MGT 410 Exam #2

8 Theories of Satisfaction

-Maslows, Achievement Orientation, Goal setting,Operant Approach, Empowerment, Affectivity, Herzbergs Two Factor Theory, Organizational Justice

Two Types of Decision Processes a. Advocacy - Who is the strongest advocate?b. Inquiry - What are the best ideas?

1) Advocacy -Contest approach -Selective information -Test of strength -Contest approach -Persuasion, lobbying -Participants are spokespeople -Behavior -Strive to persuade -Defending position -Downplay weaknesses -Outcome: winners and losers 2) Inquiry: -Variety of Options -Rigorously Questioning -Competing ideas -Collaborative Problem Solving -Testing & Evaluation -Participants are critical thinkers -Behavior -Present balanced arguments -Remain open to alternatives -Accept constructive criticism -Outcome: Collective ownership

Two types of Conflict: a. Affective - Interpersonal focused b. Cognitive - Ideas focused

1) Affective: -Emotional• -Personal friction -Rivalries, clashing personalities 2) Cognitive: -Disagreement over ideas -Different approaches on the best way to proceed

Dealing with Resistance to Change

1) Leadership Tools 2) Management Tools 3) Power Tools

Two Types of Decisive Leadership a. Solution Oriented - b. Process Oriented -

1) Solution Oriented: What should we do? 2)Process Oriented:How should we decide?

Competing Values Framework Four Types of Organizational Culture

1)Clan culture -Has an internal focus -Values flexibility rather than stability -Encourages collaboration among employees 2)Adhocracy culture -Has an external focus -Values flexibility -Adaptable, creative, and quick to respond to changes in the marketplace 3)Market culture -Focused on the external environment -Values stability and control -Driven by competition and a strong desire to deliver results 4)Hierarchy culture -Has an internal focus -Values stability and control over flexibility -Formalized, structured work environment

What are the 5 principles of quantum team management a. and shortcomings of each

1)Manage to multiple "states" as opposed to singular outcomes. 2)Be hyper-aware of the observer effect. 3)Know when to open the box 4)Understand and create Strategic Entanglements 5)Embrace the challenge of self observation

Team Building for Work Teams

A successful intervention at the team level should: •Raise awareness about how teams really work. •Use diagnostic, instrument-based feedback so team members can have a map of where they and their teammates are currently located. •Provide a practice field for each intervention so team members can test their new behaviors in a risk-free, protected environment.

Consideration:

Being Heard

Understand the concept of quantum team management a. State of superposition and the implications for managers

Being a good manager is not about avoiding failure — it's about enabling as many different paths forward as possible for as long as possible.

3 C's of constructive conflict

Conflict, Consideration, Closure

Lewin's Model for Change

Four Implications for Leaders 1.Leaders must take time to prepare their followers for change and persuade them of the need for change. 2.No matter what, there will be resistance 3.Leaders must invest resources to support the change and allow time for it to take hold. 4.Pacing change, rather than piling one after another, will likely be more effective.

Model (M)

Four components to the model. •Environmental scanning •A vision •Setting new goals to support the vision •Identifying needed system changes -A systems thinking approach views the organization as a set of interlocking systems where changes in one system can have intended and unintended consequences for other parts of the organization. -Siloed thinking involves optimizing one part of the organization at the expense of sub-optimizing the organization's overall effectiveness.

Performance

Performance concerns behaviors directed toward the firm's mission/goals or the products or services resulting from those behaviors. -Differs from effectiveness i.e., making judgments about the adequacy of behavior based on criteria.

1) Maslow's Hierarchy of Needs

Physiological, Security Needs, Belongingness, Esteem Needs, Self Actualization Needs

Building High-Performance Teams: The Rocket Model

Prescriptive model of team building •It tells leaders what steps to take and when to take them when building new teams Diagnostic model of team building .•It helps determine where existing teams are weak and what needs to be done to get them back on track. •The Rocket Model is comprised of 8 components: -Context: What is the situation? -The Mission: What are we trying to accomplish? -Talent: Who is on the bus? -Norms: What are the rules? -Buy-In: Is everyone committed and engaged? -Power: Do we have enough resources? -Morale: Can't we all just get along? -Results: Are we winning?

Leader Characteristics

Several common threads exist in the behavior and style of both charismatic and transformational leaders .•An imaginative, future-oriented vision •Superb rhetorical skills •An ability to build a particular kind of image in the hearts and minds of followers and to build trust by showing commitment to followers' needs •A personalized leadership style

Chapter 12

The situation often explains more about what is going on and what kinds of leadership behaviors will be best than any other single variable. •Historically, great leaders emerge during social upheavals or economic crises.

