MGMT 340 Final
servant leadership
Followers are first rather than leaders: Creating value for the community; empowering; putting subordinates first; behaving ethically; helping subordinates succeed; emotional healing
The roles mentors plays
Mentors provide -Career support (Mentors may be effective not because of the functions they provide, but because of the resources they can obtain.) -Social support -Are role models for mentees
The trait approach does have something to offer: Leaders ...
Who like being around people and are able to assert themselves (extraverted), Who are disciplined and able to keep commitments they make (conscientious), and who are creative and flexible (open to experience)
conflict stimulation techniques
- Bringing-in outsiders - Restructuring the organization - Appointing a devil's advocate
The Traditional View of Conflict
-Assumed all was BAD and TO BE AVOIDED. -Viewed negatively and discussed with such terms violence, destruction, and irrationality. -Conflict was a dysfunctional outcome resulting from: 1) poor communication, 2) a lack of openness and trust between people, and 3) the failure of managers to be responsive to the needs and aspirations of their employees.
Contrast leadership and management
-Not all leaders are managers nor are all managers leaders. -Nonsanctioned leadership is often as important or more important than formal influence.
Bargaining zone (= Settlement range)
-Range between one party's minimum reservation point and the other party's maximum reservation point. -A range of settlements that are better for both parties than what they would achieve if an impasse occurred
chain of command
-Once a cornerstone in design of organizations, "an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom." -Two complementary concepts: authority and unity of command. Authority Unity-of-command -Less relevant today because of technology and the trend of empowering employees. Operating employees make decisions previously reserved for management. The popularity of self-managed and cross-functional teams.
Consequences of Stress
-Physiological Symptoms: research supports the link between job stress and poor health. -Psychological Symptoms: job dissatisfaction is an obvious cause of stress. -Behavioral Symptoms: reductions in productivity, absence, turnover, as well as changes in eating habits, increased smoking and/or consumption of alcohol, rapid speech, fidgeting, and sleep disorders
Strategic Essentials
-BATNA: best alternative to negotiation agreement - what the party will get (give up) if negotiation reach an impasse. -Reservation price/ Resistance point- the most the party is willing to give or the least it is willing to take in an agreement. -Target point - what the party wants to achieve -First offers: Making the first offer shows power; individuals in power are much more likely to make initial offers, speak first at meetings, and thereby gain the advantage - Anchoring Bias!!!People tend to fixate on initial information. Once that anchoring point has been set, they fail to adequately adjust it based on subsequent information. A savvy negotiator sets an anchor with the initial offer, and scores of negotiation studies show that such anchors greatly favor the person who sets them.
Types of Stress
-Challenge-related stress may be positive, or what is known as eustress, or "good stress" ex. you becoming a new leader -Hindrance-related stress Results from constraining job experiences Lessens loyalty, increases job search and intentions to quit, and negatively affects learning
Transactional Leader charachertistcs
-Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance recognizes accomplishments. -Management by Exception (active): Watches and searches for deviations from rules and standards take corrective action. -Management by Exception (passive): Intervenes only if standards are not met. -Laissez-Faire: Abdicates responsibilities, avoids making decisions.
Kotter's 8-step model
-Elaborates on Lewin's model of change and provides specific guidelines for changing organizations -Each step builds on the previous one.
Ethical leadership
-Ethical leaders foster moral virtue when they try to change the attitudes and behaviors of followers. -Unethical leaders use their charisma to enhance power over followers, directed toward self-serving ends. An example, when leaders give themselves large bonuses while they seek to cut costs by laying off long-time employees. Ethical leadership: 4 components
individual sources of resistance to change
-Habit—To cope with life's complexities, we rely on habits or programmed responses. But when confronted with change, this tendency to respond in our accustomed ways becomes a source of resistance. -Security—People with a high need for security are likely to resist change because it threatens their feelings of safety. -Economic factors—Changes in job tasks or established work routines can arouse economic fears if people are concerned that they won't be able to perform the new tasks or routines to their previous standards, especially when pay is closely tied to productivity. -Fear of the unknown—Change substitutes ambiguity and uncertainty for the unknown. -Selective information processing—Individuals are guilty of selectively processing information in order to keep their perceptions intact. They hear what they want to hear, and they ignore information that challenges the world they've created.
