BUS 201 CH 9

DECISION TREE APPROACH

Attempts to prescribe a leadership style that is appropriate in different situations; also assumes that the leader is able to display different leadership styles - assumes the degree of participation by subordinates depends on the characteristics of the situation

COUNTERPRODUCTIVE BEHAVIOURS

Behaviours that detract from organizational performances (ie. absenteeism - employee doesn't show up for work or even tardiness, theft, sabotage, sexual and racial harassment, workplace aggression, and violence)

SUPPORTIVE LEADER BEHAVIOUR

Being friendly and approachable, showing concern for subordinates' welfare and treating members as equal

KOTTERS DISTINCTIONS BETWEEN MANAGEMENT AND LEADERSHIP

Creating an agenda, developing a human network for achieving the agenda, executing plans, outcomes (table 9.2)

FOUR KINDS OF BEHAVIOURS TO CLAIRY THE PATHS TO GOAL ATTAINMENT

Directive leader behaviour, supportive leader behaviour, participative leader behaviour, achievement-oriented behaviour

CONTEMPORARY MOTIVATION THEORIES

Expectancy theory and equity theory

OPENNESS

Hope open or rigid a person is in terms of his or her beliefs -high opens people are curious and willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new info; better performers due to flexibility and likelihood that they will be better accepted by others in the organization -low openness people are less receptive to new and ideas and less willing to change their minds

WHAT THEORIES DID RESEARCHERS DEVELOP AFTER THE HAWTHORNE EFFECT

Human resources model, the hierarchy of needs model, two factor theory, and acquired needs theory

THE TWO FACTORS

Hygiene factors and motivating factors

ACHIEVEMENT-ORIENTED BEHAVIOUR

Sets challenging goals, expects subordinates to perform at high levels, encourages subordinates, and shows confidence in subordinates; abilities

SMART

Specific, measurable, achievable, relevant, and time-framed; research has shown SMART is most likely to result in increased employee performance

RECENT TRENDS IN LEADERSHIP

Transformational leadership, charismatic leadership, leaders as coaches, gender and leadership, cross-culture leadership, strategic leadership, ethical leadership, virtual leadership

TURNOVER

When people quit their jobs due to things like nature of job, the nature of supervision, a poor person-job fit, the external labour market, and family influences

COGNITIVIE DISSONANCE

When to sets of cognition or perceptions are contradictory or incongruent; also occurs when people heave in a way that is inconsistent with their attitudes (ie. a person who thinks that smoking and overeating are dangerous may do both because the person finds the behaviour pleasurable)

TEAM MANAGEMENT

Team provide monetary benefits for companies that use them, but they can also provide non-monetary benefits such as increasing motivation and job satisfaction for employees, enhancing company-wise communication, and making members feel like they are an integral (NOTE: teams do not always work as fast workers can become resentful of slow workers because they lower production and their team pay)

PHYSIOLOGICAL NEEDS

Concerned with survival (include food, water, shelter, and sleep); businesses provide both comfortable working environments and salaries provide sufficient to buy food and shelter

REINFORCEMENT

Controlling and modifying employee behaviour through the use of systematic rewards and punishments for specific behaviours

CROSS-CULTURAL LEADERSHIP

focuses on both international differences and diversity based differences: International - when firm leaders are sent to foreign firms, must be sensitive to the cultural differences that exist between two countries and consider changing leadership style accordingly diversity - workforces become more diverse; most research has analyzed white male leaders but now leaders are much more diverse

COMPRESSED WORKWEEK

Employees work fewer days per week, but more hours on the days they do work

TWO-FACTOR THEORY

A theory of human relations developed by Frederick Herzberg that identifies factors that must be present for employees to be satisfied with their jobs and factors that, if increased, lead employees to work harder

CLASSICAL THEORY OF MOTIVATION

A theory of motivation that presumes workers are motivated almost solely by money

