MANAGEMENT EXAM #2

Ethical leadership is linked to

higher levels of follower performance and innovative behavior

One of the most interesting and difficult types of process improvement is that of

management innovation

Risks of homogeneity

often underperform even though the members may enjoy a sense of harmony and feel very comfortable with one another.

Lessons from NUMMI

on changing culture

Escalating commitment

once demands have been stated, people become committed to them and are reluctant to back down (saving face + protecting ego)

Win-lose conflict

one party achieves its desires at the expense and to the exclusion of the other party's desires.

Effective team

one that achieves high levels of task performance, member satisfaction, and team viability.

Difference in how people experience a political climate depends on

one's status and power

Environmental complexity

refers to the magnitude of the problems and opportunities in the organization's environment

Rather than simply being a hierarchical construct, distributed leadership occurs in

small, incremental, and emergent everyday acts that go on in organizations

High achievement norms

"On our team, people always want to win or be the best" (positive) "No one really cares on this team whether we win or lose" (negative).

Support and helpfulness norms

"People on this committee are good listeners and actively seek out the ideas and opinions of others" (positive) "On this committee it's dog-eat-dog and save your own skin" (negative).

Lewin's 4 part model of change

1. Understand context of change and identify driving and restraining forces 2. Unfreeze the org 3. Make the change 4. Refreeze the org

Hierarchical causes of conflict

1. Vertical 2. Horizontal

4 types of role conflict

1. intra sender 2. inter sender 3. person role 4. inter role

Match can be achieved in 2 ways

1. selecting managers with the appropriate style to fit the situation 2. training managers to change the situation to make it fit their leadership style

Firms can alter their envt in one of 2 ways

1. the management of networks and 2. the development of alliances.

Vertical specialization

an organization's hierarchical division of labor that distributes formal authority and establishes where and how critical decisions will be made

Bureacracy

an organizing form in which division of labor, specification of titles and duties, and hierarchical reporting relationships provide efficiency and control.

Cultural symbol

any object, act, or event that serves to transmit cultural meaning ex: uniforms

Improvement and change norms

"In our department people are always looking for better ways of doing things" (positive) "Around here, people hang on to the old ways even after they have outlived their usefulness" (negative).

Organizational and personal pride

"It's a tradition around here for people to stand up for the company when others criticize it unfairly" (positive); "In our company, they are always trying to take advantage of us" (negative).

Formal hierarchical positions grant those the power to

apply or withhold explicit incentives (such as money) and informal rewards (such as self-esteem, sense of accomplishment, or sense of meaning and purpose)

Achievement-oriented leadership is needed for

challenging tasks or when subordinates need to take initiative helps employees gain confidence and strive for higher standards

Must Have Contributions by Team Members

-putting personal talents to work -encouraging and motivating others -accepting suggestions -listening to different points of view -communicating information and ideas -persuading others to cooperate -resolving and negotiating conflict -building consensus -fulfilling commitments -avoiding disruptive acts and words

Formal Teams

are created and officially designated to serve specific purposes. some are permanent and appear on organization charts as departments, divisions, or teams and some are temporary and short lived can vary in size

How to decrease cohesion

1. Create disagreement 2. Increase heterogeneity 3. Restrict within team 4. Make team bigger 5. Focus within team 6. Reward individual results 7. Open up to other teams 8. Disband the team

Environmental complexity is evidenced by 3 factors:

1. Degree of richness 2. Degree of interdependence 3. Degree of uncertainty

3 attitudinal foundations of integrative agreements

1. Willingness to trust 2. Willingness to share (info) 3. Willingness to ask concrete questions of the other

Conglomerate type illustrates 3 important points about organization structures

1. all structures are combinations of the basic elements 2. no one structure is always best 3. no organization stands alone

Team Resources and setting

Appropriate goals, well-designed reward systems, adequate resources, and appropriate technology are all essential to support the work of teams.

Teams that recommend things

Are set up to study specific problems and recommend solutions for them typically work with a target completion date and often disband once the purpose has been fulfilled members must be able to learn quickly how to pool talents, work well together, and accomplish the assigned task

Teams that make or do things

Are work units that perform ongoing tasks such as marketing, sales, systems analysis, manufacturing, or working on special projects with assigned due dates members of these teams have good working relationships with one another, the right technologies and operating systems, and the external support needed to achieve performance effectiveness over the long term or within an assigned deadline

Organizational citizenship behaviors

Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage

How to increase others' dependence on us?

By establishing competence and being indispensable

How to reduce our dependence on other?

By increasing employability and keeping options open

FIRO-B theory suggests that teams whose members have what are more effective?

Compatible needs - inclusion, control, affection

In addressing problems to change culture,

Call attention to the problem to solve it, or to the behavior to change it, but not to the individual for being "wrong."

1 win-win strategy

Collaboration and problem solving

What marker to see the strategy of a team?

Communication Decision making Conflict

Who is more likely to use constructive resistance?

Conscientious employees

Democratic style

Forges consensus through participation "What do you think?" Collaboration, team leadership, communication use to build buy-in or consensus or to get input from valuable employees when a leader is himself uncertain about the best direction to take positive effect on climate but its impact on climate is not as high as some of the other styles --> price is endless meetings and confused employees who feel leaderless By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas

What marker to see the effort of a team?

Group norms and a sense of cohesion

Leaders see what as the greatest factor associated with ineffective followership?

Incompetence

Costs of ineffective onboarding

Information overload Work envt not prepared for new hire One day/one shot programs

What creates the basis structure of an org?

Interlocking networks of formal teams

Effort

Is the team exerting enough effort to accomplish the task, become a more cohesive unit, and meet individual needs?

Chapter 15

Organizational Culture and Innovation

New member concerns in teams

Participation Goals Control Relationships Processes

When relationship quality is high,

Performance is better, subordinates are more satisfied and feel more supported, commitment and citizenship are higher, and turnover is reduced

Power Reading

Power and Influence: Achieving Your Objectives in Organizations

Chapter 12

Power and politics

Create a vision pitfalls

Presenting a vision that's too complicated or vague to be communicated in five minutes successful visions usually include new growth possibilities and the commitment to treat fairly anyone who is laid off.

Resource scarcities

When people have to share resources with one another and/or when they have to compete with one another for resources, the conditions are ripe for conflict.

What marker to see the knowledge of a team?

Roles

What helps maintain and strengthen a culture?

Stories told about employees who exemplified the organization's culture, or how they dealt with uncertainty or a problem jargon used by employees

Woodward concluded that the combination of what was was critical to the success of organizations?

Structure and tech

What influences social loafing?

Task-relevant knowledge, skills, abilities Perceived dispensability of contributions Relational dissimilarity of group members Perceived fairness of group processes Identifiability of individual contributions

Environmental uncertainty

can be particularly damaging to large organizations opt for a more flexible organic form

Chapter 8

Teamwork and Team Performance

Chapter 13

The Leadership Process

Chapter 7

The Nature of Teams

Task and workflow interdependence

When people must depend on others doing things first before they can do their own jobs, conflicts often occur; dependency on others creates anxieties and other pressures.

Structural differentiation

When people work in parts of the organization where structures, goals, time horizons, and even staff compositions are very different, conflict is likely with other units.

Nature of Task

When tasks are clear and well defined, it's quite easy for members to both know what they are trying to accomplish and work together while doing it

Cross functional teams are a way of trying to beat what problem?

The functional silos problem

Indirect ties

The people with whom your direct ties interact

Tie content

The resource that passes along the tie with the other person

In social exchange, what is the foundational element upon which exchanges occur?

Trust

Communicate the vision pitfalls

Undercommunicating the vision Behaving in ways antithetical to the vision

Establish a sense of urgency pitfalls

Underestimating the difficulty of driving people from their comfort zones Becoming paralyzed by risks

Tasks that allow team members to work independently are best done using a

centralized communication network

Whenever a positive bargaining zone exists,

bargaining has room to unfold.

Exploration

calls for the organization and its managers to stress freedom and radical thinking and opens the firm to big changes-or what some call radical innovations

Culture "works" when it is

clear consistent comprehensive

Reward power

comes from one's ability to administer positive rewards and remove or decrease negative rewards

Behavioral Approach

focuses on identifying categories of relevant leadership behavior and examining their effects on performance and other outcomes primarily through the use of interviews and questionnaires that gather subordinates' perceptions of the supervisors' behaviors

Distributive negotiation

focuses on positions staked out or declared by the parties involved, each of whom is trying to claim certain portions of the available pie.

Interpersonal conflict often arise in the

performance assessment process where the traditional focus has been on one person passing judgment on another.

Original basis for an org's culture

personal values and beliefs of the founders how the organization has historically approached or responded to problems that arise

Identification

when individuals accept an influence attempt because they want to maintain a positive relationship with the person or group making the influence request.

Empower others to act on the vision pitfalls

• Failing to remove powerful individuals who resist the change effort

Plan for and create short term wins pitfalls

• Leaving short-term successes up to chance • Failing to score successes early enough (12-24 months into the change effort)

Empower others to act on the vision

• Remove or alter systems or structures undermining the vision. • Encourage risk taking and nontraditional ideas, activities, and actions.

Challenges posed by bureaucracies

■ Overspecialization with conflicts between highly specialized units ■ Over reliance on the chain of command rather than bottom-up problem solving ■ Objectification of senior executives as rulers rather than problem solvers for others ■ Over emphasis on conformity ■ Rules as ends in and of themselves

Ethics norms

"We try to make ethical decisions, and we expect others to do the same" (positive) "Don't worry about inflating your expense account; everyone does it here" (negative).

