MGMT Test 2

What is Leadership? - "Good" vs. "Bad" leaders - diff between leadership and management

- A leader is one who influences others to attain goals - The greater the number of followers the greater the influence - "Good" vs. "Bad" leaders - quality of good leaders: high EQ, kindness, etc. A core value of a bad leader is someone who just doesn't care: not about employees, the job or anything. - Difference between leadership and management = As a leader there is more emotions and purpose is more important while management is purely tasks. If you lead really well it will make up for deficiencies in other areas, but if you mess up leadership it will be really hard for people to buy into your strategy. - "Outstanding Leaders combine good strategic substance and effective interpersonal processes to formulate and implement strategies the produce results and sustainable competitive advantage."

Managing mistakes

- Admit you messed up, own it, and move on. - How managers react to people's mistakes has a big impact on motivation. Punishment is appropriate sometimes, as when people violate the law, ethical standards, safety rules, or standards of interpersonal treatment, or when they perform like a slacker. But sometimes managers punish people when they shouldn't—when poor performance isn't the person's fault or when managers take out their frustrations on the wrong people.

1. Leader effectiveness

- All of the other aspects lead to leader effectiveness - Leaders need to be effective to lead well

1. Positive Reinforcement

- Applying a positive consequence that increases the likelihood that the person will repeat the behavior that led to it. Examples of positive reinforcers include a boss thanking an employee, letters of commendation, favorable performance evaluations, and pay raises. - Do something well and get rewarded, this can inspire them to do it again and also motivates the team.

4. Model behaviors of followers

- Behavior Approach: A leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit -Task performance behaviors are the leader's efforts to ensure that teams, organizations, or individuals achieve their work goals. - In exhibiting group maintenance behaviors, leaders take action to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group.

Cohesiveness, Performance norms and group performance

- CHART on slide 17 - Performance Norms: Shared beliefs about how people should think and behave. - Cohesiveness: ideally it is good, people work together well. Maybe only need directions once. How attractive the team is to its members, how much you want to be on the team.

Managing Outward - Gatekeeping - Informing - Probing - Parading

- Chart on slide 19 - Gatekeeping: A team member who keeps abreast of current developments and provides the team with relevant information - Informing: A team strategy that entails making decisions with the team and then informing outsiders of its intentions. - Probing: A team strategy that requires team members to interact frequently with outsiders, diagnose their needs, and experiment with solutions. - Parading: A team strategy that entails simultaneously emphasizing internal team building and achieving external visibility

Traditional approaches to understanding leadership.

- Chart on slide 8 1. Leader effectiveness 2. Drive 3. Leadership Motivation 4. Integrity 5. Self confidence 6. Knowledge of the business

Motivation for performance - effective managers want people to...

- Chart on slide 9 Effective Managers want people to 1. Join the organization 2. Remain in the organization 3. Come to work regularly 4. Perform 5. Exhibit good citizenship (define good citizenship = contribute to strong culture and climate of environment but on the outside you want your employees to be good people and uphold the companies reputation)

Download communication - downward com in difficult times - open book management - coaching

- Downward communication refers to the flow of information from higher to lower levels in the organization's hierarchy. Examples include a manager giving an assignment to an assistant, a supervisor making an announcement to his subordinates, and a company president delivering a talk to her management team. -Downward com in difficult times: Managers frequently need to deliver bad news, and proper downward communication can be particularly valuable during difficult times. During corporate mergers and acquisitions, people are anxious as they wonder how the changes will affect them. Ideally and ethically, top management communicates with employees about the change as early as possible. - Open book management: Practice of sharing with employees at all levels of the organization vital information previously meant for management's eyes only. - You as a leader are communicating down the organization structure. - Coaching (assigning tasks, delegating): Dialogue with a goal of helping another be more effective and achieve his or her full potential on the job

6. Knowledge of the Business

- Effective leaders have a high level of knowledge about their industries, companies, and technical matters. Leaders must be able to interpret vast quantities of information. Advanced degrees are useful in a career, but ultimately less important than acquired expertise in matters relevant to the organization.59 - If you have the above skills, you can still lead a company but you would be more effective if you had Knowledge of the business. Start learning the business right away.

