CE Test #3 - Management Side

OSU studied continued:

Lore International Institute supplemental research -Leaders need to demonstrate trustworthiness, honesty, and ability to collaborate Trustworthiness is ruined when leaders' behavior demonstrates they are: 1. Credit Hogs - taking credit ... 2. Lone Rangers - too independent ... 3. Egomaniacs- all about me ... 4. Mules - stubborn, inflexibility

Behavioral Theories Summary

Most seem to work across the following dimensions: -Work Dimension = Structure, Job-Centered Behaviors - People Dimension = Consideration, Employee-centered behaviors Behavioral Leadership Research shows that: -Desirable leadership behavior is associated with strong leader emphasis on both structure and consideration -Undesirable leadership behavior is associated with weak leader emphasis on both dimensions -They did advance understandings on leadership ... -Results varied though, under different sets of circumstances -Discounted situational factors that influence success or failures (performance and satisfaction) -Difficult to yield consistent results ... too discreet Led to the Situational Approach to Leadership

#3 - Argyris's Maturity-Immaturity Continuum (Content Theories of Motivation)

-Human needs progress along a continuum focusing on the personal and natural development of people -People naturally progress from immaturity to maturity as they move along the continuum -Generally, more awareness and control over their own destinies Maturity-Immaturity Progression: -State of passivity - age related -State of dependence - decreases generally -Capable of behaving in many different ways - situational -Deeper, more lasting interests - know what is more important ... -Long-time perspective - knowledge to wisdom -Aspiring to occupy an equal subordinate position -Control over self actions and reactions

Approaches to Meeting Social Responsibilities

-Incorporate social goals into annual planning process -Seek comparative industry norms for social programs -Present reports to owners and stakeholders -Experiment with different approaches -Attempt to measure cost of social programs -Ensure ability to execute! Different managerial strategies and approaches: 1. Requirement: Firm only does what is required by law ... the must do's ... 2. Recognition: Firm has obligations to pursue both profit and social goals 3. Believing: Firm has both profit and social goals Alignment with Vision, Mission, Values of the Firm!

Why Focus On Organization Culture?

-Influences the way people carry out processes (rationale) -Creates pressure for members to act in a way consistent with the culture -Can work to enhance organizational productivity -Can serve as a component of organizational strategy -Acts as a guideline for making operational decisions -Codified in an organizations 'Code of Conduct' which managers ensure all follow - reinforces the culture!

Motivation - Why do people act the way they do?

-Inner state causing an individual to learn in a way that ensures the accomplishment of some goal -Initiative—Persistence—Direction of employee efforts toward job performance -Understanding motivation is a management imperative

Why is understanding theories important?

-Knowing the basics will provide you context -Best practices in the business world usually reflect a blend -Training, practice, developing your own leadership skills around motivational practices!

Leadership and Management are not ____________ activities.

-Leadership and Management are not identical activities (look at photo) Combines thoughts on: Leadership = people, relationships, strategy, vision, more-so Management = organizational processes, execution, more-so -The most effective managers over the long-term are also leaders -Not mutually exclusive though many are better at one vs. the other

Leading vs. Directing

-Leading: The process of directing the behavior of others toward the accomplishment of an objective; 'getting things' accomplished through people -Directing: causing individuals to act in a certain way or to follow a particular course of action WHY's to importance of leadership skills development: -Enhanced communication technology, -Growth in international business; -Face paced changes technology driven business process -PEOPLE, Relationships!

Top-Down Management Support - Essential

-Managers (evaluation, on-boarded) skilled at working with a diverse workforce -Effective education and diversity training programs -Foster organizational climate that promotes diversity and fosters peer support for exploring diversity issues -Open communication between employees and managers about diversity issues -Recognition of employees' development of diversity skills and competencies -Recognition of employee contributions to diversity goals (spotlight examples ...) -Organizational rewards (extrinsic & intrinsic) for managers' implementation of organizational diversity goals and objectives -Adapt, Evolve, Continuously Improve!

Tannenbaum and Schmidt Leadership Continuum

-Managers are successful decision makers only if the method they use to make decisions appropriately reflects the leader, the follower, and the situation -Depicts a range of how leaders make decisions: -Autocratic leadership decision making to subordinate-centered decision making -Tannenbaum and Schmidt Leadership Continuum: Continuum of leadership behavior that emphasizes decision making (look at photos)

Why is motivation for managers important?

-Managers learning to understand what drives their teams & employees to act -Aid in understanding how to manage in today's complex workplaces -Links to: performance; individual and team relationships; organizational culture; rewards systems

#1 - Managerial Communications (Strategies for Motivating Employees)

-Most basic motivation strategy! -Managers should communicate often with employees -Communicating is a basic tool for satisfying human needs of organization members

Key Elements of Motivation for Managers:

-Motivating teams to achieve goals and success, critical competency for successful managers -Listen, ask questions (remember the "talk-listen" ratio) Know employee softer 'care-abouts': (bookmark!): -Achievement; recognition; growth; meaningful work; equity and camaraderie; flexibility; work environments; respectful treatment; leadership credibility; reasonable degree of job security; etc.

#2 - Alderfer's ERG Theory Of Motivation (Content Theories of Motivation)

E = Existence Need (Need for Physical well-being) R = Relatedness Need (Need for satisfying interpersonal relationships) G = Growth Need (Need for continuing personal growth and development) -Differs from Maslow's in that the three levels (only 3 orders vs. 5) can activated differentially at different time depending upon the situation Ex: job fulfillment may be missing, hence a focus on just 'doing the job' for the compensation -Lower skills jobs, impact of technology, etc. -Managers must focus on job design and enrichment -Attraction and retention implications!

Argument for Social Responsibility Activities:

-Businesses are a subset of society -Businesses have a responsibility to help maintain and improve the overall welfare of society -Performing social responsibility activities can earn greater organizational profits (a relationship not yet proven by research), though gains them reputational advantage Though, an increasing competitive advantage, more-so!

5. Diversity efforts based on:

-Compliance with affirmative action & EEOC policies -Inconsistent enforcement & implementation (those who breach policies may not be sanctioned unless noncompliance results in legal action) -Support of policies not rewarded; organization relies on individual managers' interest/commitment

4. Diversity efforts based on:

-Compliance with and enforcement of affirmative action and EEOC policies -No organizational supports with respect to education, and training -Inconsistent or poor managerial commitment

2. Diversity efforts based on:

-Effective implementation of affirmative action and EEOC policies -Ongoing education and training programs -Managerial commitment tied to organizational rewards -Minimal attention directed toward cultivating an inclusive and supportive organizational climate

1. Broad-based diversity efforts based on:

-Effective implementation of affirmative action and EEOC policies -Organization-wide assessment & management's top-down commitment to diversity -Managerial commitment tied to organizational rewards -Ongoing processes of organization assessment & programs - creating a climate inclusive and supportive of diverse groups

Transformational Leaders are Authentic!