Born argument in leadership

"born" argument aligns with trait theory, which says that leaders have certain traits—that they are natural-born leaders focus on selection

5 important characteristics have been identified across projects for successful shared leadership:

(1) efficient, goal-directed effort (2) adequate resources (3) competent, motivated performance (4) a productive, supportive climate (5) a commitment to continuous improvement

FIRO-B Theory

(fundamental interpersonal relations orientation) examines differences in how people relate to one another based on their needs to express and receive feelings of inclusion, control and affection

Characteristics of strong culture organizations

1. A widely shared understanding of what the organization stands for, often embodied in slogans 2. A concern for individuals over rules, policies, procedures, and adherence to job duties 3. A recognition of heroes whose actions illustrate the company's shared philosophy and concerns 4. A belief in ritual and ceremony as important to members and to building a common identity 5. A well understood sense of the informal rules and expectations so that employees and managers understand what is expected of them 6. A belief that what employees and managers do is important and that it is important to share information and ideas

5 direct conflict management strategies

1. Accommodation or smoothing 2. Collaboration and problem solving 3. Avoidance 4. Competition and authoritative command 5. Compromise

Ultimate test for collaboration and problem solving is whether or not the conflict- ing parties see that the solution to the conflict does 3 things:

1. Achieves each party's goals 2. Is acceptable to both parties 3. Establishes a process whereby all parties involved see a responsibility to be open and honest about facts and feelings

How to influence team norms

1. Act as a positive role model 2. Discuss team goals and team norms 3. Select members who can and will live up to desired norms 4. Give the right training and support 5. Rewards should be positively reinforcing desired behaviors 6. Hold regular meetings to discuss team performance and plan how to improve it in the future

3 types of leadership systems in organizations

1. Administrative 2. Entrepreneurial 3. Adaptive

Rules of brainstorming

1. All criticism is ruled out. -No one is allowed to judge or evaluate any ideas until they are all on the table. 2. Freewheeling is welcome. -emphasis is on creativity and imagination; the wilder or more radical the ideas, the better. 3. Quantity is a goal. -the greater the number, the more likely a superior idea will appear 4. Piggybacking is good.. -Everyone is encouraged to suggest how others' ideas can be turned into new ideas or how two or more ideas can be joined into still another new idea.

Influence strategy considerations

1. Alternatives 2. Individual values, objectives, and skills 3. Attributions (how others will perceive)

4 Stages of conflict

1. Antecedent conditions 2. Perceived conflict 3. Felt conflict 4. Manifest conflict

3 phases of Organizational socialization

1. Anticipatory 2. Encounter 3. Acquisition

3 types of intrapersonal conflict

1. Approach-approach 2. Avoidance-avoidance 3. Approach-avoidance

2 primary forms in which alternative dispute resolution is implemented

1. Arbitration 2. Mediation

2 forms of connection power

1. Association power 2. Recriprocal alliances

6 principles of persuasion

1. Authority 2. Commitment and consistency: ppl align with others who have clear commitments 3. Social proof: ppl follow the lead of similar ppl 4. Liking: likeability and attractiveness 5. Reciprocity: repayment 6. Scarcity: ppl want more of what they don't have

3 lose lose strategies

1. Avoidance 2. Accommodation or soothing 3. Compromise

High performers have networks that provide them access to people who:

1. Can offer them new information or expertise 2. Have formal power 3. Are powerful informal leaders 4. Give them developmental feedback 5. Challenge their decision and push them to be better

Key attributes in gaining support

1. Charisma 2. Linguistic ability 3. Track record

Factors of your network configuration

1. Coalitions 2. Density 3. Centrality

6 basic leadership styles

1. Coercive 2. Authoritative 3. Affiliative 4. Democratic 5. Pacesetting 6. Coaching

2 win-lose conflicts

1. Competition 2. Authoritative command

3 levels of conformity one can make to another's influence attempt:

1. Compliance 2. Identification 3. Internalization

2 main types of resistance strategies:

1. Constructive 2. Dysfunctional

4 behaviors associated with Bass's transactional leadership

1. Contingent rewards 2. Active management by exception 3. Passive management by exception 4. Laissez faire

Legitimacy is passed from a central source to individuals

1. Control over entry --> control the number and type of people allowed in their ranks 2. Control over values and terms of legitimacy --> what is socially acceptable for people holding certain roles

Daming's 14 Points of Quality Management

1. Create a consistency of purpose in the company to (a) innovate, (b) put resources into research and education, and (c) put resources into maintaining equipment and new production aids. 2. Learn a new philosophy of quality to improve every system. 3. Require statistical evidence of process control and eliminate financial controls on production. 4. Require statistical evidence of control in purchasing parts; this will mean dealing with fewer suppliers. 5. Use statistical methods to isolate the sources of trouble. 6. Institute modern on-the-job training. 7. Improve supervision to develop inspired leaders. 8. Drive out fear and instill learning. 9. Break down barriers between departments. 10. Eliminate numerical goals and slogans. 11. Constantly revamp work methods. 12. Institute massive training programs for employees in statistical methods. 13. Retrain people in new skills. 14. Create a structure that will push, every day, on the preceding 13 points

2 ways to have a broader impact on the social situation

1. Dictate the agenda 2. Create meaning and affect the power structure at its core

To assess the success of a change initiative, consider 3 questions

1. Did change happen? 2. What were the effects on the change agent? 3. What were the effects on the org?

Influence tactics can be categorized into 3 types

1. Direct one-to-one tactics 2. Third-party indirect tactics 3. Indirect symbolic tactics

Relational power flows from relationships at 3 levels:

1. Direct ties 2. Interactions among your direct ties 3. Overall structure of your network

2 broad negotiation strategies

1. Distributive negotiation 2. Integrative negotiation

Disadvantages of Divisional Specialization

1. Does not provide a pool of highly trained individuals with similar expertise to solve problems and train others. 2. Allows duplication of effort, since each division attempts to solve similar problems. 3. May give priority to divisional goods over the health and welfare of the overall organization. 4. Creates conflict between divisions over shared resources.

Tips on how members should behave in consensus seeking teams

1. Don't argue blindly; consider others' reactions to your points 2. Be open and flexible, but don't change your mind just to reach quick agreement 3. Avoid voting, coin tossing, and bargaining to avoid or reduce conflict 4. Act in ways that encourage everyone's involvement in the decision process 5. Allow disagreements to surface so that information and opinions can be deliberated 6. Don't focus on winning vs losing; seek alternatives acceptable to all 7. Discuss assumptions, listen carefully, and encourage participation by everyone

5 factors in tie strength

1. Duration 2. Frequency of interaction 3. Mutual intimacy 4. Reciprocity 5. Multiplexity

3 broad categories of ways in which a team interacts and works together

1. Effort 2. Knowledge 3. Strategy

Self awareness traits

1. Emotional self awareness 2. Accurate self assessment 3. Self confidence

Social Awareness

1. Empathy 2. Organizational awareness 3. Service orientation

To develop a strong management culture, managers need to:

1. Emphasize a shared under- standing of what the unit stands for. 2. Stress a concern for members over rules and procedures. 3. Talk about heroes of the past and their contributions. 4. Develop rituals and ceremonies for the members. 5. Reinforce informal rules and expectations consistent with shared values. 6. Promote the sharing of ideas and information. 7. Provide employees with emotional support. 8. Make a commitment to understand all members. 9. Support progressive thinking by all members.

8 Characteristics of servant leadership

1. Empowerment 2. Accountability 3. Standing back 4. Humility 5. Authenticity 6. Courage 7. Forgiveness 8. Stewardship (willingness to take responsibility for the larger institution sense of obligation to a common good that includes the self but that stretches beyond one's own self-interest)

Key attributes in winning in competitive environments

1. Energy and stamina 2. Focus 3. Tolerance for conflict 4. Expertise and self-confidence

Complexity Assumptions

1. Envts dynamic, uncontrollable 2. Self-organizing systems with no centralized control 3. Coordination from interactions within system, simple rules 4. Change is nonlinear, unpredictable 5. Value = adaptability + responsiveness 6. Direction set by participation of many 7. Leaders are facilitators, supporters

Bureaucratic assumptions

1. Envts stable, controllable 2. Hierarchical organizing systems using centralized control 3. Coordination from hierarchy, formal rules, regulations 4. Change is linear, predictable 5. Value = efficiency + reliability 6. Direction set by a few leaders 7. Leaders are experts, authorities

8 stages

1. Establish a sense of urgency 2. Form a powerful guiding coalition 3. Create a vision 4. Communicate the vision 5. Empower others to act on the vision 6. Plan for and create short term wins 7. Consolidate improvements and produce more change 8. Institutionalize new approaches

Kotter's model with Lewin's steps

1. Establishing a sense of urgency --> mobilize/unfreeze 2. Forming a powerful guiding coalition --> mobilize/unfreeze 3. Creating a vision --> mobilize/unfreeze 4. Communicating a vision --> mobilize/unfreeze 5. Empowering others to act on the vision --> Change/move 6. Planning for and creating short term wins --> change/move 7. Consolidating improvement and producing still more change --> sustain/freeze 8. Institutionalizing new approaches --> sustain/freeze

2 ways to build power bases

1. Establishing competence and value added to the organization --> builds personal and position power 2. Developing information and connection power by building relationships and networks

2 sources of personal power

1. Expert power 2. Referent power

5 common negotiation pitfalls

1. Fixed pie myth 2. Escalating commitment 3. Over-confidence 4. Too much telling 5. Too little listening

6 key factors that influence an organization's working environment

1. Flexibility 2. Responsibility to the org 3. Standards 4. Rewards + feedback 5. Clarity fo mission and values 6. Level of commitment to common purpose

5 Stages of Team Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

2 faces of conflict

1. Functional (constructive) 2. Dysfunctional (destructive)

Types of Departments

1. Functional departments 2. Divisional 3. Matrix Structures

2 Directions of Distributive Negotiation

1. Hard distributive negotiation 2. Soft distributive negotiation

7 characteristics of successful onboarding programs

1. Have targeted goals 2. Make the first day a celebration 3. Involve peers to help the new hire start building relationships and rapport with coworkers 4. Make new hires productive on the first day 5. Involve activities that are not boring or rushed 6. Include activities over several weeks or months 7. Use feedback to continuously improve the onboarding program

Strong culture are based on 2 characteristics

1. High levels of agreement of what's valued 2. High levels of intensity about these values

3 questions about the value of your tie content

1. How does this relationship contribute to my understanding of the social environment? 2. Is your tie exchange- or trust-based? 3. How will you deal with tradeoffs? (between breadth and strength of your relationships)

Questions about formal structure

1. How is information and responsibility channeled through the organization? 2. How do compensation and governance systems affect your individual power?

