mgmt310 final

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What influence tactics/behaviors do leaders exhibit when trying to influence others, and which are most effective? Which strategies tend to work for subordinates/followers influencing leaders?

*all will be on exam* MOST EFFECTIVE: -rational persuasion: use of logical arguments/hard facts >helps demonstrate that the request is important, feasible >only tactic consistently effective in upward influence >ex: asking manager for a raise, present relevant info -consultation: target is allowed to help decide how to carry out tasks >ex: voice in the decision making process -inspirational appeal: appeals to target's ideals/values; creates an emotional attachment to the leader >ex: President speeches, JFK speech- transactional speeches -collaboration: leader helps make task accomplishment easier for the target; leader may help with tasks, give resources, etc. -ingratiation: use of favors, compliments, friendly behaviors >ex: sucking up, "brown-nosing"- more likely to see this in upward influence >does not mean ingenuine, more overuse of being genuine -personal appeals: requestor asks for something based on personal friendship and/or loyalty -exchange: offers rewards/resources in exchange for a request >requires that the requestor actually has something of value to give >least effective via textbook -apprising: requestor explains how tasks will benefit the person being asked; answers the "what's in it for me?" question influence tactics above would be the ones leaders exhibit in order to effectively influence others, these are the most effective LEAST EFFECTIVE pressure: coercive power; threats; demands >may be effective, but only in the short-term; not effective for long-term influence and subsequent performance coalitions: influencer enlists other people to help influence target >ex: peers, subordinates, other superiors in the organization >usually used in combination with other tactics

What are the team states? (e.g., cohesion, potency, mental models, transactive memory)

-Specific types of feelings and thoughts that coalesce in the minds of team members as a consequence of their experience working together Cohesion = high levels of motivation and commitment to the team, as well as team performance. Happens when team members have high emotional bonds. Not good because it can create group think (Ex. Engineers knew there was something wrong with a space shuttle but still launched because they didn't want bad press from a delay).\ Potency- degree to which members believe that the team can be effective across a variety of situations and tasks. (basically, team confidence) Mental Models- level of common understanding among team members with regard to important aspects of the team and its tasks. Transactive Memory- how specialized knowledge is distributed among members in a manner that results in an effective system of memory for the team. (Knowing your specialty within the team and working on those items to be more efficient)

How do employees typically react to organizational politics?

-employees reaction: Although politics can lead to positive organizational outcomes, employees tend to have negative reactions to organizational politics, Highly charged political environments can be a source of hindrance stress

According to the time-sensitive model of decision making strategies (or, the time-driven model of leadership), what factors combine to make some decision making styles more or less effective in a given situation? How supported is this model?

-scientific support is good: in one study, following the model resulted in effective decisions 68% of the time. not following the model resulted in effective decisions 22% of the time -however, leaders' instincts often violate the model -leaders overuse consultative styles and underutilize autocratic & facilitative

How do leaders use their power/influence to resolve conflicts in the workplace? (competing, collaborating, comprise, avoiding, accommodation) How do assertiveness and cooperativeness fit into this framework? When is each strategy appropriate?

1. navigating the political environment in the organization 2. resolving conflicts within the organization 3. negotiation within and between organizations conflict resolution: -how assertive leaders want to be in pursuing their own goals -how cooperative they are with regard to the concerns of others competing -when you need quick, decisive action -on issues that are very important but also unpopular avoiding -when you have no chance of getting your way and need to save face -when issue is unimportant and you can concede control to someone else collaborating -When issues are important to both sides and you can find ways to satisfy some of everyone's concerns -To merge insights from multiple perspectives Accommodating -When issues are more important to the other side -To build up credits that you can use later Compromising -Opponents of equal power committed to completely different goals -To achieve goals quickly under time pressure

Claire has built her company by giving special attention to details. She is highly meticulous and demanding and often imposes her decisions on subordinates. Claire makes use of the _____ style of decision making. A) autocratic B) consultative C) transformational D) participative E) delegative

A) autocratic

Umberto has recently been hired by Petabyte Partners Data Storage. Today is his first day. Umberto can be described as being in which stage of the socialization process? A) encounter B) attrition C) anticipatory D) adaptation and understanding E) selection