-Entails leaders who are deeply aware of their own and others' moral perspectives -Leaders are confident, hopeful, optimistic, resilient, and of high moral character -Moral Courage—strength to take actions consistent with moral beliefs Blends personal humility with intense will to build long-range organizational success

It is fundamentally important for managers to understand diversity and has implications to:

-Workplace & organizational performance -Teams -Individuals -Stakeholders Characteristics of individuals employed in our firms and impacts organizational culture (recall class discussion) These characteristics shape the identities and experiences individuals have in our society

What are the 5 major categories & strategies to achieve pluralism (effective workplace diversity)?

1. "Golden Rule" Approach - be sure to understand others frame of reference ... empathy! 2. Assimilation Approach - avoid!, involves exerting undo pressure 3. "Righting the Wrongs" Approach - policies to create a more equitable set of conditions (embrace diversity - Pinterest!) 4. Culture-Specific Approach - train on norms and practices of another culture (i.e., cultural immersion training in multinational corporations) 5. Multicultural Approach - build into the fabric of the organization!

1. Hudson Institute Strategies (Strategies for Promoting Diversity in Organizations)

1. Stimulate balanced world growth - global economy ... rising tide metaphor ... 2. Accelerate productivity increases in service industries - service economy more-so than manufacturing ... how best to scale ... effectiveness & efficiency 3. Maintain dynamism of aging workforce - encourage adaptability and flexibility 4. Reconcile conflicting needs of women, work, and families - equitable distributions more-so ... 5. Fully integrate underrepresented demographics (i.e. African American, Hispanic workers, etc.) - erase the biases ... we need a skilled and engaged workforce! 6. Improve education and skill of all workers - invest in greatest asset - human capital

Three processes/methods to formulate & implement strategy (not mutually exclusive):

1. Strategic planning -A formal, top-down planning approach 2. Scenario planning -A formal, top-down planning approach 3. Strategy as planned emergence -Begins with a strategic plan, but is less formal -Leaders must create/nurture an environment: wildcards; innovation moments (free time); % of budget; examples? -Google's: 70-20-10 time allocation

3. Hierarchy Cultures (4 Types of Organizational Cultures)

3. Hierarchy Cultures, characterized by: -Formal & structured—Internal focus, stability -Efficiency, formal rules of operations Manager focus on: -Coordination & organization, standard processes -Ensure employees know exactly what is expected of them -Monitoring systems and regular employee feedback McDonald's; GM; Government; Others?

4. Market Cultures (4 Types of Organizational Cultures)

4. Market Cultures, characterized by: -Stability and control—emphasizes relationships with all stakeholder (capital, employee, customers, suppliers) Managers focus on: -Competition, winning, achieving goals -Makes sure all know the top critical customers -Accept only world class quality in products & services General Electric; Netflix; Berkshire; Others?

2. Equal Employment and Affirmative Action (Strategies for Promoting Diversity in Organizations)

Equal Employment Opportunity Commission (EEOC): Federal agency enforcing discrimination in employment laws regulating recruiting & other management practices Affirmative Action: Eliminate barriers and increase opportunities for underutilized and/or disadvantaged individuals Reverse Discrimination: well crafted policy avoids! Regulations which encourages and protects diversity!

Diversity Challenges: Multi-Generational Workforce

Generation Groups (varying life priorities, values, etc.): -Generation Z -Millennial (Generation Y): Born after 1980 -Generation X: Born between 1965 and 1980 -Baby Boomers: Born between 1946 and 1964 -Silent (Greatest) Generation: Born between 1928 and 1945 Managing different groups is challenging Each generation has its own values it brings to work Each generation has it stage in life priorities ... heightened emphasis on work-life balance Reverse Mentoring: pairing a senior employee with a junior employee to transfer new knowledge

Important to discern the differences between Organization subculture and Dominant Organization Culture:

Organizational Subculture: mini-culture within an organization; reflects values and beliefs of specific departments or geographic regions -i.e. research & development vs. a line operation Dominant Organization Culture: The shared values held by the majority of an organization's members. Managers must be able to manage both in order to optimize planning, organizing, controlling

Ethical & Effective Leadership actions encompass:

-Continuous learnings: theory to practice ... -Education, career experiences, age -Personal interpretations of situations -Lense of their unique perspective -Outcomes reflect values of top management (Merck vs. WF) -Active development and engagement

VYJ Decision Making Effectiveness

-Leader state the problem to be addressed -Asks a series of clarifying questions: -Gains insights on employee knowledge/readiness along with further problem definition -Research has shown evidence decisions consistent with the model are more successful than are decisions inappropriate with the model -Main challenge is the complexity of the model and difficulty in applying the model

Perceptions of inequity come from:

-Work assignments -Promotions -Compensation -Ratings reports -Office assignments All of these situations are emotionally charged as they relate to perceptions of self-worth

Three primary forces influence managers in making practical and effective decisions:

Forces in Manager: Values—Confidence in Subordinates—Personal Leadership Strengths—Tolerance for Ambiguity Forces in Subordinates: Need for Independence—Readiness—Interest— Knowledge—Experience—Expectations Forces in Situation: Organization Type—Group Effectiveness—Problem to Solve—Time Available

Leaders Are Coaches: instruct others on how to meet organizational goals and objectives

Table 15.2 Characteristics of an Effective Coach (look at photo)

Leadership - Emerging Concepts for Modern Times

Figure 15.8 Characteristics of the emerging leader versus characteristics of the manager - not mutually exclusive! (look at photo)

What are the components to Maslow's Hierarchy of Needs?

Figure 16.4 Maslow's hierarchy of needs (look at photo) Level 1 = Physiological - survival Level 2 = Safety & Security (jobs) Level 3 = Social - valued member of organization Level 4 = Self Esteem - respect, acceptance, recognition Level 5 = Self Actualization - realize full potential, strive for betterment Practically speaking for management: -People are generally less structured -Understand different cultures, backgrounds, life experiences, etc. -All these levels should be considered for motivating employees ...

Iowa Study Observations and Findings (cont.)

Understanding which style is a function of: 1. What is the managers 'comfort level' 2. Assess worker's readiness to assume responsibility 3. Assess the situations (timely-ness; complexity) -Team & individuals satisfaction tends to be better under the democratic style -Employee centered styles tend to improve motivation; morale; decision-making; quality

Diversity Challenges: Changing Demographics

Figure 4.1 Average annual percentage changes in the U.S. population by race, 1995-2050 (look at photo)

Quotes from leadership/management experts:

"Effective leadership is putting first things first. Effective management is discipline, carrying it out" ... Stephen Covey "Management is doing things right; leadership is doing the right things." ... Peter Drucker "Most corporations today are over managed and under led." ... John Kotter - AKA a rut

Leadership & Corporate Social Responsibility Pyramid

(look at photo)

6. No Diversity efforts:

Noncompliance with affirmative action and EEOC

Leadership - Summary - CE Context

A. Evolution of Leadership Thought: B. Leadership and Decision Making: C. Leaders Change Organizations - Transformational Leadership!