3. Leadership motivation

- Great leaders have more than drive; they want to lead - leaders need to have motivation in order to motivate others. Some people are motivated purely by the title of their boss, but many people need to be motivated in other ways.

3. Norming

- Group members agree on their shared goals and norms and closer relationships developed. - Maybe you start communicating more or talking in a group chat etc.

1. Forming

- Group members attempt to lay the ground rules for what types of behavior are acceptable. - Start understanding how everyone works, maybe you ask a question first and see who answers.

3. Limitations of goal setting

- Having too many goals you don't know how to start. - If they are all far or unachievable - Or if you only have one goal and it isn't achievable - External factors outside of your control that block you from achieving it. - But even specific, challenging, attainable goals work better under some conditions than others. If people lack relevant ability and knowledge, a better course might be simply to urge them to do their best or to set a goal to learn rather than a goal to achieve a specific performance level.

2. Storming

- Hostilities and conflict arise and people Jockey for positions of power and status. - Could be short or long. - You cannot skip storming because everyone has different thoughts or ideas. - Identify what the conflicts are and then heal it so you can get past it. - Some never get out of this stage

4. Set your own goals

- If you set goals for yourself, it'll be easier for you to set goals for your team - Goal setting works for yourself as well—it's a powerful tool for self-management. Set goals for yourself; don't just try hard or hope for the best.

Horizontal Communication

- Information shared among people on the same hierarchical level. - managing horizontal communication: The need for horizontal communication is similar to the need for integration, discussed in Chapter 8. Particularly in complex environments, in which decisions in one unit affect another, information must be shared horizontally.

4. Integrity

- Integrity is the correspondence between actions and words. Honesty and credibility, in addition to being desirable characteristics in their own right, are especially important for leaders because these traits inspire trust in others -Leaders should do what is right, this will be more respected, you want to follow people and be motivated by people with high integrity.

Designating Motivating Jobs - Job rotation - Job enlargement - Job enrichment - Herzberg's 2 factor theory - Intrinsic and Extrinsic reward - The Hackman and Oldman model of job design - Empowerment

- Job rotation: Changing from one task to another to alleviate boredom - Job enlargement: Giving people additional tasks at the same time to alleviate boredom. - Job enrichment: Changing a task to make it inherently more rewarding, motivating, and satisfying - Herzberg's two factor theory: Herzberg's theory describing two factors affecting people's work motivation and satisfaction. - The Hackman and Oldman model of job design (chart in book): 1. They believe they are doing something meaningful because their work is important to other people. 2. They feel personally responsible for how the work turns out. 3. They learn how well they perform their jobs. - Empowerment: The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization - Intrinsic Reward: Reward a worker derives directly from performing the job itself - Extrinsic Reward: Reward given to a person by the boss, the company, or some other person

Managing Lateral Relationships - Managing outward - Lateral role relationships - managing conflict - conflict styles - being a mediator - electronic and virtual conflict

- Managing outward - Lateral role relationships: manage gatekeeper's, probing, parading, informing. - managing conflict: conflict can induce creativity. Mediators can be helpful. Investigate, review findings, apply solutions, follow ups. conflict styles 1. Avoidance: A reaction to conflict that involves ignoring the problem by doing nothing at all or deemphasizing the disagreement 2. Accommodation: A style of dealing with conflict involving cooperation on behalf of the other party but not being assertive about one's own interests. 3. Compromise: A style of dealing with conflict involving moderate attention to both parties' concerns. 4. Competing: A style of dealing with conflict involving strong focus on one's own goals and little or no concern for the other person's goals 5. Collaboration: A style of dealing with conflict emphasizing both cooperation and assertiveness to maximize both parties' satisfaction. -Being a mediator: A third party who intervenes to help others manage their conflict - electronic and virtual conflict: One study showed how different conflict styles affect the success of virtual teams.130 Avoidance hurt performance. Accommodation— conceding to others to maintain harmony rather than assertively attempting to negotiate integrative solutions—had no effect on performance. Collaboration had a positive effect on performance.