Closure:

When to Decide, and How to Communicate

Motivation

is anything that provides direction, intensity, and persistence to behavior. -Not observable; must be inferred from behavior.

Job Satisfaction

is how much one likes a specific kind of job or work activity. -Satisfied workers engage in organizational citizenship behaviors.

The Nature of Groups

•A group is two or more persons interacting with one another in a manner that each person influences and is influenced by each other person. -This definition incorporates the concept of reciprocal influence between leaders and followers. -Group members interact and influence each other. -The definition does not constrain individuals to only one group •Although groups play a pervasive role in society, most people spend little time thinking about the factors that affect group processes and intragroup relationships.

Coaching

•According to Peterson and Hicks, coaching is the "process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more successful." •Good coaches: -Orchestrate rather than dictate development. -Help followers clarify career goals. -Identify and prioritize development needs. -Create and stick to development plans. -Create environments that support learning and coaching. The coaching process of Peterson and Hicks involves five steps. 1.Forging a partnership built on trust 2.Inspiring commitment by conducting a GAPS analysis 3.Growing skills by creating development and coaching plans 4.Promoting persistence by helping followers stick to their plans 5.Transferring skills by creating a learning environment

1) Affectivity

•Affectivity refers to one's tendency to react to stimuli in a consistent emotional manner, either positively or negatively. -People with negative affectivity tend to focus on the disadvantages of a situation. -People with positive affectivity tend to have optimistic approaches in new situations. •Research suggests that leadership initiatives may not be effective on a person's job satisfaction if their affective disposition is either extremely positive or negative.

Chapter 14(Leadership and Change)

•Although leading change is perhaps the most difficult challenge facing any leader, it may be the best differentiator of managers from leaders and of mediocre from exceptional leaders. •The best leaders are those who recognize the situational and follower factors inhibiting or facilitating change, paint a compelling vision of the future, and formulate and execute a plan that moves their vision from a dream to reality.

2) Achievement Orientation

•Atkinson proposed that a person's tendency to exert effort toward task accomplishment depends partly on the strength of his/her motivation to achieve success (i.e., achievement orientation). •McClelland said that individuals with a strong need for achievement strive to accomplish socially acceptable endeavors and activities. •Achievement orientation is a component of the Five Factor Model or OCEAN model of personality dimension of conscientiousness .•Achievement orientation is often a key success factor for people who advance to the highest levels of organizations.

The Rational Approach to Organizational Change

•Beer's model asserts that organizational change is a systematic process and large-scale changes can take months/years to implement. •The model acts as a road map for implementing organizational change and a diagnostic tool for understanding why change initiatives fail.

Virtual Teams

•Challenges are associated with leading geographically dispersed teams (GDTs), also known as virtual teams .•Research shows that five major areas need to change for global teams to work. -Senior management leadership-Innovative use of communication technology -Adoption of an organization design that enhances global operations -Prevalence of trust among team members -The ability to capture the strengths of diverse cultures, languages, and people

The Environment

•Change has become so fast and so pervasive that it impacts virtually every organization everywhere, and everyone in them. •VUCA describes this new state of affairs: volatile, uncertain, complex, and ambiguous. •It is critical for leaders to have an understanding of societal culture and the associated beliefs, characteristics, and customs. •Societalculture refers to those learned behaviors characterizing the total way of life of members within any given society. •Business leaders in the global context need to become aware and respectful of cultural differences and cultural perspectives.

Follower Characteristics

•Charisma is probably more a function of the followers' reactions to a leader than of the leader's personal characteristics .•Four unique characteristics of the reactions that followers have toward leaders: -Identification with the leader and the vision -Heightened emotional levels -Willing subordination to the leader -Feelings of empowerment

The Emotional Approach to Organizational Change

•Charismatic leaders are passionate, driven individuals who are able to paint a compelling vision of the future .•The combination of a compelling vision, heightened emotional levels, and strong personal attachments often compels followers to put forth greater effort to meet organizational or societal challenges. •Charismatic movements can result in positive or negative organizational or societal changes.

Principles of Effective Delegation

•Decide what to delegate •Decide whom to delegate to •Make the assignment clear and specific •Assign an objective, not a procedure •Allow for autonomy while monitoring performance •Give credit, but don't blame

Delegating

•Delegation gives the responsibility for decisions to those individuals most likely to be affected by or to implement the decision. •Delegation is more concerned with autonomy, responsibility, and follower development than with participation. •Research shows that leaders who delegate skillfully tend to have more satisfied and higher -performing work groups, teams, or committees. Why is delegating important? •Delegation frees time for the leader to perform other activities .•Delegation develops followers by providing them with practical experience in a controlled fashion. •Delegation strengthens the organization by signaling that subordinates are trusted and their development is important, which increases job satisfaction levels.