Leadership Theories

Abundance of leadership theories ... -From early ones based upon traits -To more sophisticated theories based upon behaviors -Situational Theories -Transformative Theories Learning about leadership, developing your leadership skills, will be a journey! Management has gone from traits to behaviors

3 Needs Theory in Practice:

Applicable, understandable for most managers ... For example, do members of your team value: Achievement - educational goals ... tuition reimbursement as a benefit of a job? Affiliation - may be comfortable simply doing a great job, limited aspiration for "C-suite" Power - enjoy public recognition; decision making; collaboration Not mutually exclusive - just a focus. Everyone is a combination not just one!

#5 - Likert Management Systems (Strategies for Motivating Employees)

Categorizes management styles in organizations to: System 1 - Lack of confidence and trust in subordinates System 2 - Condescending master-to-servant style, confidence, and trust in subordinates System 3 - Substantial, not complete, confidence in subordinates System 4 - Complete trust and confidence in subordinates -Modern management strives to develop & operate from System 3 to System 4 -Because of the mechanisms today System 1 and 2 are decreasing. -Very common to other motivational theories we talked about.

Types of Organizational Culture Models

Competing Values Model - organizational cultures differ on two sets of opposite values: 1. Flexibility & Discretion vs. Organizational Stability, Order, and Control 2. Internal Organizational Focus vs. and External Organizational Focus -Organizational cultures tend to incorporate various combinations of these competing values The Competing Values Framework - depicts four different kinds of organization culture ... rationale framework managers can us to categorize an organizations culture (look at photo)

What is DEI?

Diversity -Representation -Identities Equity -Fair Treatment -Access -Policy Inclusion -Environment -Culture -All are welcome. All matter.

To define a culture, management needs to consider the following:

Do people innovate and take risks? Are people attentive to detail? Are people focused on outcomes of what they do? Is organization sensitive to people? Do people function as a team? Are people in organization, aggressive? Are people focused on maintaining the status quo?

Leadership - Touches upon IQ & EQ

Emotional Intelligence: Ability to manage ourselves and our relationships effectively through awareness of and effective response to our emotions Strong leadership = IQ + EQ -IQ: knowledge, competencies, technical skills -EQ: social skills, likeability, relationship building "...our rule of thumb holds that EI contributes 80 to 90 percent of the competencies that distinguish outstanding from average leaders ... Primal Leadership

Managers Must Understand & Influence Employee Responses ...

Employees may have difficulties coping with diversity Often, no extrinsic rewards to cooperating with diversity policies ... that is changing! Conflicts caused by not dealing with diversity can destroy team cohesiveness, disrupt communication, ultimately hinder organizational performance Seek organizational support; leverage network!

Motivation (defined generally)

In general: -Reason(s) one has for acting or behaving in a particular way -General desire or willingness of someone to do something. From a management point of view: -Internal & external factors that stimulate desire and energy in people to be continually interested and committed to a job; or, to make an effort to attain a goal.

Leaders Govern the _______ ____________ _________

Leaders Govern the Strategic Management Process!

# 6 & 7 - Monetary & Nonmonetary Incentives (Strategies for Motivating Employees)

Monetary Incentives - money-based compensation programs, examples include: -ESOPs—Employee Stock Ownership Plans -Lump-Sum Bonuses -Profits/Gain-Sharing Non Monetary Incentives - examples include: -Promoting from within -Emphasis on quality -Recognition !!! -Job enrichment and Job enlargement could be here too

Strategies for Promoting Diversity in Organizations:

Table 4.2 Sample of EEOC Case Settlements (be familiar, in text) (look at photo)

What are the two types of motivation theories?

Process Theories and Content Theories

VYJ Decision Tree Model - know the theory & logic

The Vroom-Yetton model is designed to help you to identify the best decision-making approach and leadership style to take, based on your current situation. (look at photo)

Fiedler Contingency Theory

The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader Eight Combinations, or Octants, of Three Factors: Leader-Member Relations, Task Structure, and Leader Position Power: (look at photos)

Social Responsibility & Federal Legislation

Table 3.1 Primary Functions of Several Federal Agencies That Enforce Social Responsibility Legislation (look at photo)

4th Strategy - Behavior Modification (Strategies for Motivating Employees)

-Developed by B.F. Skinner, Psychologist, Harvard University -Encouraging appropriate behavior by controlling the consequences of that behavior, though: Reinforcement techniques -Positive reinforcement -Negative reinforcement Punishment techniques

What are the 4 types of Organizational Cultures FROM the models:

1. Clan Cultures 2. Adhocracy Cultures 3. Hierarchy Cultures 4. Market Cultures,

1. Clan Cultures (4 Types of Organizational Cultures)

1. Clan Cultures, characterized by: -Strong internal focus, high degree of flexibility/discretion -Shared values and goals—cohesion - like a family! Managers focus on: -Coaching, counseling, empowerment -Set clear SMART goals for work teams -Celebrate successes of work teams and individuals Southwest Airlines; Others?

Steps to Creating an Ethical Workplace:

1. Create, distribute a Code of Ethics Policy 2. Appoint a Chief Ethics Officer, complement to HR 3. Provide training and continuous development (i.e., annual reminders) 4. Give employees criteria (situations/case examples) for helping determine if an action is ethical Society, Ethics, Sustainability,- fundamental management competencies & skills!

Why Should Companies Pursue Sustainability?

3 reasons why managers should build sustainable organizations: 1. Increased profits - the baseline 2. Increased productivity & engagement 3. Increased innovation: i.e. automobiles; energy management; electronic waste? Other considerations: talent attraction & retention; stakeholder management; contribution basis

Diversity in Action at Pinterest Example:

80% of technology workers were white or Asian males Developed a strategy: -Every hiring manager had to interview one female and one person from an underrepresented demographic for any given position -Pinterest expanded the number & kind of Universities where recruiting -Every employee received mandatory diversity & bias training; increased referrals -Mentorship programs for black software engineers Results: 6 weeks, diverse candidate pool increased by 55%

The Vroom-Yetton-Jago Model (VYJ)

Decision focused leadership theory: Focuses on how much participation to allow subordinates in decision-making process Two key aspects: 1. Organizational decisions should be of high quality, geared to improve performance 2. Subordinates should accept and be committed to organizational decisions that are made Model suggest 5 leadership decision making styles ... Figure 15.6 The five decision styles available to a leader according to the Vroom-Yetton-Jago model (look at photo)

Determining if Social Responsibility Exists in the Organization & Take Action

Defined: Degree of effectiveness & efficiency an organization displays in pursuing its social responsiveness Management obligations & activity based on: -Business situation: industry & resources ... -Impact on stakeholders Stakeholders: -Any individual or group that is directly or indirectly affected by an organization's decisions -Becoming more active in SR pursuits! Table 3.2 Stakeholders of a Typical Modern Organization and Examples of Social Obligations Managers Owe to Them (bookmark!)