A) encounter

What are taskwork processes? (e.g., creative behavior, decision making, boundary spanning)

Activities of team members that relate directly to the accomplishment of team tasks Creative behavior- activities are focused on generating novel and useful ideas and solutions. Nominal Group Technique- better than brain storming, everyone writes their ideas down, then shares, then ideas are ranked Decision Making- effective decision making is based on decision informity (degree which team members has enough info about their own task responsibilities), staff validity (degree which members make good recommendations to the leader), hierarchical sensitivity (degree to which the team leader effectively weighs the recommendations from members). Boundary Spanning- tasks/activities with people that are NOT members of the team. Ambassador activities- communications that are intended to protect the team, persuade others to support the team, or obtain important resources for the team Task Coordinated Activities- communications that are intended to coordinate task-related issues with people/groups in other functional areas Scout Activities- things team members do to obtain information about technology, competitors, or the broad marketplace

How is culture maintained and reinforced? ASA model; socialization Attraction-Selection-Attrition (ASA) -

Attraction- employees will be attracted to OC that matches their personal values/beliefs Selection- they will be selected based on how well they fit with the culture Attrition- those who don't fit will be unhappy/leave Socialization - Having realistic job previews, orientation programs, and mentoring

Emilee is frequently hostile to other team members, cynical about the goals of the team and others' engagement in the project, and sometimes disagrees and stubbornly blocks progress "just because." Her behavior often leaves other team members feeling hopeless or tired. Emilee's behavior reflects a(n) ______ role. A) task-oriented B) individualistic C) power seeking D) task destructive E) team manipulation

B) individualistic

What is a BATNA?

BATNA- Best Alternative To A Negotiated Agreement

How do they affect team effectiveness?

Behaviors which good teams usually share- speaking for equal amounts of time, and having social sensitivity

What are the different ways a culture can be changed?

Bringing in new leadership or merging with another organizational culture

What personality factors are most important for teams?

CANOE? Conscientiousness Agreeableness Extraversion

What factors influence the communication process in teams?

Communicators themselves, encoding, decoding, noise, information richness. Team may suffer if it lacks communication competence (skills involved in encoding, transmitting, and receiving messages). Information richness- amount of depth of information gets transmitted in a message Ex. Things are better understood in person rather than a text message

As head of the sales team, Kevin has the power to dispense sales leads to the members of the team. He gives the best leads to the personnel who impress him the most at any given moment, and therefore the members of the team are always trying to impress Kevin. He possesses ______ power. A) legitimate B) coercive C) referent D) reward E) expert

D) reward

What types of tasks do teams have and how do they relate to member ability?

Disjunctive Tasks- members who have the highest level of ability relevant to the task will have the most influence and effectiveness of the team Conjunctive Tasks- Team's performance rely on the member with the weakest link Additive Tasks- the contributions resulting from the abilities of every member add up to determine the teams performance

Interpersonal activities that facilitate the accomplishment of the team's work but do not directly involve task accomplishment itself refer to A) groupthink. B) network structure. C) transition processes D) teamwork processes. E) interpersonal communication.

E) teamwork processes

What causes process loss?

Getting less out of a team than you expected or team member. Caused by coordination loss (time/energy it takes to coordinate plans), production blocking (can't do your work because you are waiting for someone else to finish), motivational loss (team members don't work as hard as they could), social loafing ( team members feel less accountable from members because they cannot account for all that they're doing and don't feel that they are doing enough)

What is process gain versus process loss when discussing team processes? What causes process gain (aka synergy)?

Getting more from the team then you would expect according to the capabilities of its individual members

What are the recommendations for team size? How big is too big?

Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks. "Two Pizza Rule"- If a team can't be fed by two pizzas it's too large

How is a team different from a group?

Interactions among team members revolve around a much deeper dependence on one another and occur with a specific task-related purpose in mind.

What does it mean for a leader to be effective?

Leader Effectiveness- the degree to which the leader's actions results in the achievement of the unit's goals, commitment to employees, and development of mutual trust, respect, & obligation in the leader-member dyads >objective performance of the unit, are the units and employees committed, and are there strong relationships between employees and leaders

How does leadership affect job performance and organizational commitment?