Common Reasons for Avoiding Delegation

•Delegation takes leaders too much time in the short run, although it saves time in the long run. •Delegation is risky because it reduces the leader's direct control over work that will be evaluated. •Leaders fear the job will not be done properly. •Leaders may resist delegating tasks that are a source of power or prestige. •Leaders may feel guilty about delegating because people are already too busy.

5) Empowerment

•Empowerment has two key components: -Leaders delegate leadership and decision making down to the lowest level possible. -Leaders equip followers with the resources, skills, and knowledge necessary to make good decisions.

Dissatisfaction (D)

•Followers who are relatively content are not apt to change; malcontents are more likely to do something to change the situation. •Follower's emotions are the fuel for organizational change, and change often requires a considerable amount of fuel. •The key for leadership practitioners is to increase dissatisfaction to the point where followers are inclined to take action, but not so much that they decide to leave the organization.

Setting Goals

•For goals to be achievable, they should have the following characteristics .-Specific -Observable -Attainable -Challenging -Supported by actual commitment -Accompanied by feedback

3) Goal Setting

•From the leader's perspective, goal setting involves setting clear performance targets and helping followers create systematic plans to achieve them .•According to Locke and Latham, goals are the most powerful determinants of task behaviors -Goals that were both specific and difficult resulted in consistently higher effort and performance when contrasted to "do your best" goals. -Goal commitment is critical. -Followers exerted the greatest effort when goals were accompanied by feedback; followers getting goals or feedback alone generally exerted less effort. •A leader's implicit and explicit expectations about goal accomplishment can affect the performance of followers and teams. -The Pygmalion effect occurs when leaders express high expectations for followers. These expectations alone lead to higher-performing followers and teams. -The Golem Effect occurs when leaders have little faith in their followers' ability to accomplish a goal. These expectations result in a self-fulfilling prophecy and low performance. •Leaders wanting to improve individual/team performance should set high but achievable goals and express confidence in their followers.

The GLOBE Study

•GLOBE, the Global Leadership and Organizational Behavior Effectiveness Research Program, is based on implicit leadership theory. -Individuals have implicit beliefs/assumptions about attributes/behaviors that distinguish leaders from followers, effective leaders from ineffective leaders, and moral from immoral leaders .-Relatively distinctive implicit theories of leadership characterize different societal cultures from each other as well as organizational cultures within those societal cultures, i.e., culturally endorsed implicit theories of leadership (CLT). GLOBE identified 6 dimensions for assessing CLT across all global cultures. -Charismatic/value-based leadership inspires, motivates, and expects high performance from others on the basis of firmly held core values. -Team-oriented leadership emphasizes effective team building and implementation of a common goal. -Participative leadership is the degree that managers involve others in making/implementing decisions. -Humane-oriented leadership is supportive. -Autonomous leadership is independent leadership. -Self-protective leadership focuses on ensuring the security of the individual or group member.

Group Cohesion

•Group cohesion is the sum of the forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it—the glue that keeps a group together .•Highly cohesive groups interact with and influence each other more than less cohesive groups. -Greater cohesiveness does not always lead to higher performance. -Highly cohesive groups may have lower absenteeism and lower turnover. -Highly cohesive groups sometimes develop goals contrary to the larger organization's goals. •Overbounding: Tendency of highly cohesive groups to erect what amount to fences or boundaries between themselves and others. •Groupthink: People in highly cohesive groups often become more concerned with striving for unanimity than in objectively appraising different courses of action .•Ollieism: When illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders.

Chapter 10

•Groups and teams are different than solely the skills, abilities, values, and motives of those who comprise them. •Groups and teams have their own special characteristics. •Groups are essential if leaders are to impact anything beyond their own behavior. •Group perspective looks at how different group characteristics can affect relationships both with the leader and among the followers.

2) Herzbergs Two Factor Theory

•Herzberg's research did not assume that the things that dissatisfied people were always the opposite of what satisfied them. •Herzberg identified two factors of satisfaction.-The factors that led to satisfaction at work were labeled motivators.-The factors that led to dissatisfaction at work were labeled hygiene factors. •According to two-factor theory, efforts directed toward improving hygiene factors will not increase followers' motivation or satisfaction.