Leadership vs. Management

Leadership: -Subset of management (see next chart) -Emphasizes behavioral issues; relationships -Cares about and focuses on people doing the job Management: -Broader in scope -Emphasizes behavioral and non behavioral issues -Makes sure the job gets done

Leaders exhibit four primary types of behavior:

Managers can facilitate job performance by showing employees how their performance directly affects receiving the desired results Leaders exhibit four primary types of behavior (look at photo): -Directive Behavior - telling followers what to do and how to do it -Supportive Behavior - being friendly with followers and showing interest in them as human beings -Participative Behavior - seek suggestions from followers regarding business operations to the extent followers are involved in making important organizational decisions -Achievement Behavior - Setting challenging goals for followers to reach and expressing/demonstrating confidence they measure up to the challenge

Importance of Organizational Culture

Managers should not only take seriously their firm's culture but also should ensure culture is embedded into the organizational strategy to build a competitive advantage. ... Michael Porter, Harvard Business School Encouragement of the proper behaviors that lead to achievement of organizational goals and objectives

#2 - McGregor's Factor X/Y Theory (Strategies for Motivating Employees)

-A bit too binary ... Manager have 2 beliefs about employees: 1. Theory X - majority of employees need to be closely managed as they generally dislike work Can destroy motivation! #1 Reasons people leave companies: Dislike their manager/relationship with their boss 2. Theory Y - majority of employees seek responsibility, do not need much supervision Can unlock value, strong performance -Candidly, this just starts frames a continuum ...

Flextime in Job Design Matters!

-A flexible working arrangement that allows workers to complete their jobs within a workweek of normal number of hours that they schedule themselves -Contributes to job satisfaction and productivity -Helps in attracting, retraining and keeping employees engaged! -Supercharged by the pandemic environment! -Gallup Survey = 23% of Employees Remaining Remote!

Basic premise of Path Goal Theory:

-Leader outlines goals for followers -Leader clears path that followers should take -Followers achieve goals and earn rewards contingent on doing so

C. Leaders Change Organizations - Transformational Leadership!

1. Leaders build Trust, are Authentic, display Morale Courage 2. Leaders are Coaches 3. Leaders understand importance of IQ & EQ 4. Servant Leadership 5. Level 5 Leadership - blend personal humility to build LT organizational success ... common leadership development model

Situational Leadership Theories - Recap

1. Life Cycle Leadership -Leadership style adapted to readiness of followers -Most sophisticated, leaders aware of external factors 2. Fiedler Contingency -Performance dictated by matching inflexible leadership styles (task vs. relationship) with different scenarios 3. Path-Goal -Adapting leadership behaviors based on environmental & employee factors to help team members succeed

Strategies for Motivating Employees:

1. Managerial Communications 2. Theory X & Theory Y 3. Effective Job Design 4. Behavior Modification 5. Likert Management Systems 6. Monetary Incentives 7. Nonmonetary Incentives Managers use a combination of these strategies!

B. Leadership and Decision Making

1. Tannebaum & Schmidt Leadership Continuum - continuum of leadership that emphasizes decision making processes - popular, commonly referenced 2. Vroom-Yetton-Jago Leadership Decision Styles - more concise than T/S - engage employees via a decision tree approach

Behavioral Theory Implications T-S Leadership Continuum

1. University of Iowa Study (added terminology): Focuses on three leadership behaviors or styles: A. Autocratic Style - leader who centralizes authority and limits worker participation B. Democratic Style - leader involved workers in decisions; consultative; more participative C. Laissez-faire - workers are free to make decisions; leaders offer resources and answer questions

Importance of Motivating Organization Members - The Why!

Figure 16.5: Unsatisfied needs of organization members resulting in either appropriate or inappropriate behavior (look at photo)

#3 - Importance of Job Design (Strategies for Motivating Employees)

Job Design = design of organizational members jobs Four Elements - balancing general vs. specialized roles: 1. Job Rotation - engagement, reduces absenteeism 2. Job Enlargement - job rotation and enlargement leads to enrichment & productivity 3. Job Productivity and Enrichment 4. Flextime

Transformational Leadership - focus on outcomes and how you get there ...

-Acting like a leader - integrity with authenticity -Inspire organizational success by affecting follower's beliefs -Create vision—Build commitment—Facilitate organizational change -Know the people you are leading and help them develop -Stimulate action, make others think and take responsibility -Inspire others to transcend their own interests for the benefit of the organization

When individuals believe they have been treated unfairly in comparison to other coworkers, they react in a way to try to fight the inequity, such as:

-Change work outputs - 'throttle back' -Change compensation - ask for a raise -Change perceptions - rationalize?; cognitive dissonance -Choose a different referent -Leave situation - becomes a retention problem Note: the inverse can be true if there is over-rewarding

#4 - Porter-Lawler Theory of Motivation (Process Theories of Motivation)

-Comprehensive theory - builds upon Needs-Goal & Vroom -Amount of effort is determined by value of rewards and the probability of reward being received (look at photo) -Task accomplishment is determined by ability to do a task and perception of task required The value of a reward is determined by intrinsic and extrinsic factors: -Intrinsic rewards - come from directly performing the task -Extrinsic rewards - extraneous to the task, compensation -Perceived fairness of rewards influences amount of satisfaction produced by rewards

1. Process Theories (how motivation occurs)

-Emphasize how individuals are motivated -Focus on steps occurring when individual is motivated Four Important Theories that build on one another: 1. Needs-Goal Theory 2. Vroom Expectancy Theory 3. Equity Theory 4. Porter-Lawler Theory Theories become more sophisticated and build upon each other ...

2. Content Theories (understand human needs)

-Emphasize individual's internal characteristics -Focus on understanding what needs individuals have and how to satisfy those needs 4 Theories (employee internal characteristics): 1. Maslow's Hierarchy of Needs 2. Alderfer's ERG Theory 3. Argyris's Maturity-Immaturity Continuum 4. McClelland's Acquired Needs Theory Continuing to build upon and further develop management thinking on motivation: people having a strong need for self respect, respect for others, psychological growth

Servant Leadership - A View on Transformational Leadership

-Leader's primary role is to help followers in quests to satisfy personal needs, aspirations, and interests -Places high value on service to others over self-interests -Servant Leaders are: good listeners—persuasive—aware of their surroundings—empathetic—stewards

#1 - Life Cycle Theory Leadership

-Leaders should adjust their leadership style in accordance with the readiness of their followers. -The focus is the situation of the followers, as it is up to them to accept or reject the leader -Readiness: a follower's ability and willingness to perform a task. Effective Leadership depends on it being appropriately matched with follower readiness! - Stated differently, leadership style should reflect maturity level/readiness of the followers: Maturity—Ability of followers to perform their jobs independently, assume additional responsibilities, and desire to achieve success Manager's leadership style is only effective if it is appropriate for the maturity level of the followers - their Readiness