Transformational Leader charachertics (4 I's)
-Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust. -Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. -Intellectual Stimulation: Promotes intelligence, rationality, and careful problem-solving. -Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.
Transformational Behaviors: The 4 I's
-Idealized influence. Being admired and respected by followers is the core of this leadership component. They are seen as change agents in the organization. -Inspirational motivation. Leaders inspire others to work hard toward organizational goals by providing challenge. They are positive and upbeat and get others to feel optimistic. -Intellectual stimulation. Transformational leaders encourage innovation and new ideas. They listen to followers openly and don't criticize novel solutions to problems. -Individualized consideration. Transformational leaders treat each follower as a unique person. They get to know people one-on-one and mentor them.
Situational Leadership Theory (Hersey and Blanchard)
-Situational leadership is a contingency theory that focuses on THE FOLLOWERS. -Successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers' readiness. -Follower readiness refers to "the extent to which people have the ability and willingness to accomplish a specific task."
Organizational Sources of resistance to change
-Structural inertia—Organizations have built-in mechanisms—such as their selection processes and formalized regulations—to produce stability. When an organization is confronted with change, this structural inertia acts as a counterbalance to sustain stability. -Limited focus of change—Organizations consist of a number of interdependent subsystems. One can't be changed without affecting the others. So limited changes in subsystems tend to be nullified by the larger system. -Group inertia—Even if individuals want to change their behavior, group norms may act as a constraint. -Threat to expertise—Changes in organizational patterns may threaten the expertise of specialized groups. Threat to established power relationships—Any redistribution of decision-making authority can threaten long-established power relationships within the organization.
Main Types of Training
-Types of Training Basic skills Technical skills Problem-solving skills Interpersonal skills -In addition, we consider: Civility training Ethics training
Written tests
-Typically tests of intelligence, aptitude, ability, interest, and integrity. -Intelligence tests are particularly good predictors for jobs that require cognitive complexity. -Evidence shows that these tests are good predictors, but care should be taken to use the "right" test.
coping strategies
-behavorial method/problem-focused: working harder, seeking assistance, aquring more resources. -Emotion focused/Behavorial methods: engaging in non work activites, seeking support, venting anger -Cognitve methods/problem-focused: Planning and organizing, focusing on job duties, take one step at a time. -emotion focused/cognitve methods: tell yourself you can always come through, escape and detachment, convinve yourself work doesnt matter.
Common negotiation pitfalls
-fixed pie myth: The pie can be expanded!escalating commitment -over confidence: Always try to understand the merits of the other party's position as well. -Escalating Commitment: Taking a stand forces sticking to it. Self-discipline is needed -Too much telling and not enough active listening: Seek to be understood, but also, to understand
Fiedler model: 3 dimensions of situation
1. Leader-member relations is the degree of confidence, trust, and respect that members have in their leader. 2. Task structure is the degree to which the job assignments are regimented (that is, structured or unstructured). 3. Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases
the Five Steps of the Negotiation Process
1. Preparation and planning Your BATNA determines the lowest value acceptable to you for a negotiated agreement. Any offer you receive that is higher than your BATNA is better than an impasse. 2. Definition of ground rules 3. Clarification and justification 4. Bargaining and problem solving 5. Closure and implementation
Key Characteristics of charistmatc leader
1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; able to clarify the importance of the vision in terms that are understandable to others. 2. Personal risk. Willing to take on high personal risk, incur high costs, and engage in selfsacrifice to achieve the vision. 3. Sensitivity to follower needs. Perceptive of others' abilities and responsive to their needs and feelings. 4. Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms
What are Kotter's Eight-Step Plan for Implementing Change
1.Establish a sense of urgency by creating a compelling reason for why change is needed. (Create Urgency) 2.Form a coalition with enough power to lead the change. (Form a powerful coaltion) 3.Create a new vision to direct the change and strategies for achieving the vision. (Create a visions for change) 4.Communicate the vision throughout the organization. (Communicate the vision) 5.Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. (Empower action) 6.Plan for, create, and reward short-term "wins" that move the organization toward the new vision. (Create quick wins) 7.Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. (Build on the change) 8.Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. (Make it stick)
Ohio State Studies - two behaviors that accounted for leadership behavior
1.Initiating structure-the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. 2.Consideration is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings.