TWO-STEP REINFORCEMENT PROCESS

1. Define the specific behaviours managers want their employees to exhibit (working hard, being courteous to customers, stressing quality, etc.) and the specific behaviour they want to eliminate (easing time, being rude to customers, ignoring quality, etc.) 2. "shape" employee behaviour by using reinforcement

BHEAVIOURAL APPRAOCH

A leadership approach focused on determining what behaviours are employed by leaders; determine how the behaviours of effective leaders differed from the behaviours of less effective leaders

TRAIT APPROACH

A leadership approach focused on identifying the essential traits that distinguished leaders - idea that leaders had unique traits that distingue them from non-leaders Important traits include intelligence, dominance, self-confidence, energy, height, and knowledge about the job Shitty predictor of leadership success lol peace!

SITUATIONAL (CONTINGENCY) APPROACH TO LEADERSHIP

A leadership approach in which appropriate leader behaviour varies from one situation to another; attempts to identify various forms of leader behaviour that result in contingent (depend on elements of the situation and characteristics of the leader) outcomes and consequences

THEORY X

A management approach based on the belief that people must be forced to be productive because they are naturally lazy, irresponsible, and uncooperative and must therefore be either punished or rewarded to be made productive

THEORY Y

A management approach based on the belief that people want to be productive because they are naturally energetic, responsible, and cooperative

WOKRSHARING (JOB SHARING)

A method of increasing employee job satisfaction by allowing two people to share one job; benefits both employees and the employer

FLEXTIME

A method of increasing employees' job satisfaction by allowing them some choice in the hours they work

JOB ENRICHMENT

A method of increasing employees' job satisfaction by extending or added motivating factors such as responsibility or growth -job redesign motivated individuals who have a high need for growth or achievement

AGREEABLENESS

A person's ability to get along with others; -person with high level of agreeableness is gentle, cooperative, forgiving, understanding, and good-natured; better at developing good working relationships -Person with low agreeableness is irritable, short-tempered, uncooperative, and generally antagonistic; not likely to have particularly good working relationships

ATTITUDES

A person's belief and feeling about specific ideas, situations, or people; may have attitudes about salary, promotion possibilities, boss, employee benefits, etc and are formed by personal valued, experiences, and our personalities

EXTRAVERSION

A person's comfort level with relationships -extroverts are sociable, talkative, assertive, and open to establishing new relationships; higher overall job performers and more likely to be attracted to jobs based on personal relationships such as sales and marketing positions -introverts are less sociable, talkative, and assertive, and more reluctant to begin new relationships

SELF-EFFICACY

A persons belief about his or her capabilities to perform a task -high self-efficacy believe that they can perform well on specific task -people with low self-effivacyhave doubts about their ability to perform a specific task

AFFECT

A persons feelings toward someone or something (ie. you may like one of your classes and dislike another and if the class you dislike is an elective, you may not care cause grade doesn't matter but if class is required for major, you may work harder to get a good grade)

MANAGEMENT BY OBJECTIVES (MBO)

A system of collaborative goal setting that extends from the top of an organization to its bottom; involves managers and subordinates in setting goals and evaluating progress

QUALITY CIRCLE

A technique for maximizing quality of production. Employees are grouped into small teams that define, analyze, and solve quality and other process-related problems within their area

LEADERSHIP AND POWER

Ability to affect the behaviour of others; necessary to fully understand leadership

HOW IS JOB ENRICHMENT ACCOMPLISHED

Accomplished by job redesign, which involves combining tasks to increase job variety, forming natural work groups, and establishing client relationships

THE BIG FIVE TRAITS RELEVANT TO ORGANIZATIONS

Agreeableness, conscientiousness, emotionality, extraversion, and openness

TELECOMMUTING

Allowing employees to do all or some of they work away from the office

THE PATH-GOAL THEORY

An extension of the expectancy theory; suggests that the primary functions of a leader are to make valued or desired reward available in the workplace and to clarify for the subordinates the kinds of behaviours that will lead to goal accomplishment and valued rewards

