MGT 201: Exam 4

Content of a speech, valuable advice by Phil Theibert (comprises of 3 things) :

(1) Tell them what you're going to say. (2) Say it. (3) Tell them what you said

Five (5) approaches to Leadership:

(1) Trait, (2) Behavioral, (3) situational, (4) transformational, and (5) three additional perspectives

Steve Jobs embodied the traits of: These are the five (5) traits that researcher Ralph Stogdill concluded were typical of successful leaders.

(1) dominance, (2) intelligence, (3) self-confidence, (4) high energy, (5) task-relevant knowledge

Control process steps

(1) establish standards; (2) measure performance; (3) compare performance to standards; (4) take corrective action, if necessary.

Implications of Transformational Leadership for Managers (positive results):

(1) measures of organizational effectiveness; (2) measures of leadership effectiveness and employee job satisfaction; (3) more employee identification with their leaders and with their immediate work groups; (4) commitment to organizational change; and (5) higher levels of intrinsic motivation, group cohesion, work engagement, setting of goals consistent with those of the leader, and proactive behavior.

Two core principles of TQM--namely,

(1) people orientation--everyone involved with the organization should focus on delivering value to customers--and (2) improvement orientation--everyone should work on continuously improving the work processes.

Successful control systems have a number of common characteristics:

(1) they are strategic and results oriented. (2) they are timely, accurate, and objective. (3) they are realistic, positive, and understandable and they encourage self-control. (4) they are flexible

Performance measures are usually obtained from three sources:

(1) written reports, including computerized printouts; (2) oral reports, as in a salesperson's weekly recitation of accomplishments to the sales manager; and (3) personal observation, as when a manager takes a stroll on the factory floor to see what employees are doing.

External Communication: Outside the Organization

--External communication flows between people inside and outside the organization. These are other stakeholders: customers, suppliers, shareholders or other owners, and so on.

Situational approaches:

--Fiedler's contingency model= task-oriented style and relationship-oriented style--and three dimensions of control: leader-member, task structure, position power. --House's path= goal revised leadership model--clarifying paths for subordinates' goals, and employee characteristics and environmental factors that affect leadership behaviors.

Three additional perspectives:

--Leader-member exchange (LMX) model= leaders have different sorts of relationships with different subordinates. --E-Leadership= using info technology for one-to-one, one-to-many, and between group and collective interactions. --Followers= we also describe the role of followers in the leadership process.

Behavioral approaches:

--Task-oriented behavior= initiating-structure and transactional leadership --Relationship-oriented behavior= three behaviors: consideration, empowering leadership, and servant leadership --Passive behavior= laissez-faire leadership --Transformational behavior

Transformational leadership approach:

--Transformational leadership= transform employees to pursue organizational goals over self-interests, using inspirational motivation, idealized influence, individualized consideration, intellectual stimulation.

Informal communication channels

--develop outside the formal structure and do not follow the chain of command--they skip management levels and cut across lines of authority. Two types of informal channels: (1) grapevine (2) management by wandering around.

Horizontal Communication: Within & between work units

--horizontal communication flows within and between work units; its main purpose is coordination. Can be impeded in three ways: (1) by specialization that makes people focus just on their jobs alone; (2) by rivalry between workers or work units, which prevents sharing of information; and (3) by lack of encouragement from management.

The lack of women at the top (positions of leadership):

--unwillingness to compete or sacrifice --Modesty --Lack of mentor --Starting out lower, and more likely to quit.

Efficient communicator vs Effective communicator

--when you can transmit your message accurately in the least time. --when your intended message is accurately understood by the other person.

Epilogue: The keys to your managerial success

-Find you passion and follow it. -Encourage self-discovery, and be realistic -Every situation is different, so be flexible -Fine-tune your soft skills--your people skills. -Learn how to develop leadership skills. -Treat people as if they matter, because they do. -Draw employees and peers into your management process. -Be flexible, keep your cool, and take yourself lightly.

PDCA cycle

a Plan-Do-Check-Act cycle using observed data from continuous improvement of operations.

statistical process control

a statistical technique that uses periodic random samples from production runs to see if quality is being maintained within a standard range of acceptability.

Management by wandering around (MBWA)

also known as management by walking around--is the term used to describe a manger's literally wandering around hid or her organization and talking with people across all lines of authority.

Noise

any disturbance that interferes with the transmission of a message. --can occur in nonverbal communication, as when our physical movements send a message that is different from the one we are speaking, or in --cross-cultural communication, as when we make assumptions about other people's messages based on our own culture instead of theirs.

Social media

are internet-based and mobile technologies used to generate interactive dialogue with members of a network.

ISO 9000 series

consists of quality-control procedures companies must install--from purchasing to manufacturing to inventory to shipping--that can be audited by independent quality-control experts, or "registrars."

