management final
level 5: executive
level 5--builds excellence through dedication and humility
reinforcement theory
looks at the relationship between behavior and its consequences
making progress principle
making progress toward meaningful goals and is a key to high motivation
job rotation
moves employees systematically from one job to another to provide variety and stimulation
strengths
natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide everyone with his or her best tools for accomplishment and satisfaction
the acquired needs theory developed by David McClelland proposes that certain types of needs are acquired during the individual's lifetime including the following:
need for achievement, need for affiliation, need for power
a simple model of motivation:
need, behavior, rewards, feedback
intrinsic, pain/fear
negative approach: tap into self doubts
extrinsic, pain/fear
negative approach: threats and punishments
passive followership
neither critical, independent thinking nor active participation
self-actualization needs
opportunities for advancement, autonomy, growth, creativity
conformist followership
participates actively but doesn't use critical thinking skills
alienated followership
passive, yet independent, critical thinker
global team
a cross-border team made up of members of different nationalities whose activities span multiple countries
virtual team
a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies
functional team
a manager and his or her subordinates in the formal chain of command
low directness-high intensity
a person using this approach expresses a conflict ambiguously but uses aggressive tactics like ignoring or bullying
employee engagement
people enjoy their jobs, contribute enthusiastically, and feel a sense of belonging and commitment
high directness-high intensity
a person using this approach expresses a conflict unambiguously by using aggressive or antagonistic verbal and nonverbal communication
consideration
people oriented and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust
productive output
performance and the quality and quantity of task outputs
intrinsic, pleasure/growth
positive approach: help people enjoy their work, get a sense of accomplishment
extrinsic, pleasure/growth
positive approach: rewards such as pay raises, bonuses, praise
legitimate power
power coming from a formal management position in an organization and the authority granted to it
empowerment
power sharing, the delegation of power and authority to subordinates in an organization
goal-setting theory
proposes that managers can increase motivation and enhance performance by setting specific, challenging goals, and then helping people track their progress toward goal achievement by providing timely feedback
maslow's hierarchy of needs theory proposes that people are motivated by the following (lower to higher needs):
psychological needs, safety needs, belongingness needs, esteem needs, self-actualization needs
E -> P expectancy
putting effort into a given task leads to higher performance
esteem needs
recognition, approval, high status, increased responsibilities
work redesign
refers to altering jobs to increase both the quality of employees' work experience and their productivity
conflict
refers to an antagonistic interaction in which one party attempts to block the intentions or goals of another
job enrichment
refers to incorporating high-level motivators into the work
authentic leadership
refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity
motivation
refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action
behavior modification
refers to the set of techniques by which reinforcement theory is used to modify human behavior
social facilitation
refers to the tendency for the presence of others to enhance one's performance
employee growth-need strength
relates to the idea that people have different needs for growth and development
avoidance learning
removal of an unpleasant consequence once a behavior is improved
Leadership Grid
a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles
styles of followership
alienated, conformist, pragmatic survivor, passive, effective
expert power
results from a person's special knowledge or skill regarding the tasks being performed
safety needs
safe work, fringe benefits, job security
an executive who prioritizes the organization's mission and the needs of subordinates, rather than ego gratification and personal success, can be described as a ___________.
servant leader
core job dimensions include...
skill variety, task identity, task significance, autonomy, and feedback.
law of effect
states that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends to not be repeated
the impact of charismatic leaders comes from the following:
stating a lofty vision, displaying an ability to understand and empathize with followers, empowering and trusting subordinates to accomplish results
reward power
stems from the authority to bestow rewards on other people
expectancy theory
suggests that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards
the capacity to adapt and learn
the ability of teams to bring greater knowledge and skills to job tasks and enhance the potential of the organization to respond
leadership
the ability to influence people toward the attainment of goals
positive reinforcement
the administration of a pleasant consequence following a desired behavior
job design
the application of motivational theories to the structure of work
traits
the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance
influence
the effect a person's actions have on the attitudes, values, beliefs, or behavior of others
stages of team development: adjourning
the emphasis is on wrapping up and gearing down
interactive leadership
the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority
the starting point for Fiedler's theory is the extent to which...
the leader's style of task-oriented or relationship (people)-oriented.