University of Michigan's study: also came up with two behavioral dimensions
1.The employee-oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them. 2.The production-oriented leader emphasized the technical or task aspects of the job, focusing on accomplishing the group's tasks.
5 CONFLICT MANAGEMENT STYLES
5 CONFLICT MANAGEMENT STYLES: avoiding, accommodating, compromising, competing, and collaborating
•Strong culture:
A culture in which the core values are intensely held and widely shared.
Conflict transformations
A generic, comprehensive term referring to actions and processes seeking to alter the various characteristics and manifestations of violent conflict by addressing the root causes of a particular conflict over the long term.
charismatic leadership theory
A leadership theory stating that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors in others
Full Range Leadership Model
A model that depicts seven management styles on a continuum: laissez-faire, management by exception, contingent reward leadership (Transactional), individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence.(Transformational)
Accomadting (unassertive and cooperative)
A party who seeks to appease an opponent may be willing to place the opponent's interests above his or her own, sacrificing to maintain the relationship. We refer to this intention as accommodating. Supporting someone else's opinion despite your reservations about it, for example, is accommodating.
Avoiding (unassertive and uncooperative)
A person may recognize that a conflict exists and want to withdraw from or suppress it. Examples of avoiding include trying to ignore a conflict and keeping away from others with whom you disagree.
Conflict
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
Which of the following statements is true regarding the functions of culture in an organization? Select one: A. It conveys a sense of identity for organization members. B. It hinders the generation of commitment to something larger than individual self-interest among employees. C. It reduces the stability of the organizational system. D. It does not affect employees' attitudes and behavior. E. It reduces distinctions between one organization and others.
A. It conveys a sense of identity for organization members.
Which one of the following problems is most likely to occur in a matrix structure? Select one: A. employees receiving conflicting directives B. decreased response to environmental change C. loss of economies of scale D. increase in groupthink E. increased social loafing
A. employees receiving conflicting directives
Which one of the following problems is most likely to occur in a matrix structure? Select one: A. employees receiving conflicting directives B. increased social loafing C. loss of economies of scale D. increase in groupthink E. decreased response to environmental change
A. employees receiving conflicting directives
six primary characteristics that capture the essence of an organization's culture:
Adaptability (Innovation and risk taking) Detail orientation Results/outcome orientation. People/customer orientation. Collaboration/Team orientation. Integrity
STRATEGY:
An organization's structure is a means to help management achieve its objectives.
Contingent Selection
Applicants that pass the substantive selection process are ready to be hired, contingent on final checks. A common contingent method is a drug test. Drug testing is controversial. Under the Americans with Disabilities Act, firms may not require employees to pass a medical exam before a job offer is made.
Authentic leadership
Authentic leaders: Know who they are. Know what they believe in and value. Act on those values and beliefs openly and candidly. The result: people come to have faith in them.
integrative bargaining assumes one or more of the possible settlements can create a win-win solution.
Both parties must be engaged for it to work. Integrative bargaining, in general, is preferable to distributive bargaining. Distributive bargaining leaves one party a loser.
functional effects of organizational culture
Boundary-defining role Conveys a sense of identity for members Facilitates the generation of commitment: Motivation!!! Enhances the stability of the social system Serves as a sense-making and control mechanism Guides and shapes attitudes and behavior of employees
John Kotter built on Lewin's three-step model to create a more detailed approach for implementing change. Which of the following steps in Kotter's eight-step plan for implementing change represents the unfreezing stage in Lewin's three-step model? Select one: A. Plan for, create, and reward short-term "wins" that move the organization toward the new vision. B. Consolidate improvements, reassess changes, and make necessary adjustments in the new programs. C. Create a new vision to direct the change and strategies for achieving the vision. D. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. E. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving.