Interpersonal Communication - one way com - two-way com - com pitfalls mixed signals - oral and written channels

- One way communication (no reply email): A process in which information flows in only one direction—from the sender to the receiver, with no feedback loop - two-way communication: A process in which information flows in two directions—the receiver provides feedback, and the sender is receptive to the feedback - communication pitfalls (example in class with different emphasis on the words): people can misinterpret messages - mixed signals and misperception (text can come across diff than in person) - oral and written channels (once it's out there it's out there)

3. Leading and following

- Organizations succeed or fail not only because of how well they are led, but because of how well followers follow. Just as managers are not necessarily good leaders, people are not always good followers. - As a manager, you will be asked to perform the roles of both leader and follower. As you lead the people who report to you, you will report to your boss. You will be a member of some teams and task forces, and you may head others. Followers should 1. Volunteer to handle tasks. 2. Accept assignments in a willing manner 3. Exhibit loyalty 4. Voice differences of opinion 5. Offering suggestions 6. Maintain a positive attitude 7. Work effectively as a team member

Things/Terms to consider when building effective teams - Performance focus - Motivating teamwork - Member contributions - Norms - Roles -Cohesiveness

- Performance focus: The core of effective teamwork is commitment to a common purpose.62 The best teams are those that face an important performance challenge share a common understanding and appreciation of their collective purpose - Motivating teamwork: social loafing (doing less work in a group), Social facilitation effect (Working harder when in a group than when working alone) - Member contributions - Norms: Shared beliefs about how people should think and behave. Some groups are better than others at ensuring that their members behave the way the group prefers. - Roles: Different sets of expectations for how different individuals should behave. -Cohesiveness: The degree to which a group is attractive to its members, members are motivated to remain in the group, and members influence one another

Maslow's Need Hierarchy (Bottom to Top)

- Physiological - Safety - Social - Ego - Self actualization

5. Self Confidence

- Self-confidence is important for a number of reasons. The leadership role is challenging, and setbacks are inevitable. Self-confidence allows a leader to overcome obstacles, make decisions despite uncertainty, and instill confidence in others. Of course you don't want to overdo this; arrogance and cockiness have triggered more than one leader's downfall

(Mis) managing rewards and punishments

- Sometimes managers reinforce the wrong behaviors -Example from class where Pagel publicly recognized the employee at Disney for doing well but she hated it and didn't want any public recognition.

2. Stretch goals

- Targets that are particularly demanding, sometimes even thought to be impossible. -A stretch goal is goal that is harder to achieve, it is ambitious and most of the time long term

2. Member satisfaction

- Team members realize satisfaction of their personal needs. -To measure satisfaction, you could look at employee turnover, employee satisfaction surveys.

3. Member Commitment

- Team members remain committed to working together again; that is, the group doesn't burn out and disintegrate after a grueling project. Looking back, the members are glad they were involved. In other words, effective teams remain viable and have good prospects for repeated success in the future.6 -Measure by observing or paying attention to the employees, if they are going above and beyond their duties, they are probably more committed. Give them a task (you need a win), maybe if you call a Saturday workday see who complains and shows up etc.

4. Performing

- The group channels its energies into performing its tasks. - Now it is working like a well-oiled machine. - You can go backwards in stages

1. Goals that motivate

- The most powerful goals are meaningful; important purposes that appeal to people's higher values add extra motivating power - goals that are achievable - Your own success at the job is motivating. - They should me measurable. - SMART goals: S = specific, M = measurable, A = achievable, R = Results, T = timely

1. Team Productivity

- The output of the team meets or exceeds the standards of quantity and quality expected by the customers, inside and outside the organization, who receive the team's goods or services. -Different ways to measure this, time factor, results, compared to benchmark. profit etc.