Managerial leadership

defined as "the process of influencing(leadership part) others to understand and agree about what needs to be done and the process of facilitating (managing part) individual and collective efforts to accomplish shared objectives.

Machiavellianism

displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles.

ISO 14000 series

extends the concept, identifying standards for environmental performance.

Formal communication channels

follow the chain of command and are recognized as official. Three types: (1) vertical--meaning upward and downward (2) horizontal--meaning laterally (sideways), and (3) external--meaning outside the organization

telepresence technology

high-definition videoconference systems that simulate face-to-face meetings between users. telework= virtual office. It has been adopted to replace the term "telecommuting."

Identity theft

in which thieves hijack your name and identity and use your good credit rating to get cash or buy things.

Media richness

indicates how well a particular medium conveys information and promotes learning.

Management by exception

is a control principle that states that managers should be informed of a situation only if data show a significant deviation from standards.

Six Sigma

is a rigorous statistical analysis process that reduces defects in manufacturing and service-related processes.

Decentralized control

is an approach to organizational control that is characterized by informal and organic structural arrangements (opposite of bureaucratic control).

Bureaucratic control

is an approach to organizational control that is characterized by use of rules, regulations, and formal authority to guide performance.

Organizing

is arranging tasks, people, and other resources to accomplish the work.

Psychopathy

is characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath's actions harm others.

Total quality management (TQM)

is defined as a comprehensive approach--led by top management and supported throughout the organization--dedicated to continuous quality improvement, training, and customer satisfaction.

Security

is defined as a system of safeguards for protecting information technology against disasters, system failures, and unauthorized access that result in damage or loss.

Narcissism

is defined as having "a self-centered perspective feelings of superiority, and a drive for personal power and glory."

Controlling

is defined as monitoring performance, comparing it with goals, and taking corrective action as needed. *is concerned with seeing that the right things happen at the right time in the right way.

continuous improvement

is defined as ongoing small, incremental improvements in all parts of an organization--all products, services, functional areas, and work processes. This improvement orientation has the following assumptions: --It's less expensive to do it right the first time. --It's better to do small improvements all the time --Accurate standards must be followed to eliminate small variations. --There must be strong commitment from top management.

Decoding

is interpreting and trying to make sense of the message. Sender(Encoding) --> Message --> (Decoding) Receiver

Operational control

is monitoring performance to ensure that operational plans--day-to-day goals--are being implemented and taking corrective action as needed.

Strategic control

is monitoring performance to ensure that strategic plans are being implemented and taking corrective action as needed.

Tactical control

is monitoring performance to ensure that tactical plans--those at the divisional or departmental level--are being implemented and taking corrective action as needed.

Leading

is motivating people to work hard to achieve the organization's goals

Referent power

is power deriving from one's personal attraction. This kind of power characterizes strong, visionary leaders who are able to persuade their followers by dint of their personality, attitudes or background. More likely to be characteristics of leaders.

Expert power

is power resulting from one's specialized information or expertise.

Planning

is setting goals and deciding how to achieve them.

Leadership

is the ability to influence employees to voluntarily pursue organizational goals.

Power

is the extent to which a person is able to influence others so they respond to orders

active listening

is the process of actively decoding and interpreting verbal messages.

Privacy

is the right of people not to reveal information about themselves.

Authority

is the right to perform or command; it comes with the job.

Grapevine

is the unofficial communication system of the informal organization, a network of gossip and rumor of what is called "employee language."

Encoding

is translating a message into understandable symbols or language.

crowdsourcing

obtaining services, ideas, or content by soliciting contributions from a large group of people, especially the online community.

Paraphrasing

occurs when people restate in their words the crux of what they heard or read.

Control standard

or performance standard or simply standard, is the desired performance level for a given goal.

reduced cycle time

or reduction in steps in a work process, such as fewer authorization steps required to grant a contract to a supplier.

"top down" strategy for reading

variant on the SQ3R (Survey, Question, Read, Recite, Review) method.

feedback

whereby the receiver expresses his or her reaction to the sender's message.

Reward power

which all managers have, is power that results from managers' authority to reward their subordinates.

Legitimate power

which all managers have, is power that results from managers' formal positions within the organization

Coercive power

which all managers have, results from managers' authority to punish their subordinates. Punish can range from verbal or written reprimands to demotions to terminations.

Trait approaches to leadership

which attempt to identify distinctive characteristics that account for the effectiveness of leaders.

RATER scale

which enables customers to rate the quality of a service along five dimensions--reliability, assurance, tangibles, empathy, and responsiveness--each on a scale from 1 (for very poor) to 10 (for very good). -Reliability: ability to perform the desired service dependably, accurately, and consistently. -Assurance: employees' knowledge, courtesy, and ability to convey trust and confidence. -Tangibles: physical facilities, equipment, appearance of personnel. -Empathy: provision of caring, individualized attention to customers. -Responsiveness: willingness to provide prompt service and help customers.