C. Create a new vision to direct the change and strategies for achieving the vision.
Macy does not like a few of the standard operating procedures adapted for the new project. However, she discussed the items with the team and told them that she realized she was in the minority and that she would adapt the new procedures to maintain smooth operations within the team. This type of conflict-handling intention is called ________. Select one: A. competing B. collaborating C. accommodating D. compromising E. negotiating
C. accommodating
Centralization and Decentralization
Centralization refers to the degree to which decision-making is concentrated at a single point in the organization. -A decentralized organization can act more quickly to solve problems, more people provide input into decisions, and employees are less likely to feel alienated
Coping
Cognitive and behavioral efforts to manage external and/or internal demands taxing or exceeding the resources of the person -Behavioral methods (problem-solving) -Cognitive methods (managing thoughts and emotions)
dysfunctional effects of organizational culture
Culture as a Liability: Institutionalization: It is valued even when it is not functional any more Barriers to Change: Behaviors become self-evident and taken for granted Barriers to Diversity: People attempt to fit in and reduce diversity Barriers to Acquisitions and Mergers: Case 6 Toxicity and dysfunction: cultures based on negative values
The factors that create and sustain an organization's culture
Culture creation occurs in three ways: The ultimate source of organizational culture is its founder. -Founders hire employees who feel the way they do. -Employees are indoctrinated and socialized into the founders' way of thinking. -Founders' behaviors act as role models.
In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. Select one: A. authentication B. identification C. transaction D. consideration E. task orientation
D. consideration
Ann Fiedler, the head of client support services at Oaks Inc., is very popular among her subordinates. Many believe that Ann has a knack for getting the work done without making the employees feel pushed into a corner. She is often seen speaking to her subordinates and support staff about their families, helping them with any personal problems they have, and praising employees for their good work. In light of the Ohio State Studies, this indicates that Ann, as a leader, is ________. Select one: A. task oriented B. production oriented C. low in relationship orientation D. high in consideration E. low in trust propensity
D. high in consideration
Which of the following is most likely to result from a strong organizational culture? Select one: A. low employee satisfaction B. high absenteeism C. low behavioral control resulting from the climate within the organization D. high organizational commitment E. low loyalty
D. high organizational commitment
Which of the following leadership theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates-the ingroup, who are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges? Select one: A. Fiedler's theory B. path-goal C. expectancy D. leader-member exchange E. situational leadership theory
D. leader-member exchange
A plant manager organizes a plant by separating engineering, accounting, manufacturing, personnel, and purchasing into departments. The plant is departmentalized on the basis of ________. Select one: A. geography B. product C. target customer D. service E. function
E. function
Another trait that may indicate effective leadership:
Emotional intelligence (EI). Without EI, a person can have outstanding training, a highly analytical mind, a compelling vision, and an endless supply of terrific ideas but still not make a great leader. A core component of EI is empathy.
Integrative Bargaining
Goal: Expand the pie so that both parties are satisfied Motivation: Win-Win Focus: Interests ("Can you explain why this issue is so important to you?") Intrest: Congruent Information sharing: High (Sharing information will allow each party to find ways to satisfy interests of each party.) Duration of relationship: Long-term
Distributive Bargaining
Goal: Get as much of the pie as possible Motivation: Win-lose Focus: Positions ("I can't go beyond this point on this issue.") Interests: Opposed Information sharing : Low (Sharing information will only allow other party to take advantage.) Duration of relationship :Short term
Departmentalization
Grouping jobs together so common tasks can be coordinated is called departmentalization. -By functions performed -By type of product or service the organization produces: example - Procter & Gamble -By geography or territory -By process differences -By type of customer
Performance-Simulation Tests
Have higher face validity and their popularity has increased. Work sample tests: hands-on simulations of part or all of the job that must be performed by applicants. Assessment centers: evaluate managerial potential. Situational judgment tests Realistic Job Previews
A bureaucracy is characterized by:
High specialization: Highly routine operating tasks. Very formalized rules and regulations. Tasks grouped into functional departments. Centralized authority. Narrow spans of control. Decision-making that follows the chain of command.
Compromising (midrange on both assertiveness and cooperativeness)
In compromising, there is no winner or loser. Rather, there is a willingness to rationalize the object of the conflict and accept a solution with incomplete satisfaction of both parties' concerns. The distinguishing characteristic of compromising therefore is that each party intends to give up something.