Then, a Behavioral Approach to Leadership Emerged:

-Leadership success goes beyond traits, led to the behavioral studies to what leaders -Looked at what good leaders do, what they concentrate on Foundational studies centered on leaders generally exhibit specific types of behaviors: 1. The Ohio State University Study 2. The University of Michigan Study

Motivation Theories

-Motivation theories have evolved over time. -Early theories still have relevance and provide foundation for more contemporary theories. Society, cultures, values systems change: -Motivational theories have become more sophisticated as such -Ex: Open office vs. cubicle; in-class vs. online -Impact of technology in workplace

Leaders Must Build and Develop Trust

-Relationships are built on trust (... earned!) -Leaders work with people to execute responsibilities; solve problems; share knowledge and cooperation -Trust builds when leaders are authentic, transparent, and do what they say they will do. -"When we tell people to do their jobs, we get workers. When we trust people to get the job done, we get leaders." ... Simon Sinek

Defining Organization Culture:

-Set of values organization members share regarding functioning & existence of organization -Personality of the organization -Description of how the organization functions -Describes "how things are done here"

How does Disney motivate its employees? (Management Lessons)

1. Every team member matters (inclusive leadership); creating energy, creativity, loyalty! 2. People are the brand (not a logo); attract, develop, and keep great people 3. Effective, thorough, consistent training: culture, mission, beyond the job specifics ... instill part of a higher purpose 4. Eliminate barriers/roadblocks ... ensure effective & efficient processes Management sets the example ... always being watched!

Managers must also focus on:

1. Generally: -Recognize individual differences and motivate accordingly. -Match people to jobs. -Use theories simultaneously. 2. Set attainable goals and reasonable standards. 3. Provide frequent, high-quality feedback. 4. Check the system for equity (HR team support!) 5. Don't ignore $$ but remember, it isn't the top motivating factor. 6. Cultural issues abound.

Applying Behavior Modification - logical, guidelines for managers:

1. Give different rewards according to quality of employee performance 2. Tell workers what they are doing wrong 3. Crucial feedback privately! (Provide that feedback as close to the behavior as possible.) 4. Always give rewards and punishments that are earned ... link to situations, observed behaviors

Fiedler's Contingency Leadership Model General Examples

1. Good leader-member relations + more highly structured task + stronger position power = more leader control and influence (i.e. well-run factory floor, fulfillment center) 2. Good leader-member relations + more unstructured task + weak leader position power = leader who is more permissive, passive, considerate (i.e. non-profits; committee work) 3. Poor leader-member relations + more unstructured task + weak leader position power = leader who is more controlling, active, structured leadership (i.e. batch shop operations) -Match the individual's leadership style to the situation

Six Common Leadership Traits:

1. Intelligence, Judgment & Verbal Ability 2. Past achievement in scholarship & athletics 3. Emotional maturity & stability 4. Dependability, persistence, and drive 5. Social and adaptive skills across groups 6. Desire for status and socioeconomic position Not complete though ... behavioral & situation factors must be considered (i.e. working with and through others)

Advantages and Disadvantages of Using Flextime Programs/Hybrid Programs (bookmark!):

Table 16.2 Advantages and Disadvantages of Using Flextime Programs/Hybrid Programs Advantages: -Improved employee attitudes and morale -Accommodation of working parents -Decreased Tardiness -Fewer commuting problems (workers can avoid congested streets and highways) -Accommodation of those who wish to arrive at work before normal workday interruptions begin -Increased production -Facilitation of employee scheduling of medical, dental, and other types of appointments -Accommodation of leisure-time activities of employees -Decreased Absenteeism -Decreased turnover Disadvantages: -Lack of supervision during some hours of work -Key people unavailable at certain times -Understaffing at times -Problem of accommodating employees whose output is the input for other employees -Employee abuse of flextime program -Difficulty in planning work schedule -Problem of keeping track of hours worked or accumulated -Inability to schedule meetings at convenient times -Inability to coordinate projects -Collaboration - spontaneously

Leadership Framework: Level-5 Pyramid

(look at photo)

The Evolution of Leadership Thought

(look at photo)

What Do Strategic Leaders Do?

(look at photo) Meetings = receiving information, conveying messages, nonverbal cues ... meeting management!

Leaders Strive to Balance Internal and External Stakeholder Relationships with the Firm:

(look at photo) Exhibit 2.8

Life Cycle Theory of Leadership Model

(look at photos) Flexible matching of relationship and tasks between the leaders and follower: Examples: Low task, low relationship = Leader Delegating -Push down decisions - more routine, repetitive jobs High task, low relationship = Leader Directive -Needs to get done, an urgency

#2 - Vroom Expectancy Theory of Motivation (Process Theories of Motivation)

-A bit more complex than Needs-Goal Theory -Vroom is based on the premise that 'felt needs' drives human behavior -Introduces 'Motivational Strength': (Bookmark!) -Figure 16.2 (look at photo): Vroom's expectancy theory of motivation in equation form -Examples: College student summer painting; Extra credit opportunity in a course; Considering a special assignment in the workplace

Motivation examples:

-A student that spends extra time studying for a test because he or she wants a better grade in the class. -When working on a large project having a short dead-line but they offered such a large bonus to finish early we found the motivation to get it done.

Motivational Strength

-An individual's desire to perform a behavior -Their motivation fluctuates as individual's desire increases or decreases -Thinking style

Progression of Leaders Through the Pyramid

-Natural progression, each level builds upon the previous one. -Prior levels must be mastered before moving on. -Each level helps individuals develop capacity for greater success. Level-5 executives (similarities to servant leadership ...): -Works to help the organization succeed -Helps others reach their full potential, personal needs -Good listeners—Persuasive—Aware of their surroundings—Empathetic—Stewards -Facebook (Mark on Sheryl): "She builds enduring greatness at Facebook through a combination of skill, willpower, and humility"

#1 - A Classic: Maslow's Hierarchy - Management Perspective (Content Theories of Motivation)

-People have a range & hierarchy of needs which they seek to satisfy -Higher level needs could only be met once the foundations one have been satisfied -Analogous to priority setting in the business world -Imagine what businesses are doing today to protect their employees!

Diversity Challenges: Macro-level Factors

-Population is growing more slowly -Workforce is getting older -Growing presence/impact of women in the workforce -Minorities will make up a larger share of new entrants ... demographics changing ... -Immigration is increasing in the general population and the workforce

Leadership Lessons From The Olympics

1. Conditions for success are rarely perfect. We have to lead. We have to decide. 2. Sacrifice is required. It is not optional. 3. Little improvements over time, make a big difference. 4. Celebrate the moment, elevate the experience! 5. Focus now or pay the price later. 6. Hard work and passion can be more important than talent. Talent wins games, teamwork wins championships. 7. Recognize that some things are out of our control. Control what you are able.