ORGANIZATIONAL COMMITMENT (JOB COMMITMENT)

An individual's identification with the organization and its mission -highly committed employees see themselves as true members of the firm, overlook minor source of dissatisfaction, and see themselves remains members of the organization -less committed employees are more likely to see themselves as outsiders, to express more dissatisfaction about the work situation, and to not see themselves as long-term members of the organization

ETHICAL LEADERSHIP

As a result of corporate scandals, leaders are now being called on to maintain high ethical standards in their own conduct, to unfailingly exhibit ethical behaviour, and to hold others in their organizations to the same standards -ya so basically practice ethical leadership DON'T BE A SNAKE!!

MACHIAVELLIANISM

Behaviour designed to gain power and control -highly machiavellianism individuals tend to be rational and non-emotional, may be willing to lie to attain their personal goals, put little emphasis on loyalty and friendship, and enjoy manipulating other people -low machiavellianism is the opposite

CANADA V USA MANAGEMENT STYLES

Canadian managers more fair, more open to different cultures, put more emphasis on long-term goals

THREE MAJOR APPROACHES THAT REFLECT A CHRONOLOGY OF THINKING IN THE AREA OF MOTIVATION

Classical theory, early behavioural theory, and contemporary motivational theories

LEADERS AS COACHES

Coaching perspective calls for leader to help select team members/other new employees, provide overall direction, help train and develop the team and the skills of its members, and help the team get the info and other resources it needs (leader may also resolve conflict among team members); coaches from different times need to link activities and functions of respective teams. Other than that, they law low and let group get its work done without overly close supervision -coach teaches and guides team but doesn't actually score the points the lead to the W

THREE COMPONENTS OF ATTITUDE

Cognition, affect, and intention

EMOTIONALITY

Degree to which people tend to be positive or negative in their outlook and behaviours toward others -postitive emotionality are poised, calm, resilient, and secure; better able to handle job stress, pressure, and tension - stability causes them to be seen as more reliable -negative emotionality are excitable, insecure, reactive, and subject to mood swings

EXPERT POWER

Derived from information or expertise that the manager possess; managers who know how to interact with important customers, or scientists who achieve an important technical breakthrough have expert power

POWER

Driven by the desire to control their environment (included the financial, material, information, and human resource aspects). People with high need for power can be: 1. successful managers if they seek power in order to help the organization perform better, 2. have a fairly low need for affiliation (because their power may alienate others), 3. and have good self-control and are not excessive in there use of power

ORGANIZATIONAL CITIZENSHIP

Employees engage in action that provide positive benefits to the organization in more indirect ways (ie. an employee that works late when the boss asks to help newcomers learn their way around)

TYPES OF MODIFIED WORK SCHEDULES

Flextime, compressed workweeks, telecommuting, and workshare programs (developed to increase job satisfaction)

AFFILIATION

Focus on human companionship; want reassurance and approval from others, and are genuinely concerned about others feelings. Likely to act and think as they believe others want them to, especially those with whom they strongly identify with and want their friendship; most often work in jobs with a lot of interpersonal contact such as teaching

STRATEGIC LEADERSHIP

Focuses on leadership in top management: a leaders ability to understand the complexities of both the organization and its environment in order to lead change toward enhanced competitiveness

THE LEADER-MEMBER EXCHANGE (LMX) MODEL

Focuses on the differential relationships leaders often establish with different subordinates Superior-subordinate pair respects a "vertical dyad"; the model suggests that supervisors establish a special relationship with small number of trusted subordinates (in-group) and they usually receive special treatment. Subordinates not in this group are a part of the "out group" and receive less supervisor time and attention basically, teachers pets

GENDER AND LEADERSHIP

Growing number of women in highest levels of organizations so research studies have focused on developing a better understanding of how women lead vs. men; women have tendency to be more democratic while men are more autocratic