Leadership Prescriptions of the Model

•Ideally, a team should be built like a house or an automobile. -Start with a concept -Create a design. -Engineer it to do what you want it to do. -Manufacture it to meet those specifications. •Three critical functions for team leadership: -Dream-Design-Development

Group Size

•Leader emergence is partly a function of group size. •As groups become larger, cliques are more likely to develop .•Group size can affect a leader's behavioral style.-Leaders with a large span of control tend to be more directive, spend less time with individual subordinates, and use impersonal methods to influence followers. -Leaders with a small span of control tend to show more consideration and use personal approaches to influence followers. •Group size affects group effectiveness.

Implications

•Leaders should expect to face a variety of challenges to their own systems of ethics, values, or attitudes during their careers. •People holding seemingly antithetical values may need to work together, and dealing with diverse values will be an increasingly common challenge for leaders. •Leaders in particular have a responsibility not to let their own personal values interfere with professional leader-subordinate relationships unless the conflicts pertain to issues clearly relevant to the work and the organization.

Chapter 11

•Leadership skills that are important in developing others -Setting goals -Providing constructive feedback -Team building for work teams -Building high-performance teams —the Rocket Model -Delegating -Coaching

Charismatic Leadership: A Historical Review

•Max Weber maintained that societies could be categorized into one of three types of authority systems :-Traditional authority system -Legal-rational authority system -Charismatic authority system •James MacGregor Burns believed that leadership could take one of two forms: -Transactional leadership -Transformational leadership •Reframing

Five Motivational Approaches

•Motivational theories are useful in certain situations but not as applicable in others .•Leaders who know about different motivational theories are more likely to choose the right theory for a particular follower and situation. •Most performance problems can be attributed to unclear expectations, skill deficits, resource/ equipment shortages, or a lack of motivation .•Leaders have the most difficulty recognizing and correcting motivation problems.

Group Norms

•Norms are informal rules groups adopt to regulate and regularize group members' behavior. •Norms are more likely to be seen as important and apt to be enforced if they: -Facilitate group survival. -Simplify, or make more predictable, what behavior is expected of group members. -Help the group to avoid embarrassing interpersonal problems. -Express the central values of the group and clarify what is distinctive about the group's identity.

3) Organizational Justice

•Organizational justice is based on the idea that people who are treated unfairly are less satisfied, productive, and committed to their organizations and are likely to initiate collective action and engage in counterproductive work behaviors. •Organizational justice consists of 3 components. -Interactional justice is the degree that people are given information about reward procedures and are treated with dignity and respect .-Distributive justice concerns followers' perceptions of whether the level of reward or punishment is commensurate with an individual's performance or infraction. -Procedural justice relates to the process that rewards and punishments are administered.

How to Improve Your Skills

•Providing clear, unemotional feedback about behaviors•Identifying specific behaviors that are positive or negative •Providing descriptive feedback that avoids inferences •Giving timely feedback •Being flexible about when and how •Giving both positive and negative feedback •Avoiding blame or embarrassment

An Expanded Leader-Follower-Situation Model

•Role theory: A leader's behavior depends on the leader's perceptions of critical aspects of the situation .•Multiple-influence model identifies 2 factors: -Microvariables (e.g., task characteristics) -Macrovariables (e.g., the external environment) •The three main situational levels are task, organizational, and environmental.

Follower Satisfaction

•Satisfied workers are more likely to continue working for an organization and engage in organizational citizenship behaviors. •Dissatisfied workers are more likely to be adversarial in their relations with leadership and engage in diverse counterproductive behaviors. •Employee turnover has the most immediate impact on leadership practitioners. -Functional turnover is healthy for an organization, such as when followers retire, do not fit into the organization, or are substandard workers. -Dysfunctional turnover is unhealthy and occurs when an organization's best and brightest become dissatisfied and leave.

Group Roles

•Several types of problems can impede group performance: -Dysfunctional roles -Role conflict -Intrasender role conflict -Intersender role conflict -Interrole conflict -Person-role conflict -Role ambiguity

Situational Characteristics

•Situational factors play an important role in determining whether a leader is perceived as charismatic .•Situational factors believed to affect charismatic leadership: -Crises -Social networks -Outsourcing and organizational downsizing -Time

How Tasks Vary, and What That Means for Leadership

•Task Autonomy: Degree to which a job provides an individual with some control over what is done and how it is done. •Task Feedback: Degree to which a person accomplishing a task receives information about performance from performing the task itself. •TaskStructure: Degree to which there are known procedures for accomplishing the task and rules governing how one goes about it. •Task Interdependence: Degree to which tasks require coordination and synchronization for work groups or teams to accomplish a desired goals.

Group V. Teams

•Team members usually have a stronger sense of identification among themselves than group members do. •Teams have common goals or tasks •Team members often have more differentiated and specialized roles than group members.