Lean six sigma

which focuses on problem solving and performance improvement--speed with excellence-of a well-defined project.

supply chain

the sequence of suppliers that contribute to creating and delivering a product, from raw materials to production to final buyers.

special-purpose team

to meet and solve a special or onetime problem.

Transformational leadership

transforms employees to pursue organizational goals over self-interests. Influenced by two (2) factors: 1. Individual characteristics 2. Organizational culture

Vertical communication:

Up & down the chain of command --downward communication--from top to bottom. It flows from a higher level to a lower level (or levels). --upward communication--from bottom to top. It flows from a lower level to a higher level(s).

Five (5) listening styles:

1. Appreciative style--listening to be amused *tends to listen for pleasure, doing easy listening and tending to tune out when there's no amusement or humor in what he or she is listening to. 2. Empathic style--tuning into the speaker's emotions *focuses on the speaker's feelings, concentrating on what he or she sees as well as says and reading people's body language/reactions. 3. Comprehensive style--focusing on the speaker's logic *tries to determine the rationale of the speaker's argument, preferring logical presentations without interruptions. 4. Discerning style--focusing on the main message. *often taking copious notes and concentrating hard on what the speakers says. 5. Evaluative style--challenging the speaker *listens analytically, all the while formulating challenges to the speaker;s points, asking lots of questions.

Companies manage complexity in three ways:

1. Determining what needs to be done--planning and budgeting. 2. Creating arrangements of people to accomplish an agenda--organizing and staffing. 3. Ensuring people do their jobs--controlling and problem solving.

Leadership copes with change in three ways:

1. Determining what needs to be done--setting a direction. 2. Creating arrangements of people to accomplish an agenda--aligning people 3. Ensuring people do their jobs--motivating and inspiring

Four (4) key behaviors of Transformational Leaders:

1. Inspirational Motivation: "Let me Share a Vision that Transcends Us All" --charisma= a form of interpersonal attractions that inspires acceptance and support. --charismatic leadership= which was assumed to be an individual inspirational and motivational characteristic of particular leaders. 2. Idealized Influence: "We are Here to Do the right thing" 3. Individualized Consideration: "You have the opportunity here to grow & excel" 4. Intellectual Stimulation: "Let me describe the great challenges we can conquer together"

Three (3) important implications of transformational leadership for managers:

1. It can improve results for both individuals & groups 2. It can be used to train employees at any level 3. It requires ethical leaders

Four (4) components to TQM:

1. Make continuous improvement a priority 2. Get every employee involved 3. Listen to and learn from customers and employees 4. Use accurate standards to identify and eliminate problems.

Six areas of organizational control:

1. Physical area: includes building, equipment, and tangible products. 2. HR area: personality tests and drug tests for hiring. 3. Informational area: production schedules. sales forecasts. environmental impact statements. analyses of competition. etc. 4. Financial area: bills paid on time? how much money is owed by customers? etc. 5. Structural area: how is the organization arranged from a hierarchical or structural standpoint? 6. Cultural area: informal method of control. Influences the work process and levels of performance through the set of norms that develop as a result of the values and beliefs that constitute an organization's culture.

"How do you get your boss, coworker, or subordinate to do something you want?" The nine (9) answers ranked from most used to least used tactics: First 5 are considered "soft" tactics. and the last 4 are considered "hard" pressures.

1. Rational Persuasion: trying to convince someone by using reason, logic, or facts. ex. "You know, all the cutting-edge companies use this approach." 2. Inspirational Appeals: Trying to build enthusiasm or confidence by appealing to others' emotions, ideals, values. ex. "If we do this as a goodwill gesture, customers will love us." 3. Consultation: Getting others to participate in a decision or change. ex. "Wonder if I could get your thoughts about this matter." 4. Ingratiating Tactics: Acting humble or friendly or making someone feel good or feel important before making a request. ex. "I hate to impose on your time, knowing how busy you are, but you're the only one that can help me." 5. Personal Appeals: Referring to friendship and loyalty when making a request. ex. "We've known each other a long time, and I'm sure I can count on you." 6. Exchange Tactics: Reminding someone of past favors or offering to trade favors. ex. "Since I backed you at last month's meeting, maybe you could help me this time around." 7. Coalition Tactics: Getting others to support your effort to persuade someone. ex. "Everyone in the department thinks this is a great idea." 8. Pressure Tactics: Using demands, threats, or intimidation to gain compliance. ex. "If this doesn't happen, you'd better think about cleaning out your desk." 9. Legitimating Tactics: Basing a request on one's authority or right, organizational rules or politics, or express or implied support from superiors. ex. "This has been green-lighted at the highest levels."

