Strategic leadership

Requires that leaders be capable of understanding the complexities of both the organization and its environment and leading change in the organization to achieve and maintain a superior alignment between the organization and its environment

Disagreeable conflict management norms

Resolve conflict competitively

Agreeable conflict management norms

Resolve conflict in cooperative manner

Active conflict management norms

Resolve conflict openly

Integrating employees

Segmenting employees into divisions, functional areas, or groups -Direct contact -Liaison role -Task force -Cross-functional teams

Prebureaucratic structure

Smaller organizations with low standardization, total centralization, and mostly one-on-one communication

Hersey and Blanchard Model

Suggests that appropriate leader behavior depends on the "readiness"of followers - As follower readiness (i.e., subordinate's degree of motivation, competence, experience, and interest in accepting responsibility) improves, the leader's relationship style should change from telling to selling to participation to delegating - The leader's task behavior (initially high) should diminish over time

The leader-member exchange (LMX) model (Graen and Dansereau)

Suggests that leaders form unique independent relationships with each of their subordinates - Each superior-subordinate pair is termed a "vertical dyad" - Supervisors establish a close working relationship with a small number of trusted subordinates referred to as the "in-group" - In-group receives special duties requiring more responsibility and autonomy, may receive special privileges

organizational culture

System of shared values, norms, and assumptions that guides employees/members attitudes and behaviors

Division of labor

The extent to which employees specialize or generalize

Culture of inclusion

The extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minorities are questioned - An important aspect of diversity management - Pro-diversity cultures are related to lower turnover and reduced absenteeism

Formalization

The extent to which organizational rules, procedures, and communications are written down and closely followed

Organizational structure

The formal system of task, reporting, and authority relationships within which an organization does its work

Span of Control

The number of people reporting directly to an individual

Impression management

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

Organizational design

The process of selecting and managing aspects of organizational structure and culture to enable the organization to achieve its goals

Transformational leadership

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

Organizational chart

The visual representation of an organization's structure

Workforce Demographics

Traditionalists, Baby Boomer, Generation X, Millennials, Generation Z

Pressure

Using coercion or persistent follow-up or reminders to gain influence

Rational persuasion

Using logic and facts to persuade someone

Organizational chart - wide span of control

When an organization uses a relatively wider span of control, such as the organization illustrated here, its structure has fewer levels and it tends to be somewhat "flat."

Acquiring Power

Your power is greater if the things you control are: Important, Rare, Without substitute

Centralization

the degree to which power and decision-making authority are concentrated at higher levels of the organization rather than distributed

Hierarchy

the degree to which some employees have formal authority over others