A. Evolution of Leadership Thought:

1. Trait Theories - isolate characteristics that differentiate leaders from non-leaders ... traits are more innate ... limiting 2. Behavioral Theories - looked at what leaders go - task and relationship wise 3. Situational Theories - acknowledged impact of varying situations: a. Life Cycle Theory - leaders need to focus on maturity and readiness of followers - be flexible b.> Fielder Contingency Model - proper match between the leader's style of interacting with employees, the job at hand, and the leader's degree of control over a situation - a bit more rigid & difficult to sustain c.> Path-Goal Theory - Leader's style is flexible, can change to adapt to a situation (influenced by the environmental and employee factors in situations.

#1 - Needs-Goal Theory of Motivation (Process Theories of Motivation)

16.1 - (look at photo) -Motivation begins with an individual feeling a need -Need transforms into behavior that supports the goal of performance behavior to reduce the felt need -Individuals who set goals have an easier time focusing on relevant activities

2. Adhocracy Cultures (4 Types of Organizational Cultures)

2. Adhocracy Cultures, characterized by: -Flexibility & discretion—External focus -Creative, entrepreneurial workplaces, less P&P Managers focus on: -Generating innovation ideas from employees -Reward new ways to do work, new product service development -Foster continuous improvement Google; Zappos; Others?

#4 - Acquired Three Needs Theory - McClelland (Content Theories of Motivation)

3 Things Motivate people: achievement, affiliation, and power (depends on what the person finds motivating) 1. Achievement: challenges, risks, responsibilities. -Has a strong need to set and accomplish challenging goals -Takes calculated risks to accomplish their goals -Likes to receive regular feedback on their profess and achievements 2. Affiliation: team centered management style -Wants to belong to the group -Wants to be liked; often go along with whatever the group wants to -Favors collaboration over competition -Doesn't like high risk or uncertainty 3. Power: decision making -Wants to control and influence others -Likes to win arguments -Enjoys competition and winning Suggests the dominant motivator depends upon life experiences and culture

Social Responsiveness & Decision Making

An effective and efficient socially responsive organization works against wasting resources in the process -What's going on in the Fast Fashion, Plastics Industries? Managers must pursue only those responsibilities their organization possesses and has a right to undertake -Insource? ... Outsource? That said, 'push the envelop'!

Diversity Challenges: Ethnocentrism

Belief one's group, culture, country, and customs are far superior to those of other groups ... it's challenging: Prejudice - preconceived judgment, opinion about an issue, behavior, or group of people Stereotype - positive or negative assessment of a group or their perceived attributes Discrimination - the act of unjust/inequitable treatment based upon stereotypes or prejudice Tokenism - unacceptable reference to one of the few members of a group within an organization

What are businesses and managers doing to make their companies socially responsible?

Businesses and management more-so, are: -Performing all legally required social responsibility activities -Voluntarily performing social responsibility activities beyond those legally required -Inform all relevant individuals of the extent to which the organization is/will be involved in social responsibility activities -Engaging the employee base ...!

To improve a leader's effectiveness:

Change leader-member relations - align with 'like-minded' employees, same backgrounds Change leader to fit situation (new dept. to be created, existing dept. to be overhauled) Change leaders position power - established team?, new hires?, maybe even give a higher rank? -Can be tricky, though emphasizes the importance of situational variables

Management: Code of Ethics

Code of Ethics: A formal statement guiding how employees should act and make decisions 90% of Fortune 500 firms have a code of ethics! Cannot be expected to cover all behavior & should be evaluated and refined periodically Ethical standards & behaviors encompass: Utilitarian: Ethical behavior provides the most-good or least harm for the greatest number of people Rights: promote the respect and rights of others Virtue: Behaviors are ethical if they reflect high moral values such as honesty, fairness, and compassion

#2 - Building & Maintaining Culture Through Artifacts (4 General Approaches to Sustain)

Cultural artifacts (i.e. physical symbols) reinforce an organizations beliefs, values, and norms Values: Heart of any organization; what is considered important; 'for' or 'against' something ... Values Statement: formal document that summarizes the primary values within the culture of an organization Norms: appropriate attitudes and behaviors in day-to-day work & interactions Organizational Myths: Popular stories .... the beginnings; events of great significance -i.e. How we started, M&A, 1st Product(s), etc. Organizational Sagas: like myths, storytelling designed to perpetuate the shared values -i.e., Why we don't open on Sundays or other Holidays; Life of the founders, etc. Organizational Language: slogans, nonmenclature -i.e., At Disney you are a "cast" Member Organizational Symbols - logos, flags, pictures, etc. -i.e, McDonalds Golden Arches; Vanguard's Ship Organizational Ceremonies - formal activities for important occasions -i.e. organization milestones, anniversaries; sales or production goals; founder's day; etc. Organization Rewards - for those individuals who uphold the values; can come from within and outside the organization

Managing a Diverse Workforce - an organizational journey!

Donaldson/Scannell (research) Four-Stage Model: Stage 1: Unconscious Incompetence - managers are unaware, newly promotes, development required Stage 2: Conscious Incompetence - on the learning curve! Stage 3: Consciously Competent - much more deliberate and engaged Stage 4: Unconscious Competence - most effective, part of a manager's engagement style It's a journey ...

Arguments Against Social Responsibility:

Early Management Theory - Milton Friedman, Distinguished Economist: -Businesses being socially responsible conflict with profit interests of business owners -Socially responsible public activities conflict with private organizational objectives -Unethical to use owner profits for society's interests -Erodes shareholder value ...

Sustainability: Planning, Organizing, Leading, Controlling

Establish sustainability goals (S.M.A.R.T.) Hire organization members who can help organization become more sustainable Reward employees who contribute to organization's sustainability goals ... 'build into expected results' Track progress in reaching sustainability goals Examples: -Recycling - 35% national average, 52% actual -Energy = Reduce carbon footprint by X by XX

Management - 3rd - Ethical Pursuits ... It Matters!

Ethical Management defined: -The capacity to reflect on values in the corporate decision-making process -To determine how these values and decisions affect various stakeholder groups -Establish & reinforce how to use ethics in day-to-day company management -Ethical managers strive for practices that are fair and just for stakeholders -'It's the Right Thing to Do' ... beyond the 'Legal's'

Benefits of Ethical Management Practices:

Ethical business practices can lead to these organizational benefits: 1. Increased Productivity, Engagement, Satisfaction 2. Improved Stakeholder Relations - capital, product, and organizational ... 3. Minimizing Government Regulation & Intervention 4. Attracting & Retaining the 'best & brightest'

How does Herzberg's Hygiene Factors and Motivators relate to Maslow's Hierarchy of Needs?

Figure 16.6 Needs in Maslow's hierarchy of needs that BOTH desirable hygiene and motivating factors generally satisfy (look at photo)

Likert's Management Systems In Action (bookmark!):

Figure 16.7 Comparative long-term and short-term effects of system 1 and system 4 on organizational production (look at photo)

Code of Ethics Policy - Note the Key Words ...