4 steps in innovation

1. Idea creation 2. Initial experimentation 3. Feasibility determination 4. Final application

4 types of leader behaviors in Bass's transformational leadership

1. Idealized influence 2. Inspirational leadership 3. Intellectual stimulation 4. Individualized consideration

2 forms of commitment

1. Identification 2. Internalization

3 interaction patterns are common when team members work with one another on team tasks

1. Interacting team 2. Co-acting team 3. Counteracting team

4 Levels of conflict

1. Interpersonal 2. Intrapersonal 3. Intergroup 4. Interorganizational

Advantages of Matrix Specialization

1. It combines the strengths of both functional and divisional departmentation. 2. It provides a blending of technical and market emphasis in organizations operating in complex environments. 3. It provides a series of managers able to converse with both technical and marketing personnel

Disadvantages of Matrix Specialization

1. It is expensive. 2. Unity of command is lost (individuals have more than one supervisor). 3. Authority and responsibilities may overlap, causing conflicts and gap in effort across units and inconsistencies in priorities. 4. It is difficult to explain to employees

Criteria for using culture as a leadership tool

1. It must be strategically relevant 2. Strong 3. Content - innovative and creative

Teams may make decisions through 6 methods

1. Lack of response 2. Authority Rule 3. Minority Rule 4. Majority Rule 5. Consensus 6. Unanimity

Distributed leadership is based in 3 main premises:

1. Leadership is an emergent property of a group or network of interacting individuals 2. not clearly bounded. It occurs in context, and therefore it is affected by local and historical influences 3. draws from the variety of expertise across the many, rather than relying on the limited expertise of one or a few leaders.

3 main types of position power in organizations

1. Legitimate power 2. Reward power 3. Coercive power

4 Indirect conflict management strategies

1. Managed interdependence 2. Appeals to common goals 3. Upward referral 4. Altering scripts and myths

Common myths that result in purposeful unintended consequences

1. Management has no risk bias 2. Org is competent to manage new products/processes with old system processes and procedures 3. Focus on one major goal does not mean other goals will be neglected (denial of tradeoffs)

How to build an ambidextrous organization

1. Managers must recognize the tension between exploration and exploitation. 2. Managers should realize that one form of thinking based on a single perspective is inappropriate. 3. Managers must discuss with their subordinates the paradoxes arising from simultaneously thinking about big ideas and sound incremental improvements 4. Mangers must encourage subordinates to embrace these paradoxes and use them as motivations to provide creative solutions.

Disadvantages of Functional Specialization

1. May reinforce the narrow training of individuals. 2. May yield narrow, boring, and routine jobs. 3. Communication across technical area is complex and difficult. 4. "Top-management overload" with too much attention to cross-functional problems. 5. Individuals may look up the organizational hierarchy for direction and reinforcement rather than focus attention on products, services, or clients.

Types of Bureaucracies

1. Mechanistic/Machine 2. Organic/Professional 3. Hybrid

Characteristics of Charismatic Leaders

1. Novel and inspiring vision 2. Emotional appeals to values 3. Expressive communication in articulating the vision 4. Unconventional behavior 5. Personal risk and self sacrifice to attain the vision 6. High expectations 7. Confidence and optimism

3 levels of cultural analysis

1. Observable culture 2. Share values 3. Common cultural assumptions = taken-for-granted truths that collections of corporate members share as a result of their joint experience.

Common Team Norms

1. Performance 2. Ethics 3. Organizational and person pride 4. High achievement 5. Support and helpfulness 6. Improvement and change

Individual power is derived from 3 sources

1. Personal: attributes and skills 2. Positional: Organizational and social positions 3. Relational: Relationships

3 types of process controls

1. Policies, procedures, rules 2. Formalization and standardization 3. Total quality management control

4 power bases

1. Position 2. Personal 3. Information 4. Connection

5 bases of power classified into 2 main categories

1. Position power 2. Personal power

5 assumptions of power

1. Power is a potential force 2. Power is a social relation 3. Power is situational 4. The elements compromise a social system 5. Power exists within a dynamic social system

Types of change

1. Proactive 2. Reactive 3. Internally driven 4. Externally driven 5. Incremental 6. Radical 7. Planned 8. Unplanned

5 steps of team building

1. Problem or opportunity in team effectiveness 2. Data gathering and analysis 3. Planning for team improvements 4. Actions to improve team functioning 5. Evaluation of results

Advantages of Divisional Specialization

1. Promotes adaptability and flexibility in meeting the demands of important external groups. 2. Allows for spotting external changes as they emerge. 3. Provides for the integration of specialized personnel. 4. Focuses on the success or failure of particular products, services, clients, or territories

Direct one-to-one tactics include 3 tactics

1. Push 2. Pull 3. Disengaging

2 criteria for effective negotiation

1. Quality of outcomes 2. Harmony in relationships

3 Things Teams Do

1. Recommend things 2. Run things 3. Make or do things

3 managerial tools for leveraging culture for performance

1. Recruiting and selecting people for culture fit 2. Managing culture through socialization and training 3. Managing culture through the reward system

Majority of a manager's leadership behaviors could be divided into two meta-categories:

1. Relations oriented behavior 2. Task oriented behavior

Team effectiveness is influenced by team inputs

1. Resources + setting 2. Nature of task 3. Team size 4. Team composition

Self Management

1. Self control 2. Trustworthiness 3. Conscientiousness 4. Adaptability 5. Achievement orientation 6. Initiative

Emotional intelligence consists of 4 fundamental capabilites:

1. Self-awareness 2. Self management 3. Social awareness 4. Social skill

Research has shown that the most success- ful leaders have strengths in the following emotional intelligence competencies:

1. Self-awareness 2. Self regulation 3. Motivation 4. Empathy 5. Social skill

How to spot common implicit leadership prototypes: (7)

1. Sensitivity 2. Dedication 3. Tyranny 4. Charisma 5. Attractiveness 6. Intelligence 7. Strength

Key personal attributes in creating cooperation

1. Sensitivity 2. Submerging ego 3. Flexibility

Behavioral foundations of integrative agreements

1. Separate people from the problem 2. Don't allow emotional considerations to affect the negotiation 3. Focus on interests rather than positions 4. Avoid premature judgments 5. Keep the identification of alternatives separate from their evaluation 6. Judge possible agreements by set criteria or standards

Organizational design is contingent on 3 factors

1. Size of the org 2. Its operations and information tech 3. It's envt

Woodward divides tech into 3 categories

1. Small batch production 2. Mass production 3. Continuous process technology

There are strong correlations between collective intelligence and 2 process variables

1. Social sensitivities within the teams 2. Absence of conversational domination by a few members

Conflict resolution requires a good understanding of

1. Stages of conflict 2. Potential causes of conflict 3. Indirect and direct approaches to conflict management

2 important goals are at stake in any negotiation

1. Substance goals 2. Relationship goals

2 types of conflict

1. Substantive 2. Emotional

Adhocracy is particularly useful when an operations tech presents 2 problems:

1. The tasks vary considerably and provide many exceptions 2. The problems are difficult to define and resolve

In the early stages of innovation, what 3 things are necessary?

1. Time 2. Energy 3. Exploration

3 common behavior profiles in individual entry

1. Tough battler 2. Friendly helper 3. Objective thinker

4 major action settings for negotiations

1. Two party negotiation 2. Group negotiation 3. Intergroup negotiation 4. Constituency negotiation

Team processes important for innovative success

1. Vision 2. Support for innovation 3. Task orientation 4. Cohesion 5. Internal communications 6. External communications

Social skill

1. Visionary leadership 2. Influence 3. Developing others 4. Communication 5. Change catalyst 6. Conflict management 7. Building bonds 8. Teamwork and collaboration

Leaders influence the culture of an organization in 5 impt ways:

1. What leaders pay attention to 2. How leaders react to problems or crises 3. How leaders communicate an behave 4. How leaders allocate rewards 5. How leaders hire and fire

The performance advantages of teams over individuals are most evident in three situations

1. When there is no clear "expert" for a particular task or problem, teams tend to make better judgments than does the average individual alone 2. teams are typically more successful than individuals when problems are complex and require a division of labor and the sharing of information 3. They tend to make riskier decisions, teams can be more creative and innovative than individuals.

Advantages of Functional Specialization

1. Yields clear task assignments, consistent with an individual's training. 2. Individuals within a department can build on one another's knowledge, training, and experience. 3. Provides an excellent training ground for new managers. 4. It is easy to explain. 5. Takes advantage of employee technical quality.

Charisma is a fire produced by 3 elements

1. a "spark"—a leader with charismatic qualities 2. "flammable material"—followers who are open or susceptible to charisma 3. "oxygen"—an environment, such as a crisis or a situation of unrest among followers, that is conducive to charisma

Ethical leaders should

1. communicate to followers what is ethical and allow followers to ask questions and provide feedback regarding ethical issues 2. set clear ethical standards, and ensure followers comply with those standards by rewarding ethical conduct and disciplining those who don't follow standards 3. take into account ethical principles in making decisions and ensure that followers observe and follow this process

Characteristics associated with ineffective followers include being

1. conformity 2. insubordination 3. incompetence

Association power can help you

1. cut through bureaucracy 2. provide greater access to sponsorship and promotions 2. allow you to gain access to positions and resources needed to get things done

For all org members, the 3 most impt aspects of working together are

1. deciding who is a member of the group and who is not 2. developing an informal understanding of acceptable and unacceptable behavior 3. separating friends from enemies

5 step program for developing the multicultural organization

1. develop pluralism with the objective of multibased socialization --> members of different occurring groups need to educate one another to increase knowledge and information and to help eliminate stereotyping 2. the firm should fully integrate its structure so that there is no direct relationship between a naturally occurring group and any particular job 3. firm must integrate the informal networks by eliminating barriers and increasing participation 4. the organization should break the linkage between naturally occurring group identity and the identity of the firm 5. actively work to eliminate interpersonal conflict based on either the group identity or the backlash of the largest societally based grouping

3 components to the norm of reciprocity

1. equivalence 2. immediacy 3. interest

3 things management philosophy does

1. establishes generally understood boundaries for all members of the firm 2. provides a consistent way of approaching new and novel situations 3. helps bond employees by ensuring them of a path toward success

Situational variables include characteristics of

1. follower --> follower readiness 2. task --> task structure 3. organizational structure --> leader position power

Contrary to views that depict followers as passive bystanders to leaders, identity construction shows that followers play an important role in leadership by

1. granting claims to leaders 2. claiming roles as followers

Managers may attempt to solve this tension between exploration and exploitation in a variety of ways.

1. have separate units for the two types of activities 2. rely on middle managers to reconcile the tensions stem- ming from attempts to link explorative and exploitative groups

Symptoms of group think

1. illusion of invulnerability: Members assume that the team is too good for criticism or beyond attack. 2. Rationalizing unpleasant and disconfirming data 3. Belief in inherent group morality 4. Stereotyping competitors as weak, evil, and stupid 5. Applying direct pressure to deviants to conform to group wishes 6. Self censorship by members: Members refuse to communicate personal concerns to the whole team. 7. Illusions of unanimity 8. Mind guarding: Members try to protect the team from hearing disturbing ideas or outside viewpoints.