INTENTION

Guides a persons behaviour; may like a certain instructor so you want to take another class with them next semester but since intentions are always translated into actual behaviour, you may not take the class because it is at 8:30am

ACHIEVEMENT

Have a strong desire to accomplish a goal or task as effectively as possible; tend to set moderately difficult goals and to make moderately risk decisions - preoccupied with work, and take personal responsibility of getting things done. Avoid jobs like research and development and like jobs like sales as they get immediate feedback

SECURITY

In crude the need for stability and protection from the unknown; employer offer pension plans and job security

SOCIAL NEEDS

Include the needs for friendship and companionship; making friends at work can help satisfy social needs, as can the feeling that you belong in a company

VIRTUAL LEADERSHIP

Involves carrying out leadership activities when the leader does not have regular personal contact with followers

COMBINING TASKS

Involves enlarging jobs and increasing their variety to make employees feel that their work is more meaningful (i.e., For example, the job done by a computer programmer who maintains computer systems might be redesigned to include some sys- tem design and development work. The programmer is then able to use additional skills and is involved in the overall system package)

TWO KEY ATTITUDES

Job satisfaction and organizational commitment

TYPES OF POWER

Legitimate power, reward power, coercive power, expert power, referent power,

DIRECTIVE LEADER BEHAVIOUR

Lets subordinates know what is expected of them, gives guidance and direction, and schedules work

OTHER PERSONALITY TRAITS

Locus of control, self-efficacy, authoritarianism, Machiavellianism, self-esteem, and risk propensity

LEADERSHIP CHARACTERISTICS

Managers value system, confidence in subordinates, personal inclinations, feelings of security, and actual behaviour

PARTICIPATIVE LEADER BEHAVIOUR

Means consulting with subordinates, soliciting suggestions, and allowing participation in decision making

PARTICIPATIVE MANAGEMENT AND EMPOWERMENT

Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company; involves tapping into workers' knowledge about the job, encouraging them to be self-moti- vated and to make suggestions for improvements, and giving them more authority and responsibility so that they feel they are a real part of the company's success

SUBORDINATE CHARACTERISTICS

Need for independence, readiness to assume responsibility, tolerance of ambiguity, interest in the problem, understanding of goals, knowledge, experiences, and expectations

SELF-ACTUALIZATION

Needs for self-fulfilment; include the need to grow and develop one's capabilities to achieve new and meaningful goals (challenging job assignment can help satisfy these needs)

CONTINGENCY THEORIES

Path goal theory, the decision tree approach, and the leader-member exchange model

FORMING NATURAL WORKGROUPS

People who do different jobs on the same project can form natural workgroups; help employees get an overview of their jobs and see their importance in the total structure

INDIVIDUAL DIFFERENCES

Personal attributes that vary from one person to another and make a person unique; physical, psychological, and emotional attributes that vary from one person to another. Two main categories are personality and attitudes

THE FIVE NEEDS

Physiological needs, security needs, social needs, esteem needs, self-actualization

FOUR BASIC REINFORCEMENT OPTIONS

Positive reinforcement - apply positive consequences when employees exhibit desired behaviours Punishment - Apply negative consequences when employees exhibit undesirable behaviours Omission - withhold positive consequences when employees exhibit undesirable behaviours negative reinforcement - withhold negative consequences when employees exhibit desired behaviours

REWARD POWER

Power to give or withhold rewards like salary increases, bonuses, promotions, praise, and interesting job assignment

TYPES OF TEAMS

Problem-Solving teams: focus on developing solutions to specific problems; based on idea that best solution come from employees who actually do the work Self-managed teams: set their own goals, select their own team embers, evaluate their own performance, and generally manage themselves Project teams/venture teams: work on specific projects like developing new processes, new products, or new businesses Transnational teams: composed of members from many different countries Virtual teams: groups of geographically dispersed co-workers that are assembled to accomplish a specific task, using a combination of telecommunications and information technologies