Three (3) ways in which organizations may apply trait theory:

1. Use personality and trait assessments 2. Choose personality over intelligence 3. Use management development programs

Seven (7) challenges while operating in a complex environment:

1. competitive advantage 2. diversity 3. globalization 4. information technology 5. ethical standards 6. sustainability 7. you own happiness and life goals

Positive attributes often found in leaders:

Extroversion, Agreeableness, Communication skills

Case study: (Ch. 15) To what extent is Hootsuite's use of social media consistent with recommendations about matching the richness of media to the situation at hand?

Hootsuite's use of social media is consistent with recommendations about matching media richness. For example, it used social media for HR practices such as recruiting, onboarding, recognition, performance management and brand management. Moreover, there is social media training provided so that employees do not make mistakes online to the detriment of the company. Training begins with social media certification through Hootsuite University, which educates individuals on what social media can do to help them in their job, how it can affect their careers, and how it can provide product training.

Case study: (Ch. 15) How does Hootsuite's use of social media tend to eliminate barriers to communication? Explain.

Hootsuite's use of social media tends to eliminate physical barriers to communication. Culture is one of Humphrey's top priorities, and Hootsuite's social media efforts are part of a larger commitment to transparency. This allows communication between employees that may be physical separated by location, time zones, etc. The organization's use of social media also eliminates personal barriers. For example, in a company blog, Humphrey pointed out that transparency fueled by social media can give companies the same kind of feedback from employees that they find to be so valuable when it comes to customers. This can help with stereotypes, prejudices, oversized egos, etc. The more communication between individuals, in an open setting, the better it is for these types of issues. The more employees are boxed in and in a closed environment, the more fuel is added to stereotyping, prejudice and ego flaming.

Case study: (Ch. 15) Which of the downsides to social media are occurring at Hootsuite? Explain.

Productivity may drop if employees are using social media for personal reasons during company time. Humphrey is a realist about the fact that it's not possible to control exactly how and when each employee will use social media, and this is an important concept to come to terms with. Moreover, even though there is training, with such an emphasis on social media, employees may post derogatory information about the company on social media that can be leaked to the general public.

full-range leadership

suggests that leadership behavior varies along a full range of leadership styles, from passive (laissez-faire) "leadership" to one extreme, though transactional leadership, to transformational leadership at the other extreme.

Managers vs. Leaders

Leaders manage and managers lead, but the two activities are not synonymous. --Managers are about dotting the I's and crossing the T's...they do the planning, organizing, directing, and control. Leadership is about doing the right thing..Leaders inspire, encourage, and rally others to achieve great goals.

Trait approaches:

Leadership traits- positive task-oriented traits and positive/negative interpersonal attributes. Gender studies-motivating others, fostering communication, producing high-quality work, and so on.

"Dark Side" Traits (negative attributes often found in leaders)

Narcissism, Machiavellianism, & psychopathy

Matching the appropriate Medium to the appropriate situation:

Rich Medium: Best for Non-routine situations & to avoid oversimplification. --danger of using a rich medium for routine matters is that it results in information overloading--more info that necessary. Lean Medium: Best for Routine situations & to avoid overloading --oversimplification-it doesn't provide enough of the information the receiver needs and wants.

Case study: (Ch. 15) What are the primary benefits of social media at Hootsuite?

Some of the primary benefits of social media at Hootsuite include the ability to feel the "pulse" of the organization's employees by receiving feedback online. Second, the organization is also able to break down physical and personal barriers by allowing an exchange of information through the Internet. In a company blog, Humphrey pointed out, "Thanks to social media, feedback no longer needs to be a horoscope delivered too late; it's about active listening for both employee and organizational empowerment." This is important to keep in mind when you are deciding whether or not to expand your organization's use of social media.

Coping with Complexity vs. Coping with change: The thoughts of John Kotter

suggests that one is not better than the other, that in fact they are complementary systems of action: --Management= coping with complexity --Leadership= coping with change

Case study: (Ch. 15) What does this case teach you about the use of social media in today's organizations? Explain.

The use of social media in today's organizations is both a tool and a risk. As the case mentions, employees are empowered to speak their minds and provide information to management before it is too late. Employees can also break down physical barriers and chat about the company culture in an open, digital environment. However, having an emphasis on social media can lead to adverse information about the organization leaking to the general public, and also a lack of productivity when employees begin focusing on friends and family online, rather than work.

personalized power

power directed at helping oneself--as a way of enhancing their own selfish ends may give the world power a bad name.

socialized power

power directed at helping others. This is the kind of power you hear in expressions such as "My goal is to have a powerful impact on my community."

(W. Edwards Deming's challenge known as) Deming management

proposed ideas for making organizations more responsive, more democratic, and less wasteful.

Multicommunicating

represents "the use of technology to participate in several interactions at the same time."

enterprise resource planning (ERP)

software systems, information systems for integrating virtually all aspects of a business, helping managers stay on top of the latest developments