IN group vs Outgroup
In group: one which a person judges to be prideful and has affinity for, ingroup members have demographic, attitude, and personality characteristics that are similar to those of their leader or a higher level. Leaders and followers of the same gender tend to have closer (higher LMX) relationships than those of different genders Outgroup: socially undesirable
Primary strength of beuarcacy
its ability to perform standardized activities in a highly efficient manner
Most current strategy frameworks focus on three strategy dimensions:
Innovation, Cost minimization, and Imitation.
The Matrix Structure
It combines two forms of departmentalization—functional and product: The STRENGTH of functional is putting specialists together. The STRENGTH of product departmentalization: it facilitates coordination and provides clear responsibility for all activities related to a product, BUT WEAKNESS: Duplication of activities and costs.
Transactional Leaders:
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
Transformational Leadership:
Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.
Strong leadership and strong management are needed for optimal effectiveness.
Leaders: challenge the status quo, create visions of the future, and inspire organizational members to want to achieve the visions. Managers: formulate detailed plans, create efficient organizational structures, and oversee day-to-day operations.
The three layers of cultural analysis (The Iceberg Model):
Level 1 - Observable: Shared Behaviors & Artefacts Behaviors and artifacts Stories (sagas), ceremonies and rituals; cultural symbols (artifacts, events); Level 2 Invisible: Shared values What is important and unimportant: What is right and what is wrong Level 3 Invisible: Shared assumptions Taken-for-granted, shared beliefs Hidden, must be inferred
the four main approaches to managing organizational change:
Lewin's Three-Step Model Kotter's Eight-Step Plan for Implementing Change Action Research Organizational Development
Purposes of Performance Evaluation
Make general human resource decisions. Identify training and development needs. Pinpoint employee skills and competencies needing development. Provide feedback to employees. Can be the basis for reward allocations.
Work Specialization
Managers looked for efficiencies that could be achieved through work specialization. -Repetition of work -Training for specialization -Increasing efficiency through invention
Why do organizational structures differ? - Determinants of organizational structure
Organizational Strategies, Organization Size, Technology, Environment, and institutions
What is organizational culture?
Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations.
Identify the most useful substantive selection methods
Performance-Simulation Tests
The leader to get somone in the ingroup is looking for
Personal compatibility, subordinate competence, and/or extraverted personality -this leads to helpfullness, trust, and high interactions, motivation, empowerment, and job satisfaction
stages of conflict process
Stage 1: Potential opposition or incompatibility Antecedent conditions • Communication • Structure • Personal variables Stage 2: Cognition and personalization -percieved conflict -felt conflict Stage 3: Intentions Conflict-handling intentions • Competing • Collaborating • Compromising • Avoiding • Accommodating Stage 4: Behavior Overt conflict • Party's behavior • Other's reaction Stage 5: Outcomes -Increased group performance -Decreased group performance
TYPES OF CONFLICT
Task conflict relates to the content and goals of the work. Relationship conflict focuses on interpersonal relationships. Process conflict relates to how the work gets done.
What is Stress?
Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.
Subculture:
Subculture: Most organizations have a dominant culture and numerous sets of subcultures. Subcultures reflect common problems, situations, or experiences that members face.
weakness of beuarcacy
Subunit conflicts, unit goals dominate, obsessive behavior, covering weak management. The bureaucracy is efficient only as long as employees confront familiar problems with programmed decision rules.
Fiedler model: 2 leadership styles
Task or Relationship oriented The least preferred coworker (LPC) questionnaire identifies whether a person is task-oriented or relationship-oriented by asking respondents to think of all the coworkers they have ever had and describe the one they least enjoyed working with.
What is Performance? Three major types of behavior to consider:
Task performance Citizenship Counter productivity -Most managers believe good performance means doing well on the first two dimensions and avoiding the third.
Why do we not see more integrative bargaining in organizations?
The answer lies in the conditions necessary for this type of negotiation to succeed. Parties who are open with information and candid about their concerns A sensitivity by both parties to the other's needs The ability to trust one another A willingness by both parties to maintain flexibility
Keeping a Culture Alive: Selection
The explicit goal of the selection process is to identify and hire individuals with the knowledge, skills, and abilities to perform successfully. The final decision, because it is significantly influenced by the decision maker's judgment of how well candidates will fit into the organization, identifies people whose values are consistent with at least a good portion of the organization's
Leader-member exchange (LMX)
The leader-member exchange (LMX) theory argues that because of different abilities and contributions of followers and because of time pressures, leaders different relationships with different followers LMX: quality of leader-member relationship
Interviews
The most frequently used selection device. It carries a great deal of weight. Unstructured interviews are not as effective as structured ones, particularly behavioral structured interviews. Panel interviews minimize the influence of individual biases and have higher validity.