TWO KEY METHODS FOR FACILITATING MATCH BETWEEN PEOPLE AND THE JOBS

Psychological contracts and the person-job fit

MOTIVATING FACTORS

Recognition, responsibility, advancement, and achievement (directly related to the work that employees actually perform); cause movement along a continuum from not satisfaction to satisfaction (eg., if workers receive no recognition for successful work, the may not be satisfied, but neither will they be dissatisfied. If recognition is provided, they will likely become more satisfied)

SIX MOST COMMON STRATEGIES FOR ENHANCING MOTIVATION

Reinforcement/behaviour modification, goal setting, participative management and empowerment, team management, job enrichment and redesign, and modified work schedules

EARLY BEHAVIOURAL THEORY

Researchers determined that almost any action on the part of management that made workers believe they were getting special attention caused their productivity to rise; convinced managers that paying attention to employees as indeed good for businesses. After this study, managers and researchers focussed more attention on how good human relations - interactions between employers and employees and their attitudes toward one another - helped in motivating employees

TWO BASIC FORMS OF LEADER BEHAVIOUR

Task-oriented - the manager focuses on how tasks should be performed in order to achieve important goals (higher performing subordinates) Employee-oriented - the manager focuses on the satisfaction, motivation, and well-being of employees (more satisfied subordinates)

CONSCIENTIOUSNESS

Tend to focus on relatively few tasks at one time; as a result, they are likely to be organized, systematic, careful, thorough, responsible, and self-disciplined; ; tend to be relatively higher performers in a variety of different jobs -low levels tend to pursue wider array of tasks; are disorganized and irresponsible, less self-disciplined

THREE MAIN LEADERSHIP STYLES

The autocratic style, the democratic style, and the free-rein style

RISK PROPENSITY

The degree to which a person is willing to take chances and make risky decisions -managers with high levels are willing to experiment with new ideas, gamble on new products, and take financial risks; if successful, organization will benefit, but if not, organization will suffer -managers with low levels are reluctant to experiment with new ideas, gamble on new products, or take financial risks; may result in a lack of new initiatives, which may either maintain organizational stability or cause the organization to fall because it does not change with the times

SELF-ESTEEM

The extent to which a person believes that he or she is a worthwhile and deserving individual -high self-esteem more likely to seek higher-status jobs, be more confident in his or her ability to achieve higher levels of performance, and focus on intrinsic satisfaction like feeling good about doing work -low self-esteem may be more content to remain in a lower-level job, be less confident in his or her ability, and focus more on extrinsic rewards such as money

AUTHORITARINISM

The extent to which a person believes that power and status differences are appropriate within social systems such as organizations -highly authoritarian employee may accept directives or orders from someone with b/c that person is their boss; highly authoritarian boss will expect employees to follow orders -low authoritarian employees are more likely to questions things or express disagreement with the boss; less authoritarian boss may encourage subordinate input into decisions

LOCUS OF CONTROL

The extent to which a person believes that their behaviour has a real effect on what happens to them -internal locus of control people believe they control what happens to them -external locus of control people believe that fate or luck controls what happens to them

PERSON-JOB FIT

The extent to which a person's contributions and the organizations inducement match one another; each employee has a specific set of needs that he or she wants fulfilled, and a set of job-related behaviours and abilities to contribute - if the organization can take perfect advantage of those behaviours and abilities and exactly fulfill those needs, it was have achieved a perfect person-job fit

EMOTIONAL INTELLIGENCE (EMOTIONAL QUOTIENT [EQ])

The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

JOB SATISFACTION

The extent to which people have positive attitudes toward their jobs -satisfied employees tend to be absent less often, be good organizational citizens, and stay with the organization -dissatisfied employees may be absent more often, experience stress that disrupts co-workers, and may be continually looking for another job