Figure 3.2 Highlights of the Code of Ethics for financial managers at Publix Super Markets (look at photo)

Keeping an Organizational Culture Alive and Well - What are the 4 General Approaches to sustain?

Four general approaches to sustain: 1. Establishing a Vision of Organization Culture 2. Building and Maintaining Organization Culture through Artifacts 3. Integrating New Employees into the Organization Culture 4. Maintaining the Health of Organization Culture

#3 - Equity Theory of Motivation (Process Theories of Motivation)

Fundamentally, it entails ... -Employee's perception and/or view of reality of their inputs in comparison to others in similar situation -Inputs = what I put into my job -Outputs = what I get from my job -Employees will respond in different ways -Ex: American Airlines (executive comp.); State & County Governments (salary/benefit tradeoff) -Equity Theory: You vs. Referent

#4 - Maintaining Health of the Culture (4 General Approaches to Sustain)

Healthy Culture -Facilitates achievement of organization's mission and objectives -High engagement & performance -Disney; Villanova Unhealthy Culture -Does not facilitate achievement of the organization's mission and objectives -Poor relationship; lack of trust and engagement -Wells Fargo; perhaps Airline industry in pandemic 1. Openness and humility from top to bottom of the organization 2. An environment of accountability and personal responsibility 3. Freedom for risk-taking within appropriate limits 4. A fierce commitment to "do it right" 5. A willingness to tolerate and learn from mistakes 6. Unquestioned integrity and consistency 7. A pursuit of collaboration, integration, and holistic thinking 8. Courage and persistence in the face of difficulty

Job Productivity and Enrichment

Herzberg's Two-Factor Theory - builds on X/Y Theory for motivation: 1. Hygiene, Maintenance Factors - relate to workplace -When these factors are undesirable, the individual becomes dissatisfied (demotivator) 2. Motivating Factors - relate to the work itself -When these factors are compelling, the individual is satisfied and motivated to perform tasks Fundamentally, a combination of the two factors both increase job satisfaction and enhance job performance! Table 16.1 Herzberg's Hygiene Factors and Motivators (look at photo) (bookmark!)

#1 - Ohio State Behavioral Studies

Identified 2 independent dimensions of leader behavior: Structure Behavior (more Task focused): -The extent to which a leader defines and structures his or her role and the roles of employees to attain goals Consideration Behavior (more Relationship focused): -The extent to which a leader has job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings Based on the Structure and Consideration Behaviors, there are 4 fundamental leadership styles (look at photo): -Low structure + High consideration -Low Structure + Low consideration -High structure + High consideration -High structure + Low consideration *** High Structure/High Consideration = best performance and satisfactions, though ignored situational factors/flexibility ***

#2 - University of Michigan Studies

Identify the behavioral characteristics of leaders related to performance effectiveness: Employee oriented behavioral leader, emphasizes: -Interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences. Job-centered behavioral leader, emphasizes: -Technical or task aspects of a job, is concerned mainly with accomplishing tasks, and regards group members as means to accomplishing goals. Key finding: employee-oriented leader yields higher productivity and satisfaction

Management: 2nd - The Sustainability Organizational Challenge

Includes conserving national resources, reducing waste, recycling, and protecting threatened species Sustainability (general definition): The degree to which a person or entity can meet its present needs without compromising the ability of others to meet their needs

#3 - Leadership: Path Goal Theory

It is a leader's job to assist followers in attaining their goals and to provide the necessary direction and support. Assumes that the leader's style is flexible and can be changed to adapt to the situation at hand: -Directive (autocratic); Supportive (concerned); Participative (consultative); Achievement Oriented (challenging goals) --- VS. --- 2 classes of situations: Environmental and employee variables

Leaders

Leaders - those able to influence others and possess managerial authority and responsibility -"Let's face it: There are so many bad leaders in the world--for the simple reason that good leadership is really hard. It's about having clear goals and a plan to reach them, but it's also about the constant ebb and flow of human relationships. Don't underestimate the scope of that challenge." -General McRaven

Leadership is a _________.

Leadership is a Journey! -Continuous improvement -Leadership development plan: own it; work it ... -Practice: seek out experiences, experiment with different styles -Be a good follower: observe; learn from other leaders -Get a "coach" (personal board of directors; peers, counselors; professors; mentors...)

Situational Theories of Leadership

Leadership success and effectiveness depends on a combination of: SL = f(L, F, S): Leader; Follower; Situation Each instance of leadership is different and requires a unique combination of leaders, followers, and leadership situations Three notable theories then emerged: 1. Life Cycle Model 2. Fiedler Contingency Model 3. Path-Goal Theory

Legal vs. Ethical Practices - there is a distinction!

Legal is the 'red' line; Ethics is navigating the 'gray' area! -Following the Law - i.e. Sarbanes-Oxley Reforms: -Result of unethical practices of at Enron Corporation to prevent accounting deception of publicly owned companies -Holds managers accountable and can result in significant fines & jail time -Supports whistle-blowing—employee reporting of suspected misconduct or corruption (If you see something, say something) Industry examples abound: Wells Fargo; VW; Viacom/CBS/BMW; WeWork ...

Organizational & Social Implications of Diversity - What are minority and majority groups?

Majority Groups: Group of people who hold most of the decision-making power, control of resources and information, and access to rewards Minority Groups: Group of people who are assigned to work in positions that do not involve power, resources, acceptance, or social status -Together the two groups form the social system of the organization -Seek a wide range of talents from every cultural group as there are a host of business advantages!

Voluntarily Performing Social Responsibility Activities

Managers have a responsibility to: -Adhere to legislative mandates as the minimum standard to achieve ... minimally. -Challenge themselves how far above the minimum they are willing to go while still maintaining the success of the organization -Clearly communicate their involvement in social responsibility activities to all stakeholders

Managers Promoting Diversity (seem familiar? - Fundamentals of MGT)

Managers must leverage the potential of each person in the organization: -Planning: diversity training programs and goals -Organizing: recruiting, hiring, and retaining diverse pool of employees -Leading & Influencing: encouraging and supporting diverse work environment -Controlling: evaluating diversity efforts to see if working

Motivation results from...

Motivation results from the interaction of both conscious and unconscious factors such as the: -Intensity of desire or need -Incentive or reward value of the goal -Expectations of the individual and of his or her peers.

3. Diversity efforts based on:

Narrowly defined affirmative action and EEOC policies combined with one-shot education and/or training programs Inconsistent managerial commitment; rewards not tied to effective implementation of diversity programs and goal achievement No attention directed toward organizational climate.

#3 - Promoting Diversity in Organizational Commitment (Strategies for Promoting Diversity in Organizations)

Organizational Commitment to Diversity Continuum, a framework for organizations and managers: Broad based Diversity Programs and Efforts ... to ... No Diversity Programs and Efforts Diversity efforts critical to a firm's success, organization systems & structures to support!