2 issues in external adaptation dealing with aspects of coping with external reality

1. individuals need to develop ways of promoting the firm and themselves 2. individuals must collectively know when and how to admit defeat

Characteristics associated with good followers include being

1. industrious 2. having enthusiasm 3. being a good organizational citizen

In terms of external adaptation, each group of individuals in an org tends to

1. separate more important from less important external forces 2. develop ways to measure accomplishments 3. create explanations for why goals are not always met

The organizational culture of a firm emerges from what 3 things?

1. the dialogue and discourse among its members and their collective experience over time 2. the attempts by managers to influence subordinates 3. pressures from the larger environment in which the members, the managers, and the organization operate

Strong cultures enhance org performance in 2 ways:

1. they improve performance by energizing employees 2. strong cultures boost performance by shaping and coordinating employees' behavior

Next steps for changing the culture of an org

2. clearly identify the set of problems or challenges the organization must address/resolve that requires new behaviors and/or beliefs on the part of the employees 3. clear vision of the desired culture can be established

Ideal size of creative and problem solving teams is

5-7 members

Institutionalize new approaches

Articulate connections between new behaviors and corporate success. Create leadership development and succession plans consistent with the new approach.

Team size

As a team becomes larger, more people are available to divide up the work and accomplish needed tasks. --> can boost performance and member satisfaction, but only up to a point --> communication and coordination problems arise at some point because of the sheer number of linkages that must be maintained. Satisfaction may dip, and turnover, absenteeism, and social loafing ^

Leadership that gets results Reading

Ask which style best addresses the demands of a particular situation.

Form a powerful guiding coalition

Assemble a group with shared commitment and enough power to lead the change effort Encourage them to work as a team outside the normal hierarchy.

Chapter 10

Conflict and negotiation

Create a vision

Create a vision to direct the change effort. Develop strategies for realizing that vision.

Affiliative style

Creates harmony and builds emotional bonds "People come first" empathy, building, relationships, communication use to heal rifts in a team or motivate ppl during stressful circumstances positive effect on climate particularly useful for building team harmony or increasing morale markedly positive effect on communication drives up flexibility offers ample positive feedback should not be used alone bc it can allow poor performance to go uncorrected

What decision making technique has evolved when team members are unable to meet face to face?

Delphi technique

Steps involved in developing effective output controls

Developing targets or standards, measuring results against these targets, and taking corrective action

Coaching style

Develops people for the future "try this" Developing others, empathy, self awareness use to help an employee improve performance or develop long term strengths markedly positive effect on climate focuses more on personal development than on immediate work-related tasks works well when employees are already aware of their weaknesses and want to improve used least often requires constant dialogue, and that dialogue has a way of pushing up every driver of climate --> responsibility and clarity and commitment

Strategy

Does the team know how to interact in order to facilitate performance? Are there clear communication standards, a decision-making process, or a way to manage conflict?

Knowledge

Does the team know what to do to accomplish its tasks? Does each individual member know what the team expects out of him/her?

Establish a sense of urgency

Examine market and competitive realities for potential crises and untapped opportunities. Convince at least 75% of your man- agers that the status quo is more dangerous than the unknown.

Chapter 14

Leader Traits and Behavioral Styles

Leveraging Culture Reading

Leading by leveraging culture

Authoritative style

Mobilizes ppl toward a vision "Come with me" self confidence, empathy, change catalyst use when changes require a new vision or when clear direction is needed most strongly positive on climate states the overall goal but gives people the freedom to choose their own means of achieving it works especially well when a business is adrift less effective when the leader is working with a team of experts who are more experienced than he is

What is important in self managing teams?

Multiskilling

Form a powerful guiding coalition pitfalls

No prior experience in teamwork at the top Relegating team leadership to an HR, quality, or strategic-planning executive rather than a senior line manager

Institutionalize new approaches pitfalls

Not creating new social norms and shared values consistent with changes Promoting people into leadership positions who don't personify the new approach

Chapter 16

Organizational structure and design

Upward referral

Problems are moved up from the level of conflicting individuals or teams for more senior managers to address. Higher managers removed from day-to-day affairs may fail to see the real causes of a conflict, and attempts at resolution may be superficial

Steps to successful virtual teams

Select team members high in initiative and capable of self-starting. Select members who will join and engage the team with positive attitudes. Select members known for working hard to meet team goals. Begin with social messaging that allows members to exchange information about each other to personalize the process. Assign clear goals and roles so that members can focus while working alone and also know what others are doing. Gather regular feedback from members about how they think the team is doing and how it might do better. Provide regular feedback to team members about team accomplishments.

Communicate the vision

Use every vehicle possible to communicate the new vision and strategies for achieving it. Teach new behaviors by the example of the guiding coalition.

Consolidate improvements and produce more change

Use increased credibility from early wins to change systems, structures, and policies undermining the vision. Hire, promote, and develop employees who can implement the vision. Reinvigorate the change process with new projects and change agents.

Domain ambiguities

When people are unclear about how their objectives or those of their teams fit with those being pursued by others, or when their objectives directly compete in win-lose fashion, conflict is likely to occur

Leading Change reading

Why Transformation efforts fail

Team building

a collaborative way to gather and analyze data to improve teamwork.

Organizational cultural lag

a condition in which dominant cultural patterns are inconsistent with new emerging innovations Individuals are often wary of abandoning successful strategies for an unproven new approach

Horizontal specialization

a division of labor that establishes specific work units or groups within an organization (departmentation)

Transactional leadership

a focus on exchanging valued goods in return for something leaders want

Team

a group of people brought together to use their complementary skills to achieve a common purpose for which they are collectively accountable

Arbirtration

a neutral third party acts as judge with the power to issue a decision binding for all parties.

Mediation

a neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument. not able to dictate a solution

Alternative dispute resolution

a neutral third party works with persons involved in a negotiation to help them resolve impasses and settle disputes

Status congruence occurs when

a person's position within the team is equivalent in status to positions the individual holds outside of it.

Members of cross functional teams are supposed to work together with

a positive combination of functional expertise and integrative team thinking expected result is higher performance driven by the advantages of better information and faster decision making.

Role negotiation

a process for discussing and agreeing on what team members expect of one another.

Role

a set of expectations for a team member or person in a job.

Quality circle

a small team of persons who meet periodically to discuss and make proposals for ways to improve quality.

Servant leadership

a view in which servant leaders selflessly serve others first person-oriented approach focused on building safe and strong relationships in organizations empowering and developing people, having high integrity, accepting people for who they are, and being stewards who work for the good of the whole

Laissez faire

abdicating responsibilities and avoiding decisions

What is a top priority when selecting members?

ability --> team is more likely to perform better when its members have skills and competencies that best fit task demands

Win win strategies

achieved by a blend of both high cooperativeness and high assertiveness.

With regard to task performance, an effective team

achieves its performance goals in the standard sense of quantity, quality, and timeliness of work results

Subcultures and countercultures are often present when organizations are

acquired or merged

Effective control occurs before

action actually begins

Claiming

actions people take to assert their identity as a leader or follower

Granting

actions people take to bestow an identity of a leader or follower onto another person

Signature experience

activity unique to the company and serves as a powerful symbol of the company's culture and core values most effective ones involve upper management by lending credibility to the values

Manifest conflict

addressed by conflict resolution or suppression

Persons with power are able to

advance important initiatives and gain access to key resources better able to protect themselves from powerful others

Power wielders

advance their own interests without considering followers' needs

Change and acquisition Phase

after a few months of employment at the new organization the employee works to master the necessary skills to be successful in their new position mastery of critical tasks and resolution of competing demands. Group norms and values are accepted and internalized.

Attracting focuses on

alignment of interests between you and others and is most effective when your target already shares some of your goals

Made argument in leadership

aligns with the behavior approaches, which say that leadership is associated with behaviors so anyone can be made into a leader through training and development focus on development

In decision by unanimity,

all team members wholeheartedly agree on the course of action to be taken. This "logically perfect" decision situation is extremely difficult to attain in actual practice.

Best team response to tough battler is to

allow the new member to share his or her skills and interests, and then have a discussion about how these qualities can best be used to help the team.

Long linked tech

also called mass production or industrial technology, the way to produce the desired outcomes is known task is broken down into a number of sequential steps example is the automobile assembly line

Third party role in negotiation called

alternative dispute resolution

Follower readiness

amount of experience or ability the follower has to do the job.

Political skill

an ability to use knowledge of others to influence them to act in desired ways.

Social facilitation theory suggests that working in the presence of others creates

an emotional arousal or excitement that stimulates behavior and affects performance positive and stimulates extra effort when one is proficient with the task at hand negative when the task is unfamiliar or a person lacks the necessary skills

Virtual organization

an ever-shifting constellation of firms, with a lead corporation (such as Amazon) that pools skills, resources, and experiences to thrive jointly. always includes IT as a base for connecting the firm 1. the production system that yields the products and services needs to be a partner network among independent firms 2. partner network needs to develop and maintain (1) an advanced information technology (rather than just face-to-face interaction), (2) trust and cross-owning of problems and solutions, and (3) a common shared culture

Leadership is

an influence process generated when acts of leading (e.g., influencing) are combined with acts of following (e.g., deferring) as individuals work together to attain mutual goals.

Self managing team

are empowered to make decisions to manage themselves in day-to-day work replace traditional work units with teams whose members assume duties otherwise performed by a manager or first-line supervisor most include between 5-15 members need to be large enough to provide a good mix of skills and resources but small enough to function efficiently. pay is ideally skill based

With regard to team viability, an effective team

are sufficiently satisfied to continue working well together on an ongoing basis When one task is finished, they look forward to working on others in the future --> important long-term performance potential.

Restraining forces

are those forces that work against the change

Association power

arises from influence with a powerful person on whom others depend.

Visible features of culture

artifacts (symbols, stories, heroes, dress, office layout, slogans and ceremonies)

Linkin-pin roles

assigning people to serve as liaisons between groups that are prone to conflict.

Staff units

assist the line units by providing specialized expertise and services

Trait approaches

assumed that if we could identify leadership qualities, we could select individuals for leadership positions based on their leadership traits

Myth of the fixed pie

assumption that in order for you to gain in negotiation, the other person must give something up

Process controls

attempt to specify the manner in which tasks are accomplished in order to prevent reoccurring problems

Passive followers are more comfortable in

authoritarian climates where they receive more direction from leaders.