COGNITION

The knowledge a person has about someone or something; based on perceptions about reality, and perceptions agree with reality to varying degrees (ie. you may like a class because textbook in interesting, the class meets at convenient time, instructor is knowledgable, and workload is light)

AUTOCRATIC STYLE

The manager issues orders and expects them to obeyed without question

THE DEMOCRATIC STYLE

The manager requests input from subordinates before making decisions, but retains final decision-making power

FREE-REIN STYLE

The manager serves as an advisor to subordinates who are given a lot of discretion when making decisions

REFERENT POWER

The most abstract form of power; based on identification, imitation, loyalty, or charisma of the leader because follower highly value what the leader stand for; followers might choose to imitate a leader by wearing same clothes, working same hours, supporting the same manage philosophy

ESTEEM NEEDS

The needs for status, recognition, and self-respect; job titles and large offices are among the things that businesses can provide to address these needs

EMPLOYEE BEHAVIOUR

The pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness (ie. R & D scientist who works in a lab trying to find new scientific breakthroughs)

LEGITIMATE POWER

The power granted through the formal organizational hierarchy; managers have literate power because of the specific position they occupy in the hierarchy (synonymous with authority)

COERCIVE POWER

The power to force another person to comply by means of psychological, emotional, or physical threat (nowadays limited to verbal or written reprimands, layoffs, demotion, or termination

LEADERSHIP

The process of motivating others to work to meet specific objectives (different from a manager because they may not hold the same amount of respect and trust)

PERSONALITY

The relatively stable set of psychological attributes that distinguish one person from another

TRANSFORMATIONAL LEADERSHIP

The set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

TRANSACTIONAL LEADERSHIP

The set of abilities that involves routine, regimented activities that are necessary during periods of stability

PSYCHOLOGICAL CONTRACT

The set of expectations held by an employee concerning what he or she will contribute to an organization (contributions) and what the organization will provide the employee (inducements) in return

MOTIVATION

The set of forces that causes people to behave in certain ways; managers musth think very carefully about how to motivate employees

HAWTHORNE EFFECT

The tendency for workers productivity to increase when they feel they are getting special attention from management

EXPECTANCY THEORY

The theory that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining

EQUITY THEORY

The theory that people compare (1) what they contribute to their job with what they get in return and (2) their input/output ratio with that of other employees; focuses on social comparisons

GOAL-SETTING THEORY

The theory that people perform better when they set specific, quantified, time-framed goals

APPROACHES TO LEADERSHIP

The trait approach, the behavioural approach, the situational approach to leadership

TWO SETS OF ASSUMPTIONS ABOUT HOW BEST TO USE THE HUMAN RESOURCES AT A FIRMS DISPOSAL

Theory X and Theory Y

HIERARCHY OF HUMAN NEEDS MODEL

Theory of motivation deserving five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs

ESTABLISHING CLIENT RELATIONSHIPS

Third way to redesign a job; establish client relationships (let employees interact with customers) -increases the variety of a job and gives workers greater feeling of control over their jobs and more feedback about their performance

MCCLELLAND'S ACQUIRED NEEDS THEORY

Three needs: achievement, affiliation, and power; one typically dominates a given individuals need structure

CHARISMATIC LEADERSHIP

Type of influence based on the leader's personal charisma Charismatic leaders have high level of self-confidence, strong need to influence others, communicate high exceptions about follower performance, express confidence in their followers

SIUTATIONAL CHARACTERISTICS THAT AFFECT DECISION MAKING

Type of organization, group effectiveness, the problem itself, and time pressure

HYGIENE FACTORS

Working conditions, quality of supervision, interpersonal relations, pay, and job security (working conditions in which they perform); cause movement along a different continuum, one from no dissatisfaction to dissatisfaction (e.g., workers will be dissatisfied if they feel that working conditions are poor, but if working conditions are improved, workers will not become satisfies rather whey will no longer be dissafistifed)