stages of team development: performing
the major emphasis is on problem solving and accomplishing the assigned task
power
the potential ability to influence the behavior of others
intrinsic rewards
the satisfactions that a person receives in the process of performing a particular action
personal satisfaction
the team's ability to meet the personal needs of its members
extinction
the withholding of a positive reward
servant leader
transcends self-interest to serve others, the organization, and society
team norms
an informal standard of conduct that is shared by team members and guides their behavior
reinforcement
anything that causes a certain behavior to be repeated or inhibited
avoiding style (no way)
appropriate when an issue is trivial, when a delay to gather more information is needed, or when a disruption would be costly
comprising style (halfway)
appropriate when the goals are equally important, when opponents have equal power, or when under time pressure
disruptive negotiation
assumes that the size of the "pie" is fixed, and each party attempts to get as much of it as possible
true or false: conflict that is too strong, that is focused on personal rather than work issues, or that is not managed appropriately can be damaging to the team's morale and productivity.
true
true or false: management and leadership reflect two different sets of qualities and skills that frequently overlap within a single individual.
true
true or false: mild conflict can be beneficial to teams and helps prevent groupthink.
true
true or false: the traditional manager's power comes from the organization.
true
self-managed teams
typically consist of 5 to 20 multiskilled workers who rotate jobs to produce an entire product or service or at least one complete aspect or portion of a product or service
accommodating style (your way)
used when issue is more important, when building social credit, or when harmony is especially important
dominating style (my way)
useful when quick, decisive action is vital
level 2: team member
contributing--contributes individually; works well in group
psychological safety
conversational turn-taking + active listening
job characteristics model consists of three major parts:
core job dimensions, critical psychological states, and employee growth-need strengths
neutralizer
counteracts the leadership style and prevents the leader from displaying certain behaviors
job enlargement
creates broader jobs so that people perform a variety of activities
effective teams can provide many advantages:
creativity and innovation, improved quality, speed of response, higher productivity and lower costs, enhanced motivation and satisfaction
Robert E. Kelley conducted extensive interviews and came up with five follower styles, which are categorized according to two dimensions:
first dimension is the quality of independent, critical thinking versus dependent, uncritical thinking. the second dimension of follower style is active versus passive behavior.
Fiedler considered a person's leadership style to be relatively _______ or _______ to change; therefore, the basic idea is to match the leader's style with the situation most favorable for his or her effectiveness.
fixed; difficult
motivators
focus on high-level needs and include achievement, recognition, responsibility, and opportunity for growth
situational model of leadership
focuses attention on the characteristics of followers in determining appropriate leadership behavior
equity theory
focuses on individuals' perceptions of how fairly they are treated relative to others
in organizations, servant leaders operate on two levels:
for the fulfillment of their subordinates' goals and needs and for their realization of the larger purpose or mission of their organization
stages of team development
forming, storming, norming, performing, adjourning
herzberg's two-factor theory
found work characteristics associated with dissatisfaction were quite different from those pertaining to satisfaction
alderfer's ERG theory proposed that movement up the hierarchy reflects a ____________.
frustration-regression principle
extrinsic rewards
given by another person, typically a manager, and include promotions, praise, and pay increases
psychological needs
heat, air, base salary
what do you think is the most constructive way to express conflict?
high directness-low intensity
early research looked at leaders who had achieved a level of greatness. it found a _______ relationship between personal traits and leader success. the appropriateness of a trait or set of traits depends on the __________.
weak; leadership situation
low directness-low intensity
with this approach, a person expresses conflict in an ambiguous, low-key way, like withholding information or missing deadlines
high directness-low intensity
with this approach, communication is also unambiguous, but the person uses a low voltage style
although both men and women can practice interactive leadership, research indicates that _______ style of leadership is typically different from that of most _____ and is particularly suited to interactive leadership.
women's; men
belongingness needs
work groups, clients, coworkers, supervisors
important norms relate to the following:
- psychological safety - emotional expression - social sensitivity - equal participation
reaching a win-win solution
- separate the people from the problem - focus on underlying interests, not current demands - listen and ask questions - insist that results be based on objective standards
determinants of cohesiveness
- team interaction - shared goals - personal attraction to the team - presence of competition - team success
consequences of cohesiveness
higher moral and typically greater productivity
people who adopt a socioemotional role support team members' emotional needs and help strengthen the social entity:
- encourage - harmonize - reduce tension - follow - compromise
people who play a task specialist role spend time and energy helping the team reach its goals:
- initiate ideas - give opinions - seek information - summarize - energize
there are three primary reasons that teams present a dilemma for many people:
1. we must give up our independence. 2. we must put up with free riders (team members who attain benefits but do not actively contribute). 3. teams are sometimes dysfunctional.
team size is usually between ____ and ____ people.