Profit motive

based on Milton Friedman's view that the sole purpose of business is to make money

Best onboarding processes begin

before the employee even starts work. The onboarding process should be underway as soon as the employee accepts the job offer start with the basics and don't overwhelm new hires with too much information have mentors, make them feel welcome, work area is ready give new hires a signature experience

Encounter Phase

begins when the newly hired employee actually begins working for the organization when the new hire begins to discover what working in the organization is truly like compared to the image they had of the organization seeking role definition and clarity as they learn what to do and how to do it in the organization; becoming familiar with task and group dynamics; and learning to manage lifestyle-versus-work conflicts and potential role conflicts

Anticipatory Phase

beings prior to joining the org recruiting process because that is where first impressions of the organization often occur how the new hire expects their skills and abilities to be valued by their manager and coworkers, as well as how sensitive the organization will be towards their needs and values

High performing teams have members who

believe in team goals and are motivated to work hard to accomplish them. They feel "collectively accountable" for moving in what Hackman calls "a compelling direction." turn a general sense of purpose into specific performance objectives set standards for taking action, measuring results, and gathering performance feedback provide a clear focus when team members have to find common ground to solve problems and resolve conflicts. have right skills and strong core values that guide team members' attitudes and behaviors in consistent directions collective intelligence --> not dominated by a few and have more female members

Expected benefits of self managing teams

better work quality, faster response to change, reduced absenteeism and turnover, and improved work attitudes and quality of work life have great potential, but they also require the right setting and a great deal of management support.

Pull tactics

bridging (involving, disclosing, and listening) and attracting (finding common ground and sharing visions)

Buffering

build an inventory, or buffer, between the teams so that any output slowdown or excess is absorbed by the inventory and does not directly pressure the target group.

The farther up the hierarchy of authority decisions are moved, the greater the degree of

centralization

Adhocracy

characterized by shared decentralized decision making, extreme horizontal specialization, few management levels and minimal formal controls with very few rules, policies, and procedures places a premium on professionalism and coordination in problem solving notoriously inefficient

Information Tech (IT)

combination of machines, artifacts, procedures, and systems used to gather, store, analyze, and disseminate information for translating it into knowledge

Organizational myths

commonly held cause-effect relationship or assertion that cannot be supported empirically can facilitate experimentation and creativity, and they allow managers to govern

One of the keys to effective organizational change is

communication, that must be consistent and regular important to move quickly and decisively once the new culture and desired behaviors are identified remove any reminders of the undesired culture make sure hiring practices are aligned

Positive side of inter-team dynamics

competition among teams can stimulate them to become more cohesive, work harder, become more focused on key tasks, develop more internal loyalty and satisfaction, or achieve a higher level of creativity in problem solving.

Decentralized communication networks work well when team tasks are

complex and nonroutine, perhaps tasks that involve uncertainty and require creativity. Member satisfaction on such interacting teams is usually high

Systems goals

concerned with the conditions within the organization that are expected to increase the organization's survival potential must be balanced against one another and collectively present members with a natural tension among competing desires

Simple design

configuration involving one or two ways of specializing individuals and units tends to minimize bureaucracy and rest more heavily on the leadership of the manager so only as effective as is the senior manager.

Altering scripts and myths

conflict is superficially managed by scripts, or behavioral routines, that are part of the organization's culture. scripts become rituals that allow the conflicting parties to vent their frustrations and to recognize that they are mutually dependent on one another

Relations-oriented behavior

consideration, involves concern for relationships and socioemotional support.

Friendship groups

consist of persons who like one another. members tend to work together, sit together, take breaks together, and even do things together outside of the workplace.

Interest groups

consist of persons who share job-related interests, such as an intense desire to learn more about computers, or non work interests, such as community service, sports, or religion.

Cross functional team

consists of members from different functions or work units to achieve more horizontal integration and better lateral relations

Interfirm alliances

cooperative agreements or joint ventures between two independent firms

Virtual structures enable organizations to focus on their

core competencies, as long as risks of virtualization are understood and managed.

Potential advantages of virtual teams

cost and time efficiencies of bringing people together can help keep things on task by focusing attention and decision making on objective issues rather than emotional considerations and distracting interpersonal problems discussions and information shared among team members can also be stored electronically for continuous access and historical record keeping.

According to the theory, the key to successful shared leadership and team performance is to

create and maintain conditions for that performance when vertical and shared leadership efforts are complementary.

Problem solving teams

created temporarily to serve a specific purpose by dealing with a specific problem or opportunity

Ethical climates are fostered by

creating moral awareness and concern, enhancing moral reasoning, clarifying moral values, and encouraging moral responsibility

Change agent

critical to change implementation success and must demonstrate certain characteristics and skills

External adaptation

deals with reaching goals, the tasks to be accomplished, the methods used to achieve the goals, and the methods of coping with success and failure. involves answering important instrumental or goal- related questions concerning coping with reality: What is the real mission? How do we contribute? What are our goals?

Tasks that require intense interaction among team members are best done with a

decentralized communication network

Output goals

define the type of business an organization is in and provide some substance to the more general social contribution

Coercive style

demands immediate compliance "Do what I say" drive to achieve, initiative, self-control effective in a turnaround situation, crisis, problem employees negative climate inhibits the organization's flexibility and dampens employees' motivation.

Leaders who have mastered four or more— especially which 3, have the best climate and business performance?

democratic affiliative coaching

Participative leadership

democratic form of leadership that consults with subordinates and takes their suggestions into account before making decisions.

Organizations that maintain a strong culture are very selective in their hiring practices and focus a lot of attention on selecting recruits who

demonstrate a good fit with the organizational culture, values, and behaviors right skills, but also share same values

Power is based on

dependence

Bridging provides

depth and empathy and is esp impt when you need your target more than your target needs you and

Social exchange theory

describes how relationships initiate and develop through processes of exchange and reciprocity.

Leader position power

describes the amount of formal authority associated with the position of the leader.

Organizational charts

diagrams that depict the formal structures of organizations various positions, position holders, and the lines of auth that link them but doesn't show how work is completed, who exercises the most power over specific issues, or how the firm will respond to its envt accurately represent the chain of command --> avoid confusion, assign accountability to specific individuals, and provide clear channels of communication

Formal systems

dictate what is to be done in organizations and how work processes are to be coordinated and structured.

In team composition, the presence of

different values, personalities, experiences, demographics, and cultures among members can bring both opportunities and problems

Less political climates involve more

direct and straightforward activities, where there is less need to interpret and watch out for the behaviors happening behind the scenes

Task activities

directly contribute to the performance of important tasks include initiating discussion, sharing information, asking information of others, clarifying something that has been said, and summarizing the status of a deliberation.

Individualized consideration

displayed when leaders pay attention to the developmental needs of followers by providing support, encouragement, and coaching

Incivility or antisocial behavior

disruptive of team dynamics and performance

Shared leadership

dynamic, interactive influence process among team members working to achieve goals. occurs both laterally—among team members—and vertically, with the team leader.

Constituency negotiation

each party represents a broader constituency

Organizations are still bureaucracies so the key lies in

effectively combining bureaucratic organizing structures with complex adaptive systems.

Organization politics

efforts by organizational members to seek resources and achieve desired goals through informal systems and structures.

Saga

embellished heroic account of accomplishments used to tell new members the mission of the organization, how the organization operates, and how individuals can fit into the company

Performing stage (total integration)

emergence of a mature and well-functioning team The structure is stable, and members are motivated by team goals and are generally satisfied. The primary challenges are continued efforts to improve relationships and performance.

Supportive leadership is needed when subordinates want

emotional, not task, support is beneficial for highly repetitive or unpleasant tasks. It helps reduce stress by letting employees know the organization cares and will provide help.

Organic/Professional

emphasizes horizontal specialization, use of personal coordination devices, and professional-based controls relies on the judgments of experts and personal means of coordination ex; universities, hospitals better for problem solving and for serving individual customer needs good at detecting external changes and adjusting to new technologies

Mechanistic (or machine) type of bureaucracy

emphasizes vertical specialization and control stress rules, policies, and procedures; specify techniques for decision making; and emphasize developing well-documented control systems backed by a strong middle management and supported by a centralized staff emphasis on routine for efficiency problem of motivation and hinder an organization's capacity to adjust to subtle external changes or new technologies

Contrast to authoritarian leadership is

empowering leadership

Empowering leadership

enables power sharing with employees by clarifying the significance of the work, providing autonomy, expressing confidence in the employee's capabilities, and removing hindrances to performance

Idealized influence and inspiration leadership

envisions a desirable future, articulates how it can be reached, sets an example to be followed, sets high standards of performance, and shows determination and

Bathsheba syndrome

epitomized when men and women in the pinnacle of power with strong personal integrity and intelligence engage in unethical and selfish behavior because they mistakenly believe they are above the law and have the power to conceal it

To be effective, rewards must be perceived as

equitable and match expectations

When relationships are first forming, or if they are low quality, reciprocity involves greater

equivalence (we want back what we give), immediacy is low (we expect payback relatively quickly), and exchanges are based on self-interest (we are watching out for ourselves).

As relationships develop and trust is built,

equivalence reduces (we don't expect exact repayment), the time span of reciprocity extends (we aren't concerned about payback—we may bank it for when we need it at some time in the future), and exchanges become more mutually or other (rather than self ) interested.

In order to have a strong and effective organizational culture, leaders must

establish monitor maintain the culture

Conflict antecedents

establish the conditions from which conflicts are likely to emerge

Exchange-based or instrumental ties are those in which the content is primarily the

exchange of information or resources that can be used to enhance your or the other's interests.

Formal leadership

exerted by persons appointed or elected to positions of formal authority in organizations.

Informal leaders

exerted by persons who become influential due to special skills or their ability to meet the needs of others. ex: opinion leaders, change agents, and idea champions.

The key to successful managerial innovation often involves

extensive interaction with peers, subordinates, and superiors

Motivation to lead

extent to which individuals choose to assume leadership training, roles and responsibilities.

Power distance orientation

extent to which one accepts that power in institutions and organizations is distributed unequally individuals have lower self-efficacy, meaning they have less confidence in their ability to execute on their own, and they demonstrate higher obedience to leaders

Equivalence

extent to which the amount given back is roughly the same as what was received.

Multicultural organization

firm that values diversity but systematically works to block the transfer of societally based subcultures into the fabric of the organization

Team effectiveness requires that the interaction pattern should

fit the task at hand and bc tasks vary, a team ideally shifts among the alternative interaction patterns as task demands emerge and change over time

Output controls are popular because they promote

flexibility and creativity and facilitate dialogue concerning corrective actions

Output controls

focus on desired targets for each unit

Socialized charismatics

focus on power for collective (e.g., societal) rather than personal benefit.