Core values:
The primary or dominant values that are accepted throughout the organization
Socialization
The process an organization uses so new members acquire necessary attitudes, behaviors, knowledge, and skills to become productive organizational members
AN INFLUENCE PROCESS:
The process of influencing others to understand and agree what needs to be done and how to do it; and the process of facilitating individual and collective effort to accomplish shared objectives;
Keeping a Culture Alive: Socialization
The process that helps new employees adapt to the organization's culture
Relationship Conflict
There are some very specific cases in which conflict can be beneficial but Relationship conflicts are not productive. Relationship conflicts produce stress.
360 degree evaulation
These provide performance feedback from the employee's full circle of daily contacts, from subordinates to customers, to bosses, to peers . The number of appraisals can be as few as 3 or 4 or as many as 25; most organizations collect 5 to 10 per employee. By relying on feedback from people who know the employee well in a variety of contexts, organizations hope to give everyone a sense of participation in the review process, increase employee accountability, and obtain more accurate readings on employee performance
Keeping a Culture Alive: top management
Through words and behavior, senior executives establish norms that filter through the organization about, for instance, whether risk taking is desirable; how much freedom managers give employees; appropriate dress; and what actions earn pay raises, promotions, and other rewards
Role of top management
Top managers' actions set the general climate, including what is acceptable behavior and what is not, and employees sustain and perpetuate the culture.
Trust:
Trust: a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out. A primary attribute associated with leadership. When trust is broken, it can have serious adverse effects on a group's performance
Improving Performance Evaluations:
Use multiple evaluators. Evaluate selectively. Train evaluators. Provide employees with due process. -Three features of due process. -Post appraisals online.
competing (assertive and uncooperative)
When one person seeks to satisfy his or her own interests regardless of the impact on the other parties in the conflict, that person is competing. We are more apt to compete when resources are scarce.
Collaborating (assertive and cooperative)
When parties in conflict each desire to fully satisfy the concerns of all parties, there is cooperation and a search for a mutually beneficial outcome. In collaborating, parties intend to solve a problem by clarifying differencesrather than by accommodating various points of view. If you attempt to find a win-win solution that allows both parties' goals to be completely achieved, that's collaborating.
The interactionist view of conflict:
Without conflict: A harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation. But, not all conflicts are good. Functional, constructive forms of conflict support goals. Conflicts that hinder group performance are dysfunctional or destructive forms of conflict.
The six elements of an organization's structure
Work Specialization, Departmentalization, Chain of Command, Centralization and Decentralization, Formalization
Substantive Selection
Written tests Performance simulation tests Interviews
What Is Charismatic Leadership?
a certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. These are not accessible to the ordinary person and are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader
Managerial leader is someone who
adapts to situational demands
ORGANIZATIONAL CLIMATE:
an aspect of organizational culture -Shared perceptions about the organization and work environment. -Factors of climate has been studied, which include safety, justice, diversity, and customer service. -Climate also influences the habits people adopt.
Task conflicts relate positively to creativity and innovation, but
are not related to routine task performance. Task conflict is related to positive outcomes WHEN members share goals and have high levels of trust
A POSITIVE ORGANIZATIONAL CULTURE
building on employee strengths, rewards more than it punishes, and emphasizes individual vitality growth.
Organizational development (OD)
is a collection of change methods that try to improve organizational effectiveness and employee well-being. -The OD methods value human and organizational growth, collaborative and participative processes, and a spirit of inquiry.
managment
controlls the operations
Leadership
is the ability to influence a group toward the achievement of a vision or set of goals.