3; 6
two types of behavior that have been identified as applicable to effective leadership are...
task-oriented behavior and people-oriented behavior.
initiating structure
the extent to which the leader is task-oriented and directs subordinate work and activities toward goal attainment
Robert R. Blake and Jane S. Mouton of the University of Texas proposed a two-dimensional theory called the Managerial Grid, which was later restated by Robert R. Blake and Anne Adams McCanse as the _________.
Leadership Grid
team
a unit of two or more people who interact and coordinate their work to accomplish a common goal to which they are committed and hold themselves mutually accountable
coercive power
authority to punish or recommend punishment
collaborating style (our way)
enables both parties to win
top five qualities for follower:
honest, competent, dependable, cooperative, loyal
top five qualities for leaders:
honest, competent, forward-looking, inspiring, intelligent
a key characteristic of level 5 leaders is an almost complete lack of ego (_______) coupled with a fierce resolve to do what is best for the organization (______).
humility; will
punishment
imposition of unpleasant outcomes
hygiene factors
involve the presence or absence of job dissatisfiers
substitute for leadership
makes the leadership style unnecessary or redundant
task conflict
refers to disagreements among people about the goals to be achieved or content of the tasks to be performed
relationship conflict
refers to interpersonal incompatibility that creates tension and personal animosity among people
work team effectiveness is based on three outcomes:
productive output, personal satisfaction, the capacity to adapt and learn
stages of team development: forming
orientation and getting acquainted; uncertainty is high and members usually accept whatever power or authority is offered by either formal or informal leaders.
contingency approaches
explore how the organizational situation influences leader effectiveness
frustration-regression principle
failure to meet a high-order need may cause a regression to an already fulfulled lower-order need
stages of team development: norming
conflict is resolved, and team harmony and unity emerge
interpersonal influence tactics
1. Use rational persuasion 2. Make people like you 3. Rely on the rule of reciprocity 4. Develop allies 5. Ask for what you want 6. Appeal to higher authority
advantages of virtual teams
1. ability to assemble the most talented group of people 2. diversity 3. eliminates travel
integrative negotiation
based on a win-win assumption in that all parties want to come up with a creative solution that can benefit both sides
pragmatic survivor followership
behavior depends on which style fits with the prevalent situation
humility
being unpretentious and modest rather than arrogant and prideful
effective followership
both a critical, independent thinker and active in the organization
challenges of virtual teams
building rapport and trust
charismatic leader
can inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice
level 1: individual
capable--contributes talent, skills, knowledge
the most common methods for reducing a perceived inequity are...
changing work effort, changing outcomes, changing perceptions, and changing jobs.
transformational leaders are like _________ leaders. they are distinguished by their special ability to bring about innovation and change.
charismatic
transactional leaders
clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates
referent power
comes from an individual's personal characteristics that command others' identification, respect, and admiration so they wish to emulate that individual
level 3: manager
competent--manages team members and assets to reach set objectives
causes of conflict
competition over resources, communication breakdowns, trust issues
level 4: leader
effective--stimulates high standards; champions dedication to vision
expectancy theory is based on the relationship among the individual's ________, the individual's _________, and the desirability of outcomes associated with high performance.
effort; performance
content theories
emphasize the needs that motivate people
cross-functional team
employees from about the same hierarchical level but different areas of expertise
the concept of leadership evolves as the needs of organizations change and may be affected by the following:
ethical and economic difficulties, corporate governance concerns, globalization, changes in technology, new ways of working, shifting employee expectations, significant social transitions
alderger's ERG theory proposes three levels of needs:
existence, relatedness, and growth
critical psychological states include...
experienced meaningfulness of the work, experienced responsibility, and knowledge of actual results.
process theories
explain how people select behavioral actions to meet their needs and determine whether their choices were successful
stages of team development: storming
individual personalities emerge
personal power most often comes from (internal/external) sources, such as an individual's special knowledge or personal characteristics.
internal
five common dysfunctions of teams
lack of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results