Personalized charismatics

focus on power for personal rather than collective benefit.

Bass's Transactional/Transformational Leadership Theory

focus on transformation was on organizational performance transformation occurs when followers are inspired to set aside their self-interest for organizational interest

Appeal to common goals

focus the attention of conflicting individuals and teams on one mutually desirable conclusion

Forming stage

focuses around the initial entry of members to a team Members are interested in getting to know each other and discovering what is considered acceptable behavior, in determining the real task of the team, and in defining group rules.

Exploitation

focuses on refinement and reuse of existing products and processes impt to stress exploitation to capture the econ value stemming from exploration

Integrative/principled negotiation

focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it.

Effective long-term influences comes from

following a coherent strategy (broad strategy with specific influence tactics and considering alternatives)

Information comes from

formal access to information, informal access to information and the opportunity to distribute or share info with others, withholding information, filtering communication, and even selectively leaking key information to suit their purposes

Authoritative command

formal authority such as manager or team leader simply dictates a solution and specifies what is gained and what is lost by whom

Tough battler

frustrated by a lack of identity in the new group and may act aggressively or reject authority

Entrepreneurial leadership

fuels innovation, adaptability, and change.

Collective intelligence is also associated with

gender diversity, specifically the proportion of females on the team

Unfreezing

getting the people affected by change to believe that change is needed or ready

Hierarchical conflicts commonly arise from

goal incompatibilities, resource scarcities, or purely interpersonal factors.

Countercultures

groups in which the patterns of values and philosophies outwardly reject those of the organization or social system.

Functional departmentation

groups individuals by skill, knowledge, and action use this pattern in technically demanding areas used in most organizations, particularly toward the bottom of the hierarchy an emphasis on quality from a technical standpoint, rigidity to change, and difficulty in coordinating the actions of different functional areas

Divisional Departments

groups individuals together by products, territories, services, clients, or legal entities. often used to meet diverse external threats and opportunities not the structure most desired for training individuals in technical areas.

Coalitions

groups of actors that work in accord to influence others or the organization

Subcultures

groups of individuals who exhibit unique patterns of values and philosophies consistent with the dominant culture of the larger organization or system Strong subcultures are often found in task forces, teams, and special-project groups in organizations.

Directive leadership is needed when subordinates want

guidance and direction in their jobs helps increases role clarity, self-efficacy, effort, and performance.

Proactive followers tend to work in environments that

have lower hierarchy of authority, greater autonomy, and higher supervisor support.

Overuse of legitimate power is often accompanied by

hierarchical thinking

Warring factions

high levels of intensity but low levels of agreement

Cohesiveness tends to be high in teams that are

homogenous in makeup small size where members respect one another's competencies, agree on common goals, and like to work together rather than alone on team tasks physically isolated from others and when they experience performance success or crisis.

Employee onboarding

how organizations welcome and integrate a newly hired employee

Immediacy

how quickly the repayment is made = time span

Social Network Analysis

identifies the informal structures and their embedded social relationships that are active in an organization typically asks people to identify co-workers who most often help them, who communicate with them regularly, and who motivate and demotivate them.

Examples of self interested politics

illegitimate political activities such as coalition building, favoritism-based pay and promotions, scapegoating, backstabbing, and using information as a political tool to enhance one's self or harm others.

Normative theory

implies or prescribes a norm or standard.

Disruptive behaviors

in teams harm the group process and limit team effectiveness include bullying and being overly aggressive toward other members, showing incivility and disrespect, withdrawing and refusing to cooperate, horsing around when there is work to be done, using meetings as forums for self-confession, talking too much about irrelevant matters, and trying to compete for attention and recognition.

To be most effective, the development and implementation of the culture change should

include employees in the planning and change process

Tie strength

indicates the quality of the relationships you have with others

Performance can be measured at

individual and group level

Written instructions allow

individuals with less training to perform sophisticated tasks, as more complicated activities can be broken down into simplified steps ensure that a proper sequence of tasks is executed

Norms

influence how members perceive and interact with one another, approach decisions, and solve problems distinct from rules which are formal, codified directives

Team inputs establish the

initial foundations for team performance and set the stage for how processes like communication, conflict, and decision making play out in action.

Team process and performance difficulties due to diversity issues are especially likely to occur in the

initial stages of team development

A transforming leader is one who

initially impelled by the quest for individual recognition, ultimately advances collective purpose by being attuned to the aspirations and needs of his or her followers moral accomplishment because its outcome raises human conduct

Task-oriented behavior

initiating structure, involves providing direction and enforcing performance standards needed to drive production.

Sometimes leaders will encourage the development of countercultures in order to drive

innovation and change

Friendly helper

insecure, suffering uncertainties of intimacy and control. This person may show extraordinary support for others, behave in a dependent way, and seek alliances in subgroups or cliques.

Burne's Transforming Leadership Theory

inspirational relationships in which both leaders and followers are positively transformed in the process focus on transformation as a higher moral purpose and values

One way of controlling strategic organizational resources is by

institutionalization of resource dependency

The key difficulty associated with product development is the

integration across all of the units needed to move from the idea stage to final implementation

Connection power comes from

internal networks, external networks, and being central in a network

Passive management by exception

intervening only if standards are not met

Process innovations

introduce into operations new and better ways of doing things

Product innovations

introduce new goods or services to better meet customer needs

Information foundations of integrative agreements

involve each party becoming familiar with the best alternative to a negotiated agreement (BATNA)

Collaboration and problem solving

involve recognition that something is wrong and needs attention through problem solving.

Line staff conflict

involves disagreements between line and staff personnel over who has authority and control over decisions on matters such as budgets, technology, and human resource practices.

Substantive conflict

involves fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.

Delphi technique

involves generating decision- making alternatives through a series of survey questionnaires A coordinator summarizes responses, then sends the summary plus follow-up questions back to the panel. This process is repeated until a consensus is reached and a clear decision emerges.

Brainstorming

involves generating ideas through freewheeling and without criticism.

Leadership identity construction process

involves individuals "claiming" an identity (as a leader or follower) and others affirming or "granting" that identity by going along with the claim

Emotional conflict

involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like.

Authoritarian leadership

involves making decisions independently with little or no input from others.

Accommodation or soothing

involves playing down differences and finding areas of agreement ignores the real essence of a conflict and often creates frustration and resentment

Avoidance

involves pretending a conflict does not really exist.

Empowerment

involves sharing power, information, and rewards with employees to make decisions and solve problems in their work power WITH

Nominal group technique

involves structured rules for generating and prioritizing ideas begins by asking team members to respond individually and in writing to a nominal question Next, participants in round-robin fashion are asked to read or post their responses to the nominal question. Each response is recorded on large newsprint or in a computer database as it is offered. No criticism is allowed. The recorder asks for any questions that may clarify specific items on the list, but no evaluation is allowed. The goal is simply to make sure that everyone fully understands each response. A structured voting procedure is then used to prioritize responses to the nominal question and identify the choice or choices having most support. This procedure allows ideas to be evaluated without risking the inhibi- tions, hostilities, and distortions that may occur in an open and less structured team meeting.

Objective thinker

is anxious about how personal needs will be met in the group may act in a passive, reflective, and even single-minded manner while struggling with the fit between individual goals and group directions.

In decision by consensus,

it results when discus- sion leads to one alternative being favored by most team members and other members agree to support it. does require is the opportunity for any dissenting members to feel that they have been able to speak and that their voices have been heard. can be inefficient but very powerful in terms of generating commitments among members to making the final decision work best for the team.

To reduce social loafing,

keep group size small and redefining roles so that free-riders are more visible and peer pressures to perform are more likely increasing accountability by making individual performance expectations clear and specific making rewards directly contingent on an individual's performance contributions.

To succeed, leaders must instill their employees with confidence and clarity about

key cultural values or employees will provide their own explanation

Benefits of effective onboarding

know what to expect when they arrive and how necessary information will be made available help reduce anxiety reinforce realistic job expectations and demonstrate the values and behaviors that the organization expects and rewards help to lower overall new employee start-up costs by improving retention less like to leave and have better attitudes and job satisfaction

Low quality LMX relationships

lack of trust, respect, liking, and loyalty traditional supervision

Powerlessness

lack of autonomy and participation can create spirals of helplessness and alienation

Teams that run things

lead organizations and their component parts key issues include identifying overall organizational purposes, goals, and values as well as crafting strategies and persuading others to support them

Leader-match

leader cannot change his or her style and therefore needs to change the situation to match the style.

Pacesetting style

leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent "Do as i do now" Conscientiousness, drive to achieve, initiative use to get quick results from a highly motivated and competent team negative effect on climate --> other employees tend to feel overwhelmed by such a leader's demands for excellence and morale drops either gives no feedback or takes over and ppl feel directionless when the leader leaves

Social Construction of leadership

leadership is constructed and produced in social and relational interactions among people acting in context Each leadership situation is unique, having its own particular dynamics, variables, and players. whether you are a leader or a follower depends on the nature of the interactions you have with other people

One of the best ways to build political skills is to

learn from and watch others who have them

It is also essential to note that innovation can arise from the firm's desire to be more

legitimate in the eyes of key stakeholders,

Employee engagement

level of emotional and cognitive connection an employee has to the organization for which they work employee's relationship with the employer, but primarily refers to the level of involvement and enthusiasm one has with the work believe that they can make a difference, and as a result, put forth greater effort and persist in the face of difficulties

Co-leadership helps overcome problems related to the

limitations of a single individual and of abuses of power and authority allows organizations to capitalize on the complementary and diverse strengths of multiple individuals

Participative leadership is best when subordinates need

limited direction and support allows employees to provide input.

Centralized communication network/wheel or chain network

link group members through a central control point through which one member—often a formal or informal team leader—collects and distributes information. Work is divided among members, and results are pooled to create the finished product.

Restricted communication network

link subgroups that disagree with one another's positions poor communication creates problems but can be useful at times Counteracting teams might be set up to stimulate conflict and criticism to help improve creativity or double-check decisions about to be implemented.

Virtual communication networks

link team members through electronic communication New developments with social media keep pushing these capabilities forward.

Management philosophy

links key goal-related issues with key collaboration issues to come up with general ways by which the firm will manage its affairs addresses the questions of external adaptation

Mediating technology

links parties that want to become interdependent For example, banks link creditors and depositors and store money and information to facilitate such exchanges.

Empowering leadership is most appropriate for those with

low levels of product and industry knowledge and low experience rather than those with high readiness

Key aspects of the top-down management subculture are often referred to as

management philosophy

Group negotiation

manager is part of a team or group whose members are negotiating to arrive at a common decision

Two party negotiation

manager negotiates directly with one other person.