3. Punishment

- administering an aversive consequence. Examples include criticizing or shouting at an employee, assigning an unappealing task, and sending a worker home without pay. -You do something wrong and get yelled at, this is a punishment.

Leadership styles (idk if we need to actually know this) - autocratic - Democratic - laissez-faire

- autocratic: A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group - Democratic: A form of leadership in which the leader solicits input from subordinates - laissez-faire: A leadership philosophy characterized by an absence of managerial decision making.

Informal Communication

- grapevine: is the social network of informal communications. Informal networks provide people with information, help them solve problems, and teach them how to do their work. You should develop a good network of people willing and able to help. - managing informal communication: The grapevine can be managed in several ways. First, the manager who hears a story that could get out of hand should talk to the key people involved to get the facts and their perspectives. Don't allow malicious gossip. Second, managers can prevent rumors from starting by explaining important events, providing facts, and working to establish open communications and trust over time.

Upload Communication

- information that flows from lower to higher levels in the organization's hierarchy. Good upward communication is important for several reasons. First, managers learn what's going on. Management gains a more accurate picture of subordinates' work, accomplishments, problems, plans, attitudes, and ideas. Second, employees gain from the opportunity to communicate upward. People can relieve some of their frustrations and gain a stronger sense of participation in the enterprise. Third, effective upward communication facilitates downward communication as good listening becomes a two-way street. - Managing upward communication: Generating useful information from below requires managers to both facilitate and motivate upward communication. They could have an open-door policy and encourage people to use it, have lunch or coffee with employees. Upward com should be rewarded or reinforced. - Receive a message going up the chain

Improving communication skills (improving receiver skills)

- listening: be a better listener -reading -observing

Improving communication skills (improving sender skills)

- presentation and persuasion skills - writing skills - language - nonverbal skills

2. Negative Reinforcement

- removing or withholding an undesirable consequence. For example, a manager takes an employee (or a school takes a student) off probation because of improved performance. - Encourages you to do well by removing the thing causing bad behavior. Probation when you pass 90 days and then you get some more benefits and stuff and the motivation is you will keep doing that good behavior. EX: Being put on academic probation is a punishment for not doing well. You did something and now somebody wants to correct it so they institute punishment, so you change the behavior. And when you change the behavior, the consequence is taken away. You are taking away a bad behavior to encourage a good behavior that removed the consequence.

2. Drive

- what is the desire for what you want to achieve. What is your passion and what goals do you want to attain. - Drive refers to a set of characteristics that reflect a high level of effort. Drive includes high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative

4. Extinction

- withdrawing or failing to provide a reinforcing consequence. When this occurs, motivation is reduced and the behavior is extinguished, or eliminated. Ways that managers may unintentionally extinguish desired behaviors include not giving a compliment for a job well done, forgetting to say thanks for a favor, and setting impossible performance goals so a person never experiences success - Ex: you have a sales person on team who consistently makes their goals but they never get benefits or recognized for that, so this behavior will be extinct. It needs to be reinforced. (rarely ever use extinction in management)

What do we want from our leader? (5 things)

1. Challenge the process = 1. example is to challenge rules that are not right. Someone didn't get paid for a benefit, so we challenge that and then put together fund ourselves. 2. Inspire a shared vision = find as shared vision to inspire others. 3. Enable others to act = don't breathe down their neck, a good leader will let you go and do the process and maybe even let you fail a little bit so you can learn from it. 4. Model the way = set an example for leaders. No one is going to do it if you are a leader and wont do it then no one else will want to do it. 5. Encourage the heart = 1. encourage them to care, the leader needs to care (you cant give what you don't have), find where their passion comes from and where their heart is.