The Fiedler Model
effective performance depends upon the proper match between the leader's style and the degree to which the situation gives control to the leader
most important quality in a leader
extraversion (openness, conscientiousness important too)
Initial Selection
first information applicants submit and are used for preliminary rough cuts to decide whether the applicant meets the basic qualifications for a job
Outgroup just has
formal relations
Strategic recruiting
has become a cornerstone for many companies, in which recruiting practices are developed in alignment with long-term strategic goals. The most effective recruiters—internal or external—are well informed about the job, are efficient in communicating with potential recruits, and treat recruits with consideration and respect. They also use a variety of online tools, including job boards and social media.
conflict escalation
heightened tensions in conflict situations due to poor communication or misunderstandings
Traits of successful leaders
humble, modest, extreme persistence Great person theory: Leaders possess special traits that set them aside from others, and these special traits are the basis for their power and authority Assume that personality traits play a central role in differentiating between leaders and non-leaders, in that leaders must have the "right stuff."
Sources of resistance to change
individual sources and organizational sources
Leadership
inspires a vision
leader trustworthiness
integrity: Integrity refers to honesty and truthfulness. benevolence:means the trusted person has your interests at heart, even if your interests aren't necessarily in line with her or his interests ability: encompasses an individual's technical and interpersonal knowledge and skills.
action research
is "a change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate." -The process consists of five steps: diagnosis, analysis, feedback, action, and evaluation. -Action research provides at least two specific benefits for an organization: Problem focus Reduction to resistance to change
Negotiation
is a "process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them."
When engaged in distributive bargaining, research consistently shows one of the best things you can do is
make the first offer, and make it an aggressive one. Another distributive bargaining tactic is revealing a deadline.
Contrast mechanistic and organic structural models.
mechanistic model: It's generally synonymous with the bureaucracy in that it has highly standardized processes for work, high formalization, and more managerial hierarchy, High specialization Rigid departmentalization, Clear chain of command, Narrow spans of control, Centralization, High formalization The other extreme is the organic model: It's flat, has fewer formal procedures for making decisions, has multiple decision-makers, Cross-functional teams Cross-hierarchical teams, Free flow of information, Wide spans of control, Decentralization, Low formalization and favors flexible practices.
Organizational cultures
often reflect national culture. -One of the primary things U.S. managers can do is to be culturally sensitive. -The management of ethical behavior is one area where national culture can rub up against corporate culture. -As national organizations seek to employ workers in overseas operations, management must decide whether to standardize many facets of organizational culture.
Big 5 Personality Traits
openness, conscientiousness, extraversion, agreeableness, neuroticism
Socialization process
process with three stages: prearrival:recognizes that each individual arrives with a set of values, attitudes, and expectations about both the work and the organization encounter: a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge. metamorphosis: a new employee changes and adjusts to the job, work group, and organization. successful metamorphosis should have a positive impact on new employees' productivity and their commitment to the organization, and reduce their propensity to leave the organization (turnover).
Formalization
refers to the degree to which jobs within the organization are standardized. A highly formalized job gives the job incumbent a minimum amount of discretion. The greater the formalization, the less input the employee has into how the job is done. Low formalization—job behaviors are relatively nonprogrammed, and employees have a great deal of freedom to exercise discretion in their work
Keeping a Culture Alive
selection, top management, socialization
Lewin's Three-Step Model
successful change in organizations should follow three steps: -unfreezing the status quo: unfreezing must happen by the driving forces, which direct behavior away from the status quo, can be increased. For another, the restraining forces, which hinder movement away from equilibrium, can be decreased. A third alternative is to combine the first two approaches. -movement to a desired end state: Organizations that build up to change do less well than those that get to and through the movement stage quickly. -refreezing the new change to make it permanent: The objective of refreezing, then, is to stabilize the new situation by balancing the driving and restraining forces.
TRAIT theories of leadership focus on
the personal qualities and characteristics that differentiate leaders from nonleaders
When the pie is fixed, or the parties believe it is,
they tend to engage in distributive bargaining.
virtual organization
typically a small, core organization that outsources its major business functions. The virtual structure is highly centralized, with little or no departmentalization. The core of the organization is a small group of executives whose job is to oversee directly any activities done in-house and to coordinate relationships with organizations that manufacture, distribute, and perform other crucial functions. -The major advantage of the virtual structure is its flexibility, saves a great deal of money by eliminating permanent offices and hierarchical roles for outsourced -The drawbacks roles, goals, and responsibilities are unclear, setting the stage for increased political behavior.
sources of stress
work, finanical worries, family resposnibilites and health concerns