#3 - Integrating New Employees Into the Culture (4 General Approaches to Sustain)

Organizational Socialization: process by which management can appropriately integrate new employees into the organization's culture -During good economic times, more new employers need to be socialized -The struggle for new recruits to fit-in can be frustrating and lead to high levels of premature turnover -Not all recruits are suitable for the organization's culture and some may need to be weeded out Alignment with great search, recruiting, and onboarding practices! Organizational Socialization: high level process map! (look at photo)

Hmm... Should employees be paid for performance or time on the job?

Pay-for-Performance Programs resonate: -Base compensation -Profit sharing -Lump-sum bonuses -Equity awards Compensation practices matter and are an important motivator!

#4 - Promoting Diversity Through Pluralism (Strategies for Promoting Diversity in Organizations)

Pluralism: managers strive to create an environment where differences are acknowledged, accepted, and contributors Five major categories & strategies to achieve pluralism (effective workplace diversity)

Management: The Philanthropy Challenge (part of a firm's SR)

Promote welfare of others through general monetary donations to social causes -i.e. Targeted Giving; United Way; etc. Aim to increase the well-being of people & society Focuses on supporting the arts, education, world peace, disaster relief, etc. Managers should donate to causes that in some way benefit both the organization and the society

Management Development & Diversity Training (recap)

Raise awareness & provide management training: -Behavioral Awareness -Acknowledgement of Biases and Stereotypes -Focus on Job Performance/Results -Avoidance of Assumptions -Modification of Policy and Procedure Manuals Value = innovation, new ideas, collaboration, engagement, 'performing teams' ...

What is the role of individual needs in the Needs-Goal Theory of Motivation?

Role of Individual Needs in this Theory: -Managers need to understand individual employee needs -Managers need to understand offering unvalued rewards does not motivate employees -Managers must be familiar with employee needs and offer valued rewards to satisfy those needs

Diversity Advantages in Business:

Table 4.1 Advantages of a Diverse Workforce (bookmark!!) - (look at photo)

Leaders Can Destroy Shareholder Value - List Examples

Several Examples: Adam Neuman - We Work Ken Lay - Enron John Sculley - Apple Charles Prince - CitiGroup Richard Fuld - Lehman Brothers Richard Wagoner - General Motors Ron Johnson - JC Penney John Stumpf - Wells Fargo

What are the Strategies for Promoting Diversity in Organizations?

Several approaches to diversity and strategies manager can use in promoting within their organizations: 1. Hudson Institute Strategies 2. Equal Employment and Affirmative Action 3. Diversity Through Organizational Commitment 4. Promoting Diversity Through Pluralism Balancing regulations vs. policy ...

Leaders Can Positively Impact Performance - List examples

Several examples: Mark Zuckerberg - Facebook Elon Musk - Tesla and SpaceX Jeff Bezos - Amazon Oprah Winfrey - HARPO Sheryl Sandberg - Facebook Mary Barra - General Motors Satya Nadella - Microsoft Indra Nooyi - former CEO of PepiCo 'Leaning in at Facebook' - Leadership Lessons?

Steps in Managing a Diverse Workforce:

Table 4.3 Organizational Challenges and Supports Related to Managing a Diverse Workforce (bookmark!) (look at photo)

SR - Social Auditing - A Management Challenge

Social Auditing: Process of measuring social responsibility activities to assess organizational performance Social Audit Steps - controlling, accountability -Monitoring -Measuring -Appraising -Modifying Examples: Starbucks - buying coffee beans; IKEA - sustainable sourcing (bamboo); RB - environmentally friendly ingredients; Others?

#2 - Fiedler's Contingency Leadership Model

Success depends on the proper match between the leader's style of interacting with employees, the job at hand, and the leader's degree of control over the situation Proposed solution for effective leadership in most situations is to change the organizational situation to fit the leader's style Three workplace criteria to manipulate, creating a proper match to the behavioral orientation of the leader ... Three primary factors: 1. Leader-Member Relations - degree of leader acceptance by followers 2. Task Structure - goals clearly articulated & known to followers 3. Position Power - extent to which leaders have control of rewards and punishments

Strategic Leadership In Practice

Successful use of power and influence to direct the activities of others in pursuit of organizational goals Enables organizational competitive advantage and garnering above average returns for stakeholders. Power = formal and informally use when implementing strategy: → Formal = their roles & responsibilities, authority → Informal = persuasion & influence of others -Quantifiable and Intangible ..

Defining a Sustainable Organization and the Triple Bottom Line:

Sustainable Organization: An organization that can meet their present needs without compromising future generation's ability to meet theirs (i.e., Amazon Pledge; GM; others?) The Triple Bottom-Line: Management should work toward making their organizations sustainable in three areas: economy, environment, and society - "People, Profit, Planet"

What is a related concept to the Needs-Goal Theory of Motivation?

The Goal-Setting Theory! -clarity; challenge; commitment; feedback; etc. -Setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated. -Recall our earlier chapters such as "Feedback"; SMART goals

CE- Management - Society, Ethics, Sustainability

Three key topics to enhance your management knowledge and skills (Society, Ethics, Sustainability) Social Responsibility Skill = ability to take action that protects and improves both the welfare of society and the interests of the organization Areas of Social Responsibility -Urban/Consumer Affairs, Community Volunteerism, Employment Practices (Leadership/Management!) -Ecology Conservation ('Going Green')

Early Leadership Theories Based on Traits:

Trait Theories of Leadership: Essentially isolate characteristics that differentiate leaders from non-leaders -Assumed leaders are born and not made -Described leaders based on a set of characteristics -Over time, showed inconsistency—no one set of qualities or traits could be used to differentiate leaders from non-leaders -Six general traits emerged ...

#1 - Establishing a Vision of Organization Culture (4 General Approaches to Sustain)

What are the cultural dimensions that best contribute to the mission? Six dimensions from which to decide then managers must take steps to promote and reinforce: 1. Quality Dimension - from the customers point of view, builds loyalty 2. Ethics Dimension - 'do the right thing', emphasize through trainings, examples 3. Innovation Dimension - encourage development of new ideas, don't over-focus on efficiency 4. Spirituality Dimension - emphasizes acceptance of spiritual or religious belief and related activities. 5. Diversity Dimension - embraces and encourages the existence of basic human differences; different perspective on how to solve problems; etc. 6. Customer Dimension - enduring commitment to customer satisfaction ... 'all about the customer'

Diversity Challenges: Negative Dynamics & Specific Groups ... research-based education & considerations

Women - high expectation women have on each other Gender Roles - can be stereotypes surrounding ... Glass Ceiling - time to eliminate barriers to advancement Sexual Harassment - unwanted actions in the workplace Minorities - racial, ethnic, and cultural awareness Older Workers - understand workplace needs; value add Workers with Disabilities - must reject negative dynamics Managers: awareness, trainings, actions