Stages of Team Development

1. Forming 2. Storming 3. Norming 4. Performing

Setting goals

1. Goals that motivate 2. Stretch goals 3. Limitations of goal setting 4. Set your own goals

Reinforcing Performance

1. Positive reinforcement 2. negative reinforcement 3. punishment 4. Extinction - (Mis) Managing rewards and punishments - managing mistakes - providing feedback

Building Cohesiveness and High-Performance Norms

1. Recruit members with similar attitudes, values, and backgrounds 2. Maintain high entrance and socialization standards. 3. Keep the team small. 4. Help the team success, and publicize its successes (related to expectancy theory) 5. Be a participative leader. 6. Present a challenge from outside the team. 7. Tie rewards to team performance

Leading and Managing (terms to know)

1. Supervisory leadership 2. Strategic leadership 3. Leading and following 4. Model behaviors of followers

Building Effective Teams

1. Team Productivity 2. Member Satisfaction 3. Member commitment

Boundarylessness

A boundaryless organization is one that has few major obstacles to information flow. Instead of metaphorical barriers separating people and places, in "boundarylessness" organizations, ideas, information, and decisions move quickly to wherever they are needed.126 This free flow does not imply a random free-for-all of unlimited communication and information overload. It implies information available as needed moving fast and easily enough that the organization functions far better as a whole than as separate parts

Digital Communication and Social media - advtgs -dsvtgs - virtual office - managing digital load

Advtgs: - Sharing more info faster to large numbers of people - use the appropriate tech for each situation (virtual, face to face etc.) - platforms used for scheduling, meetings, reduce costs of meetings and training Dsvtgs: - inability to pick up subtle nonverbal cues from communicator - people are more willing to lie online - face to face is generally more honest, faster, and productive than virtual. Managing the digital load - volume and variety of sources of digital media can be overwhelming - separate important from non-important - take control of your time. How often you check email, social media etc. - respond to messages when you get them The virtual office -A mobile office in which people can work anywhere, as long as they have the tools to communicate with customers and colleagues.

2. Strategic Leadership

Behavior that gives purpose and meaning to organizations, envisioning and creating a positive future

1. Supervisory Leadership

Behavior that provides guidance, support, and corrective feedback for day- to-day activities.

General Model of Communication

Chart on slide 21 Person A is the sender. 1. Intended meaning 2. Encoding 3. Communication Channel Person B (Receiver) 4. Decoding 5. Perceived meaning 6. Feedback

The management process.

Chart on slide 3

Performance related beliefs - Expectancy Theory - Managerial implication of expectancy theory

Expectancy theory = A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome. - The effort to performance link = inherently we have a gauge of if I put in this much effort, I will get a certain performance. - The performance to outcome link = if I perform this way and do all I'm supposed to I should do well on my test. - Expectancy: Employees' perception of the likelihood that their efforts will enable them to attain their performance goals. - Impact on motivation = there has to be a linkage between performance and effort to be able to have the motivation to do it. Your performance should have an outcome that has value. Managerial implication of expectancy theory 1. Increase expectancy 2. Identify positively valence outcomes: Understand what people want to get out of work 3. Make performance instrumental toward positive outcomes.

3. Control over rewards

bonuses and incentives. People will work for it. If the reward is good enough your behavior will change. But they have to have the authority to do that.

Power and leadership chart

on slide 7 All lead to leader power 1. Authority 2. Control over rewards 3. Control over punishments 4. Appealing personal characteristics 5. Expertise

5. Appealing personal characteristics

soft skills, being able to talk to others, putting your foot down, being polite, communicating. It's not that people like you it is that your approach is appealing, you inspire them, they want to be around you. Helpful in getting people to stay at their job, use in your day to day.

4. Control over punishments

used as a last resort, set a standard and if they don't hit that discipline them, fire them, etc. To be used at the right time to help improve behavior.

2. Expertise

you are leading by example, if you know how to do something you do it and show it. If you know what you are doing people look up to you as a leader and they know you know what you are doing.

1. Authority

you are the boss, you approve peoples time off, you could exert this power and say do it because I am the boss