Leader effectiveness depends on: •Choosing the most effective leadership style •Engaging in adequate levels of initiating structure and consideration •Utilize appropriate levels of both transactional and transformational leadership

What is leadership?

Leadership- the use of power and influence to direct activities of followers toward goal achievement

What is leadership, and what role do power and influence play in leadership?

Leadership: the use of power and influence to direct the activities of followers toward goal achievement >power: the ability to influence the behavior of others and resist unwanted influence in return >influence: the use of an actual behavior that causes behavioral or attitudinal changes in others

What factors are involved in team composition

Member Roles, Member Ability, Member Personality, Team Diversity, Team Size

What are the types of transition processes?

Mission analysis (analysis of team's task), strategy formulation (development of action and contingency plans), goal specification (prioritizing goals)

What are the types of action processes?

Monitoring progress toward goals (making sure you're on track), Systems monitoring (keeping track of things team needs to be able to accomplish work), Helping behavior (helping team members just because), coordination (synchronizing team members activities)

What are the types of interpersonal processes?

Motivating and confidence building, affect management, conflict management

What are the three components of organizational culture? (e.g., observable artifacts, espoused values, basic underlying assumptions)

Observable artifacts- the manifestations of an organization's culture that employees can easily see or talk about Espoused values- the beliefs, philosophies, and norms that a company explicitly states Underlying assumptions- taken for granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation

What are the two models of team formation? (e.g., linear versus non-linear; know stages)

Predictable (linear) Sequence of Team Development: Forming->Storming->Norming->Performing->Adjourning

What are the pros and cons associated with team diversity?

Pros- Value in Diversity problem solving approach- diverse teams provide a larger pool of knowledge and perspectives from which a team can draw as it carries out its work. Cons- Similarity attraction approach- people tend to be more attracted to others who are perceived as more similar. Also, can be a separation of team members due to different values, beliefs, expertise, power, social status

What are team processes?

Reflects the different types of activities and interactions that occur within teams and contribute to their ultimate end goals Team Characteristics🡪 Team Processes🡪 Team Effectiveness

Types of conflict

Relationship conflict, task conflict

What are the specific culture types? (e.g., service, safety, diversity, creativity)

Service- focused on customer service quality Safety- make sure people are safe at work Diversity- diversity of workforce Creativity- importance of new ideas and innovation Sustainability- how much they care about environment

What are the types of team interdependence?

Task Interdependence, Goal Interdependence, and Goal Interdependence (four primary types of task interdependence?)

How do team characteristics affect team performance and team commitment?

Task Performance is higher in teams which members depend on one another and must coordinate their activities rather than when members work less independently. If tasks are harder teams are more effective Team Commitment- negative effect with task interdependence, you are working less with the team as your completing your own tasks rather than doing together

What are the different member roles?

Team Task Roles- behaviors that directly facilitate the accomplishment of team tasks Team-building roles- behaviors that influence the quality of the team's social climate Individualistic roles- behaviors that benefit the individual at the expense of the team

How do team characteristics influence team effectiveness? What are the two factors that comprise team effectiveness? (e.g., performance, viability)

Team performance-how well a team does, how many sales they produce Team Viability- refers to the likelihood that the team can work together effectively into the future

How do team processes affect team performance and commitment to the team?

Team states all enhance team effectiveness

What is a team?

Team- consists of two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.

What are virtual teams?

Teams in which the members are geographically dispersed, and interdependent activity occurs through electronic communications-primary email, instant messaging, and Web conferencing

What is person-organization fit?

The degree to which a Person's personality and values match the culture of an organization.

How important is it for job performance and organizational commitment?

The higher the better

What is organizational culture?

The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees

What is culture strength?

When employees agree about the way things are supposed to happen within the organization. Employees behaviors are consistent with those expectations

What are the five general types of teams, and how are they distinct from one another?