Problems and Challenges

•Technical problems are challenges for which the problem-solving resources already exist. -Resources have two aspects: specialized methods and specialized expertise. -Technical problems can be solved without changing the nature of the social system in which they occur. •Adaptive problems cannot be solved using currently existing resources or ways of thinking. -It can be difficult reaching a common definition of what the problem really is. -Adaptive problems can only be solved by changing the system itself. -Adaptive problems, which involve people's values, require adaptive leadership for solutions.

Team Leadership Model

•The Team Leadership Model (TLM) consists of three components: -Input -Process -Output •The TLM is a mechanism to: -Identify what a team needs to be effective. -Point the leader either toward roadblocks or toward ways to make the team even more effective than it already is.

Process (P)

•The change initiative becomes tangible and actionable because it consists of the development and execution of the change plan. •Change will only occur when the action steps outlined in the plan are actually carried out .•The best way to get followers committed to a change plan is to have them create it. •Leaders who address shifts in styles and inappropriate behaviors in a swift and consistent manner are more likely to succeed with their change initiatives.

Providing Constructive Feedback

•The development of good feedback skills is related to developing good communication, listening, and assertiveness skills. •To give good feedback, the provider must: -Be clear about the purpose. -Choose an appropriate context and medium. -Send proper nonverbal signals. -Try to detect emotional signals from the recipient. -Be somewhat assertive in providing it.

Resistance (R)

•The expectation-performance gap is the difference between initial expectations and reality. •If not managed properly, it can spark resistance (R), causing followers to revert back to old behaviors and systems to get things done. •Leaders can help followers deal with their frustration by setting realistic expectations, demonstrating a high degree of patience, and ensuring that followers gain proficiency with the new systems and skills as quickly as possible.

4) Operant Approach

•The operant approach utilizes the following components to change the direction, intensity, or persistence of behavior .-Reward -Punishment -Contingent rewards and punishments (motivation) -Noncontingent rewards and punishments -Extinction •Using operant principles to improve followers' motivation and performance requires several steps. -Clearly specify what behaviors are important.-Determine if those behaviors are currently being punished, rewarded, or ignored. -Find out what followers find rewarding and punishing. -Be wary of creating perceptions of inequity when administering individually tailored rewards. -Do not limit oneself to administering organizationally sanctioned rewards and punishments. -Administer rewards and punishments in a contingent manner whenever possible.

A Theory of Organizational Culture

•The values depicted on opposite ends of each axis in the Competing Values Framework are inherently in tension with each other. •An organization's culture represents a balance between these competing values. •People tend not to be consciously aware of their own organization's culture. •The framework helps organizations be more deliberate in identifying a culture more likely to be successful given their respective situations, and in transitioning to it.

Effective Team Characteristics and Team Building

•There are several key characteristics of effective teams .-Teams have a clear mission and high performance standards. -Leaders often evaluate equipment, training facilities, and available outside resources. -Leaders spend a considerable amount of time assessing the technical skills of team members. -Leaders work to secure the resources and equipment necessary for team effectiveness. -Leaders spend time planning and organizing in order to make optimal use of available resources. -Teams have high levels of communication, which minimize interpersonal conflicts. •The following four variables need to be in place for a team to work effectively: -Task structure -Group boundaries -Appropriate norms -Authority •Hackman and Ginnett developed the concept of organizational shells to help team leaders consider these four variables.

Global, Facet, and Life Satisfaction

•Three types of items are typically found on job satisfaction surveys. -Global satisfaction is the overall degree that employees are satisfied with their organization and their job. -Facet satisfaction is the degree that employees are satisfied with different aspects of work (pay, benefits, promotion policies, working hours and conditions). -Life satisfaction concerns a person's attitudes about life in general.

Bass's Theory of Transformational and Transactional Leadership

•Transformational leaders are more successful due to followers' heightened emotional levels and willingness to work toward accomplishing the leader's vision. •Transactional leaders motivate followers by setting goals and promising rewards for desired performance. •Transformational and transactional leadership comprise 2 independent leadership dimensions. •Multifactor Leadership Questionnaire (MLQ) assesses the extent of transformational or transactional leadership and the extent of followers' satisfaction with and belief in the effectiveness of their leader.

Developmental Stages of Groups

•Tuckman's stages of group development:-Forming, Storming, Norming, Performing •These stages are important because:-People are in many more leaderless groups than they realize. -There are potential relationships between leadership behaviors and group cohesiveness and productivity. •Gersick studied project teams and identified punctuated equilibrium, which suggests that teams do not start work immediately as described by Tuckman.