Environmental interdependence

may co-opt powerful outsiders by including them or absorb or buffer the demands of a more powerful external element

Negative side of inter-team dynamics

may drain and divert work energies.

Disadvantages of virtual teams

may find it hard to get up to speed and work well with one another relationships and interactions can be different and require special attention The lack of face-to-face interaction limits the role of emotions and nonverbal cues in the communication process

Organizational culture determines the

meaning system of your social environment

What changed the culture was giving employees the

means by which they could successfully do their jobs communicating clearly to employees what their jobs were and providing the training and tools to enable them to perform those jobs successfully.

Zero sum game

means one person's gain is equal to another person's loss causes you to lose power in the long run because it leads to power imbalances where people rise up to take power away

Dependence

means that one person or group relies on another person or group to get what they want or need is most often associated with control

Non-substitutability

means that the individual or the work performed by the subunit cannot be easily replaced

Employee involvement team

meet regularly to collectively examine important workplace issues ex: Quality circle

Decentralized communication networks/star network or all-channel network

members communicate directly with one another. everyone communicating and sharing information with everyone else.

Constellations or collective leadership

members play roles that are specialized, differentiated (avoid overlap), and complementary (jointly cover all required areas of leadership)

Homogenous teams

members share many similar characteristics teamwork usually isn't much of a problem

Team composition

mix of abilities, skills, personalities, and experiences that the members bring to the team choose members whose talents and interests fit well with the tasks to be accomplished, and whose personal characteristics increase the likelihood of being able to work well with others.

Power is the potential to

mobilize energy

Dysfunctional resistance

more passive form of noncompliance in which individuals ignore or dismiss the request of the influencing agent thwart and undermine

Rules

more specific, rigid, and impersonal than policies describe in detail how a task or a series of tasks is to be performed, or they indicate what cannot be done

Achievement oriented leadership

motivation focused and builds subordinates' confidence to achieve high standards through its focus on excellence and goal setting.

The best teams

move back and forth between different decision methods

Outstanding service is deter- mined, in customer's eyes, by how organizations deal with situations that are

nearly impossible to anticipate, unique to a particular person, and difficult to solve.

Difficulties with importing societal subgroup

need for cultural sensitivity subordinated groups, such as members of a specific religion or ethnic group, may form into a counterculture and to work more diligently to change their status than to better the firm firm may find it difficult to cope with broader cultural changes firms that accept and build on natural divisions from a single larger culture may find it challenging to develop sound international operations

Harmony in relationships

negotiation is "harmonious" and fosters rather than inhibits good interpersonal relations

Organization politics like power are

neutral --> depends on how they are used

Conflict suppression

no change in antecedent conditions occurs even though the manifest conflict behaviors may be temporarily controlled superficial and often temporary state that leaves the situation open to future conflicts over similar issues.

When teams get so large that brainstorming and open discussion are hard to manage, use

nominal group technique

Persuasion is appropriate in

non-emotional, cooperative settings when objectivity is valued

Interteam dynamics

occur as groups cooperate and compete with one another

Self interested politics

occur when individuals or groups work to shift otherwise ambiguous outcomes to their personal advantage without consideration of the organization or coworkers.

Workarounds

occur when people work around the system to accomplish a task or goal when the normal process or method isn't producing the desired result. ex: seeking assistance from influential people in one's network, exploiting loopholes in a system, or using one's connections to access potentially useful information or influence decisions

Intergroup conflict

occurs among groups in an organization.

Vertical conflict

occurs between levels and commonly involves supervisor-subordinate and team leader-team member disagreements over resources, goals, deadlines, or performance results.

Interorganizational conflict

occurs between organizations. ex: rivalry that characterizes firms operating in the same markets, disagreements between unions and the organizations

Horizontal conflict

occurs between persons or groups working at the same organizational level

Interpersonal conflict

occurs between two or more individuals in opposition to each other.

Administrative leadership

occurs in formal, managerial roles and focuses on alignment and control aimed at driving financial and performance needs tools such as policy, efficiency, strategic planning, resource allocation, budgeting, and scheduling

Compromise

occurs when each party gives up something of value to the other

Hierarchical thinking

occurs when hierarchical systems create positions of superiority and inferiority in organizations can lead employees to defer responsibility and initiative taking

Commitment

occurs when individuals accept an influence attempt out of duty or obligation agree with the desired action and show initiative and persistence in completing it

Compliance

occurs when individuals accept another's influence not because they believe in the content but because of the rewards or punishment associated with the requested action results in minimal effort and requires surveillance by management

Upward leadership

occurs when leaders at lower levels influence those at higher levels to create change.

Co-leadership

occurs when leadership is divided so that no one person has unilateral power to lead ex: professional organizations, the arts, and healthcare

The functional silos/chimneys problem

occurs when members of one functional team stay focused on internal matters and minimize their interactions and cooperation with other functions --> poor integration and poor coordination with other parts of the organization

Conflict

occurs when parties disagree over substantive issues or when emotional antagonisms create friction between them.

Social loafing/Ringlemann effect

occurs when people work less hard in groups than they would individually.

Effective negotiation

occurs when substance issues are resolved and working relationships are maintained or improved.

Teamwork

occurs when team members accept and live up to their collective accountability for goal accomplishments

Conflict resolution

occurs when the reasons for a conflict are eliminated.

Intrasender Role Conflict

occurs when the same person sends conflicting expectations. Example: Team leader—"You need to get the report written right away, but now I need you to help me get the PowerPoints ready."

Intrapersonal conflict

occurs within the individual because of actual or perceived pressures from incompatible goals or expectations.

When voting is required,

odd-numbered teams are preferred to help rule out tie votes.

In decision by lack of response,

one idea after another is suggested without any discussion taking place. When the team finally accepts an idea, all others have been bypassed and discarded by simple lack of response rather than by critical evaluation. This may happen early in a team's development when new members are struggling for identities and confidence. It's also common in teams with low-performance norms and when members just don't care enough to get involved in what is taking place. Whenever lack of response drives decisions, it's relatively easy for a team to move off in the wrong, or at least not the best, direction.

Storming stage

one of high emotionality and tension among team members Coalitions or cliques may form as individuals compete to impose their preferences on the group and to achieve a desired status posi- tion. Outside demands such as premature performance expectations may create uncomfortable pressures. In the process, membership expectations tend to be clarified, and attention shifts toward obstacles standing in the way of team goals. Individuals begin to understand one another's interpersonal styles, and efforts are made to find ways to accomplish team goals while also satisfying individual needs.

Identification comes with a feeling of

oneness with another and causes individuals to want to behave, believe, and perceive in ways similar to the leader

Adaptive leadership

operates in the interface between the administrative and entrepreneurial systems and fosters conditions for emergence sponsoring ideas from the entrepreneurial system, providing critical resources, and helping innovations to flow into the formal administrative system to increase fitness for the firm

Disengaging tactics

opting out of influence attempts for the time being

Idiosyncrasy credit

our ability to violate norms with others based on whether we have enough "credits" to cover the violation.

Implicit leadership theories

our beliefs or understanding about the attributes associated with leaders and leadership.

Relationship goals

outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process is concluded

Substance goals

outcomes that relate to the content issues under negotiation

In shared leadership, leadership can come from

outside or inside the team

Informal systems

patterns of activity and relationships that arise in everyday activities as individuals and groups work to get things done highly changeable and occur through personal connections

Psychological reactance theory

people rebel against constraints and efforts to control their behavior.

Push tactics

persuasion (proposing and reasoning) and assertion (stating expectations, evaluating, and using incentives and pressures)

Outdoor experience approach

places teams in a variety of physically challenging situations and by having to work together to master difficult obstacles, team members are supposed to grow in self-confidence, gain more respect for each others' capabilities, and leave with a greater capacity for and commitment to teamwork.

Tasks that are complex in social demands

pose difficulties for reaching agreement on goals and methods to accomplish them.

Information power

possession of or access to information that is valuable to others but must be careful not to share or spread proprietary information

Larger teams are also more prone to

possible domination by aggressive members and have tendencies to split into coalitions or subgroups

Failing forward or failure tolerance

possible failure will be seen as helping to advance knowledge, rather than something that will be punished

Charismatic leaders can address the dangers of disbelief and frustration by reducing

power distance

Force

power made operative against another's will

The power in organizations is not power but

powerlessness

Implicit followership theories

preconceived notions about prototypical and antiprototypical followership behaviors and characteristics

Too few organizational levels leads to

problems with coordination and control and managers are subject to burnout.

Leadership should be thought of as a

process

Organizational socialization

process by which organizational newcomers are transformed from outsiders to effective and participatory members of the organization

Followership

process through which individuals choose how they will engage with leaders to co-produce leadership and its outcomes.

Kotter maintains that too many managers don't realize transformation is a

process, not an event and ppl shouldn't declare victory too soon

Continuous process technology

produce a few products using consider- able automation

The appropriateness of the basis for departmentalization is determined by assumptions about

products and customers

Supportive leadership

promotes a friendly work climate by focusing on subordinate needs and well-being.

Personal methods of coordination provide synergy by

promoting dialogue and discussion, innovation, creativity, and learn- ing, both within and across organizational units Direct contact between and among organizational members

Driving forces

propelling the change to occur ex: internal or external

Directive leadership

provides clarity and direction for subordinates.

Freeze

put in new reward systems, new selection systems, new org structures, policies, etc so that you avoid going backwards

Hybrid: Divisional Firm

quasi-independent divisions so that different divisions can be more or less organic or mechanistic that often share a similar mission and systems goals

Norming Stage (Initial Integration)

reached when members start to work together as a coordinated team. Minority viewpoints, deviations from team directions, and criticisms may be discouraged as members experience a preliminary sense of closeness

Bass's transactional leadership

refers to the exchange relationship between leaders and followers to meet their own self-interests.

Proactive follower orientation

reflects the belief that followers should act in ways that are helpful, useful, and productive to leadership outcomes believe followers are important contributors to the leadership process and that a strong follower role (e.g., voice) is necessary for accomplishing the organizational mission

To avoid negative inter-team dynamics,

refocus on a common enemy or a common goal Direct negotiations can be held among the teams. Members can be engaged in intergroup team building that encourages positive interactions and helps members of different teams learn how to work more cooperatively together. Reward systems can also be refocused to emphasize team contributions to overall organizational performance and on how much teams help out one another.

Once leaders embark on the path to using culture as a business tool, it is critical that they

regularly review their own behavior to understand the signals they are sending to members.