Work Team, Management Team, Parallel Team, Project Team, Action Team Work Team- provide goods or services Management Team- Integrate activities of subunits across business functions Parallel Team- Provide recommendations and resolve issues Project Team- Produce a one time out-put Action Team- Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances

What four styles can leaders use to make decisions? (e.g., autocratic, consultative, facilitative, delegative)

autocratic: leader makes decisions without asking for other's•opinions or suggestions; employees not asked to generate solutions Consultative: gives employees a say in the process, but ultimately makes the decision alone, leaders always have end say Facilitative: leader presents problem to a group of employees and seeks consensus on solution; everyone gets equal say, the most work Delegative: gives employee(s) responsibility to make decision w/ some set of specified boundary conditions ***NONE OF THESE ARE MOST EFFECTIVE, IT DEPENDS ON SITUATION

What are common negotiation traps and common negotiation myths?

common negotiation traps: -leaving money on the table -settling for too little -walking away from the table -settling the terms that are worse than your best alternative ("agreement bias") -self-reinforcing incompetence common negotiation myths -negotiations are all fixed-sum -good negotiators are born -life experience is a great teacher (without diagnostic feedback, you cannot learn) -good negotiators take risks -good negotiators rely on intuition

What contingency factors make it more or less difficult for leaders to exert their power?

contingency factors: influence the ability for leaders to actually use their power to influence others low substitutability: leader is the only person who controls the resources; can't get them elsewhere ex: director of parking and transportation high discretion: leader has the ability to make decisions; not bound by organizational policies and rules high centrality: leader's rule is important to other's rules; leader's role is critical in other's success high visibility: how aware others are that the leader is in a position of power and influence; if everyone knows it, ability to use power goes up

What are the four key dimensions that make up transformational leadership? (e.g., idealized influence, inspirational motivation, intellectual stimulation, individualized consideration)

idealized influence: -leader is charismatic -leader acts as strong role models for followers and provides a vision and sense of mission -leader has high standards of ethical and moral conduct inspirational motivation: -leader communicates high expectations -leader inspires followers and fosters enthusiasm for a common goal/vision -leader is "team spirit" oriented intellectual stimulation: -leader stimulates followers to "think outside the box" and creatively -leader encourages followers to think for themselves and challenge the typical way of doing things -don't know how leaders actually demonstrate this, through curiosity? individualized consideration: -leader provides a supportive climate in which she/he listens carefully to the needs of followers -leader acts as a coach, advisor, mentor to help followers achieve goals

What are initiating structure and consideration?

initiating structure: defining and structuring the roles of employees for goal attainment consideration: creating job relationships characterized by mutual trust, respect, and consideration of employees' feelings

What are the different outcomes? (internalization versus compliance)

internalization: target agrees with and becomes committed to request (behavioral and attitudinal changes) MOST EFFECTIVE compliance: target is willing to perform request, but does so with indifference (behavioral change only) resistance: target is opposed to request and attempts to avoid doing it (no change in behavior or attitude) LEAST EFFECTIVE

What are teamwork processes, and when do they occur? (e.g., transition processes, action processes, interpersonal processes)

interpersonal activities that facilitate the accomplishment of the team's work, b

What is leader-member exchange?

leader-member exchange (LMX) theory: one leader can develop different levels of relationship quality with different employees

What do we know about how gender influences ratings of leadership effectiveness?

male leaders are more likely to rate themselves as more effective than the female leaders were, other people were actually more likely to rate the female leaders as more effective. when researchers combined the effect sizes for the self-ratings and the ratings of others, the gender difference in effectiveness evened out to approximately zero.

What are the ways in which leaders negotiate in the workplace? (e.g., distributive bargaining, integrative bargaining)

negotiation: a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences distributive bargaining: win-lose style with fixed pie, zero sum conditions ex: •buying a car: you know the price is negotiable, but every dollar you save, dealership loses and vice versa •Similar to the competing approach in conflict resolution (but when both parties have equal power, may lead to compromise) integrative bargaining: win-win style utilizing mutual respect and problem solving •Similar to the collaboration approach in conflict resolution •Ideal negotiation strategy •Allows for more long-term relationships •Produces higher levels of outcome favorability

What are the different types of power that leaders possess? Where do they come from?

organizational power- power comes from a person's position within the organization -legitimate: "formal authority;" having the title -reward: person has control over resources -coercive: person controls punishments -personal: power comes from personality, "something else" factor -expert: person has the expertise, knowledge, skills, etc. that others depend on -referent: followers have the desire to identify and/or be associated with the person

