MGNT Final

Five Kinds of Power

Legitimate - granted through organizational hierarch. Reward - give or withhold rewards. Coercive - force compliance by means of threat. Referent - abstract Expert - derived from information or expertise.

Psychological contract

The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return. Thus a psychological contract is not written on paper, nor are all of its terms explicitly negotiated.

Michigan Studies

The research identified two basic forms of leader behavior: job centered and employee centered. Managers using job-centered leader behavior pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance. Managers using employee-centered leader behavior are interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs. Their primary concern is the welfare of subordinates.

Dysfunctional behaviors

Those that detract from, rather than contribute to, organizational performance. Examples of dysfunctional behaviors are absenteeism and turnover, theft and sabotage, sexual and racial harassment, politicized behavior, intentionally misleading others in result in conflict and damage to morale and the organization's culture, workplace violence.

Human Resource Approach

To motivation carries the concepts of needs and motivation one step further. Whereas the human relationists believed that the illusion of contribution and participation would enhance motivation, the human resource view assumes that the contributions themselves are valuable to both individuals and organizations. It assumes that people want to contribute and are able to make genuine contributions. Management's task, then, is to encourage participation and to create a work environment that makes full use of the human resources available.

Maslow's Hierarchy of needs

Argued that people are motivated to satisfy five need levels. At the bottom is physiological needs-things like food, sex, and air, which represent basic issues of survival and biological function. Next are security needs for a secure physical and emotional environment. Examples include the desire for housing and clothing and the needs to be free from worry about money and job security. Belongingness needs related to social processes. They include the need for love and affection and the need to be accepted by one's peers. Esteem needsactually comprise two different set of needs: the need for a positive self-image and self-respect, and the need for recognition and respect from others. At the top of the hierarchy are the self-actualization needs. These involve realizing one's potential for continued growth and individual development.

Situational Approach to Leadership

Assumes that appropriate leader behavior varies from one situation to another. The goal of a situational theory, then, is to identify key situational factors and to specify how they interact to determine appropriate leader behavior.

Charismatic leadership

Assumes that charisma is an individual characteristic of the leader. Charisma is a form of interpersonal attraction that inspires support and acceptance. All else being equal, then, someone with charisma is more likely to be able to influence others than is someone without charisma. There are three elements of charismatic leadership in organizations that most experts acknowledge today. First, the leader needs to be able to envision the future, set high expectations and model behaviors consistent with meeting those expectations. Next, the charismatic leader must be able to energize others through a demonstration of personal excitement, personal confidence, and patterns of success. And, finally the charismatic leader enables other by supporting them, empathizing with them, and expressing confidence in them.

LPC Theory

Developed by Fried Fiedler, was the first truly situational theory of leadership. It is a theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness. Fiedler measures leadership style by means of a controversial questionnaire called the least-preferred coworkers measure. To use the measure, a manager or leader is asked to describe the specific person with whom he or she is able to work least well. Fiedler argued that, for any given individual, leader style is essentially fixed and cannot be changed; leaders cannot change their behavior to fit a particular situation because it is linked to their particular personality traits. Thus, when a leader's style and the situation do not match, Fiedler argued that the situation should be changed to fit the leader's style.

Human Relations Approach

Emphasizes the role of social processes in the workplace. The basic assumptions were that employees want to feel useful and important, that employees have strong social needs, and that these needs are more important than money in motivating them. The illusion of involvement and importance was expected to satisfy workers' basic social needs and result in higher motivation to perform.

Generic Approaches to Leadership

assumed that there was one set of answers to the leadership puzzle. One generic approach focused on leadership traits, and the other looked at leadership behavior. The trait approach assumed that some basic trait or set of traits existed that differentiated leaders from nonleaders.

Workplace behaviors

A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness.

Path-Goal Framework

A theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards.

Traditional Approach

Frederick W. Taylor believed that managers knew more about the jobs being performed than did workers, and he assumed that economic gain was the primary thing that motivated everyone. Other assumptions were that work is inherently unpleasant for most people and that the money they earn is more important to employees than the nature of the job they are performing.

Determinants of individual performance

Generally determined by three things: motivation (the desire to do the job), ability (the capability to do the job), and the work environment (the resources needed to do the job).

Vroom's Decision-Tree Approach

Predicts what kinds of situations call for different degrees of group participation. Assumes that the degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation. After evaluating a variety of problem attributes (characteristics of the problem or decision), the leader determines an appropriate decision style that specifies the amount of subordinate participation. Criteria include: decision significance, importance of commitment, leader expertise, likelihood of commitment, group support, group expertise, and team competence.

Ohio State Studies

Questionnaire surveys conducted during the Ohio State studies also suggested that there are two basic leader behaviors or styles: initiating-structure behavior and consideration behavior. When using initiating-structure behavior, the leader clearly defines the leader-subordinate role so that everyone knows what is expected, establishes formal lines of communication, and determines how tasks will be performed. Leaders using consideration behavior show concern for subordinates and attempt to establish a warm, friendly, and supportive climate

Two factor theory of motivation

Suggests that people's satisfaction and dissatisfaction are influenced by two independent sets of factors—motivation factors and hygiene factors. Motivation factors are related specifically to the work content. The factors influencing the satisfaction continuum—called motivation factors—are related specifically to the work content. The factors presumed to cause dissatisfaction—called hygiene factors—are related to the work environment. Herzberg argued that there are two stage in the process of motivating employees. First, managers must ensure that the hygiene factors are not deficient. Pay and security must be appropriate, working conditions must be safe, technical supervision must be acceptable, and so on. By providing hygiene factors at an appropriate level, managers do not stimulate motivation but merely ensure that employees are " not dissatisfied." Employees whom managers attempt to " satisfy" through hygiene factors alone will usually do just enough to get by. Thus managers should proceed to stage two—giving employees the opportunity to experience motivation factors such as achievement and recognition. The result is predicted to be a high level of satisfaction and motivation.

Organizational citizenship

The behavior of individuals that makes a positive overall contribution to the organization.

Person-job fit

The extent to which the contributions made by the individual match the inducements offered by the organization. In theory, each employee has a specific set of needs that he wants fulfilled and a set of job-related behaviors and abilities to contribute. Thus, if the organization can take perfect advantage of those behaviors and abilities and exactly fulfill his needs, it will have achieved a person-job fit.