What are Cialdini's weapons of persuasion, and how can they be used?

persuasion #1: liking -how do you get there? -similarity: making genuine connections with the people you work with and work for -praise: not in an ingratiatory way, but genuine one persuasion #2: reciprocity -one of the most fundamental human motives -you get what you give -"im a lousy tipper and i'd like your rudest waitress so I feel less guilty about it" persuasion #3: social proof -one thing people use to decide what to believe or how to act is to look at what other people are believing or doing -"fastest-growing" or "best-selling" -bartenders stuff tip jars at beginning of shift -most likely under conditions of similarity persuasion #4: commitment and consistency -the drive to look and be consistent is a highly potent weapon of social influence, causing us to act in ways that are contrary to our own best interest -"are you ready to purchase a car today?" -toy companies' heavy advertising, then undersupplying -insidious petitions persuasion #5: authority -title -position -ex: got milk ads using celebrities that society trusts persuasion #6: scarcity -opportunities seem more valuable when they are less available, literally FOMO -people are motivated by loss more than they are motivated by gain -people will often interrupt a current call to answer the call of an unknown caller -"get em while they last!" -effects of randomly-placed 3-item limits in grocery stores -censorship works- in the opposite direction

What is political skill, and what dimensions make up political skill?

political skill: the ability to effectively understand others at work >networking ability: ability to gain a diverse network of contacts >social astuteness: tendency to observe others and accurately interpret their behavior -the ability to read people >interpersonal influence: having a personal style that is flexible to other people; can be a 'chameleon' >apparent sincerity: displaying honesty, genuineness

What are organizational politics? When are they likely to occur?

politics: actions by individuals that are directed toward the goal of furthering their own self-interests -likely to occur when competing for positions or promotions

What does employee readiness mean?

readiness: degree to which employees have the ability and willingness to accomplish their specific tasks

What are aspiration points and reservation points?

reservation point: the minute you would accept, or the max you would offer aspiration point: the price/cost/offer you aspire to reach in the final agreement

What are the general culture types? What two dimensions do they vary on?

sociability and solidarity Fragmented (low sociability/low solidarity)- employees are distant, disconnected from one another Mercenary (low sociability/high solidarity)- employees think alike, but aren't friendly to one another Networked (high sociability/low solidarity)- employees think differently, but are friendly Communal (high sociability/high solidarity)- employees think alike and are friendly

What enhances or limits the positive effects of leader extraversion?

sometimes it's better if leaders are a little introverted, avoids in-group and out-group, out-group employees would be a negative impact

What are the strategies for creating win-wins in integrative negotiation?

strategies for win-win -use contingency agreements -gather information: build trust, ask questions, and strategically disclose info -make multiple offers simultaneously -search for post-settlement settlements

How does the Life Cycle Theory of Leadership state that situations affect these two dimensions?

these two aspects may be more or less effective depending on situation, characteristics of the situation delegating- low initiating structure, low consideration participating- low initiating structure, high consideration selling- high initiating structure, high consideration telling- high initiating structure, low consideration

Trait versus behavioral versus situational theories of leadership (basic assumptions and implications)

trait: behavioral: situational theories of leadership: -life cycle- or "situational" theory of leadership: -initiating structure/consideration behaviors may be more or less effective depending upon the situation or readiness of employees on the work unit -readiness: degree to which employees have the ability and willingness to accomplish their specific tasks

How does transformational differ from transactional leadership? Laissez-Faire?

transformational leadership: a pattern of behaviors that inspires followers to commit to a shared vision that provides meaning to their work and sets the leader up as a role model who helps followers reach their potential differs from transactional leadership because with transactional, the leader guides followers to a goal with transactional leadership, the leader guides followers to believe the leader is a role model and that there is meaning behind their work besides just working for a goal laissez-faire leadership, passive and ineffective, absence of action, leader abandons their position

Can leaders be trained to be more effective?

•Organizations in the U.S. have spent $150 billion on employee learning and development in 2018 alone... •...much of which was spent on management and supervisory training •often focus on very specific issues, such as providing better feedback, being a more effective mentor, structuring creative problem solving


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