Power is

relational --> depends on how others respond

Bureuacracies

rely on a division of labor, hierarchical control, promotion by merit with career opportunities for employees, and administration by rule

To master a new behavior, the emotional centers need

repetition and practice

Societal Goals

represent an organization's intended contributions to the broader society can make legitimate claims over resources, individuals, markets, and products

Reciprocal alliances

represent power arising from alliances with others developed through reciprocity (the trading of power or favors for mutual gain in organizational transactions)

Collective leadership

represents views of leadership not as a property of individuals and their behaviors but as a social phenomenon constructed in interaction.

Personal power

resides in the individual, and is generated in relationships with others.

Quality of outcomes

results in a "quality" agreement that is wise and satisfactory to all sides.

Functional conflict

results in benefits to individuals, the team, or the organization can bring important problems to the surface so they can be addressed cause decisions to be considered carefully and perhaps reconsidered to ensure that the right path of action is being followed increase the amount of information used for decision making offer opportunities for creativity that can improve performance.

The centralized network works well when team tasks are

routine and easily subdivided. It is usually the hub member who experiences the most satisfaction on successful co-acting teams.

Norms

rules or standards for the behavior of group members help members to guide their own behavior and predict what others will do.

Heroic leadership views

see leadership as the result of acts of great leaders who inspire and motivate others to accomplish extraordinary things overestimate the influence of the leader and underestimate the importance of context and timing

Competition

seeks victory by force, superior skill, or domination

Distributed leadership

sees leadership as a group phenomenon that is distributed among individuals.

People may try to cope with individual entry problems in

self-serving ways that may hinder team development and performance.

Powerless people often try to regain a

sense of control over themselves and their work environment but the result can be damaging to organizations (e.g., absenteeism, tardiness, theft, vandalism, grievances, shoddy workmanship, and counterproductive behavior)

Broker

serve as links between structural holes in a network, providing greater access to resources, information, and opportunities

Procedures

set forth the best method for performing a task

General environment

set of cultural, economic, legal-political, and educational conditions found in the areas in which the organization operates

Coordination

set of mechanisms that an organization uses to link the actions of their units into a consistent pattern

Specific environment

set of owners, suppliers, distributors, government agencies, and competitors with which an organization must interact to grow and survive firm has more choice in this

Performance norms

sets expectations for how hard members work and what the team should accomplish

Policy

sets forth a broad guideline for action but typically allows from some individual discretion

Trust-based or expressive/affective ties rely on

shared emotions such as respect or liking.

Distributed leadership

shares responsibility among members for meeting team task and maintenance needs

Strengths of the simple design are

simplicity, flexibility, and responsiveness to the desires of a central manager—in many cases, the owner

Hybrid: Conglomerate

single corporation that contains a number of unrelated businesses

Politcal savvy

skill and adroitness at reading political environments and understanding how to influence effectively in these environments involves learning to read the situation, increasing aware- ness of self and others, negotiating with rather than negating others and framing messages so that others will listen

Trust

social exchange is based on the belief in the intention and ability of the other to repay.

Most of the power we study in organizations is

social power

You might also derive positional power from

some legitimating source

Charisma

special personal quality or attractiveness that enables an individual to influence others evokes enthusiasm and commitment among followers

The personal connections activated within informal networks can

speed up workflows as people assist each other in ways that cut across the formal structures. create interpersonal relationships that can satisfy individual needs, such as by providing companionship (meeting a social need) or a sense of personal importance (meeting an ego need).

Rites

standardized and recurring activities used at special times to influence the behaviors and understanding of organizational members.

The way to change culture is not to first change how people think, but instead to

start by changing how people behave-- what they do.

Contingency approaches

state that the relationship between leader behavior and leadership effectiveness depends on the situation. ex: In situations requiring more direction and structure, task-oriented behavior will be more effective and desired. In situations requiring more support and consideration, relations-oriented behavior will be more effective.

Shared value view

states that organizations should create economic value in a way that also creates value for society.

Iron law of Responsibility

states that when power imbalances get bad enough, forces are triggered that will rise up and take the power away (to restore power balances).

Another issue in team composition is

status, in terms relative rank, prestige, or social standing

Position power

stems from the formal hierarchy or authority vested in a particular role.

Critical zone

storming and norming

Centrality

strengthen your ties with the people who are the nuclei of coalitions that are important to you

Impersonal methods of coordination produce synergy by

stressing consistency and standardization so that individual pieces fit together often refinements and extensions of process controls with an emphasis on formalization and standardization

Unique, shared values can provide a

strong corporate identity, enhance collective commitment, provide a stable social system, and reduce the need for formal and bureaucratic controls.

Leadership ethics

study of ethical problems and challenges distinctive to and inherent in the processes, practices, and outcomes of leading and following.

Most common effectiveness variables are

subordinate job satisfaction and performance

Greater decentralization generally provides higher

subordinate satisfaction and a quicker response to a diverse series of unrelated problems assists in the on-the-job training of subordinates for higher-level positions

Perceived conflict

substantive or emotional differences are sensed

Maintenance activities

support the emotional life of the team as an ongoing social system include encouraging the participation of others, trying to harmonize differences of opinion, praising the contributions of others, and agreeing to go along with a popular course of action.

Effective teams offer the benefits of

synergy

Organizational culture

system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members often referred tp as the corporate culture in a business setting

Changing the culture of an organization begins with a

systematic assessment of the current culture looking at how well the current culture is aligned with the strategy and goals of the organization

Rituals

systems of rites

Complex adaptive systems

systems that adapt and evolve in the process of interacting with dynamic environments help us think about how organizations can make themselves more adaptive rather than bureaucratic

Formal retreat approach

takes place during an off-site retreat The agenda, which may cover one or more days, is designed to engage team members in the variety of assessment and planning tasks. Formal retreats are often held with the assistance of a consultant, who is either hired from the outside or made available from in-house staff opportunities to take time away from the job to assess team accomplishments, operations, and future potential.

Decoupling

taking action to eliminate or reduce the required contact between conflicting parties.

Team or group dynamics are especially important or at risk when teams are

taking on new members, addressing disagreements on goals and responsibilities, resolving decision-making delays and disputes, reducing personality friction, and managing conflicts.

Narrower spans of control are expected when

tasks are complex, when subordinates are inexperienced or poorly trained, or when tasks call for team effort unfortunately yield many org levels which is not only expensive, but it also makes the organization unresponsive to necessary change

Team effectiveness equation

team effectiveness = quality of inputs *(process gains - process losses)

Multiskilling

team members are each capable of performing many different jobs.

Adjourning stage

teams disband when their work is finished. willingness to disband when the job is done and to work well together in future responsibilities, team or otherwise, is an important long-term test of team success.

One way to analyze the nature of the team task is in terms of its

technical and social demands.

Moving

technical aspect of implementing the change

Social facilitation

tendency for one's behavior to be influenced by the presence of others in a group can be a boost or a detriment to individual member's performance contributions

Romance of leadership

tendency to attribute organizational outcomes (both good and bad) to the acts and doings of leaders.

Overconfidence

tendency to see positions are the only correct ones and ignore other party'e needs

Felt conflict

tension that motivates the person to take action to reduce feelings of discomfort

Collective intelligence

the ability of a group or team to perform well across a range of tasks

Power

the ability of a person or group to influence or control some aspect of another person or group

Referent power

the ability to alter another's behavior because of the individual's desire to identify with the power source.

Connection power

the ability to call on connections and networks both inside and outside the organization for support in getting things done and in meeting one's goals.

Emotional intelligence

the ability to manage ourselves and our relationships effectively

Organizational culture is built and maintained by

the actions of managers and supervisors others include compensation practices, what behaviors are financially rewarded, architecture of the office and how employees dress

Standardization

the allowable actions in a job or series of jobs so that similar work activities are repeatedly performed in a consistent fashion

Control

the authority or ability to exercise restraining or dominating influence over someone or something.

Follower role orientation

the beliefs followers hold about the way they should engage and interact with leaders to meet the needs of the work unit how followers define their role, how broadly they perceive the tasks associated with it, and how to approach a follower role to be effective

In decision by authority rule,

the chairperson, manager, or leader makes a decision for the team. This is very time efficient and can be done with or without inputs by other members. Whether the decision is a good one or a bad one depends on whether or not the authority figure has the necessary information and if other group members accept this approach. When an authority decision is made without expertise or member commitment, problems are likely

Effective change occurs when

the change itself is implemented and the change agent and the organization are better off as a result

Operations technology

the combination of resources, knowledge, and techniques that creates a product or service output for an organization

Internal Integration

the creation of a collective identity and with ways of working and living together What is our unique identity? How do we allocate power, status, and authority? How do we communicate? lead to longer-term stability and provide a lens for members to make sense of their part of the world

Synergy

the creation of a whole greater than the sum of its parts. works within a team, and it works across teams as their collective efforts are harnessed to serve the organization as a whole.

Social capital

the current or potential resources gained through one's network.

Centralization

the degree to which decision making is concentrated at upper levels of the organization

Social demands involve

the degree to which issues of interpersonal relationships, egos, controversies over ends and means, and the like come into play.

Technical demands include

the degree to which it is routine or not, the level of difficulty involved, and the information requirements.

Cohesiveness

the degree to which members are attracted to a group and motivated to remain a part of it.

Decentralization

the degree to which the authority to make decisions is given to lower levels in an organizations hierarchy

An envt is richer when

the economy is growing, when individuals are improving their education, and when everyone that the organization relies on is prospering more opportunities and dynamism

Ethical climates

the ethical values, norms, attitudes, feelings, and behaviors of employees in an organization

Power distance

the extent to which followers see leaders as having much higher status than them

Team or group dynamics

the forces operating in teams that affect the ways members work together.

Legitimate power

the formal hierarchical authority that comes with a position those holding certain positions have a legitimate right to prescribe behavior, and those reporting to the position have a legitimate obligation to follow

Structural holes

the gaps between individuals and groups in a social network.

Rule of conformity

the greater the cohesiveness, the greater the conformity of members to team norms.

One way to minimize intergroup conflict is

the growing use of cross-functional teams and task forces by improving horizontal communication.

Expert power is often determined by

the individual's performance record over time and the alternative sources of knowledge available and highly influence by the importance of areas of expertise relative not absolute

Density

the interconnectedness of all the people in the network

Human capital

the knowledge, skills, and intellectual assets employees bring to the workplace.

Line units and personnel conduct what?

the major business of the organization

Intergroup negotiation

the manager is part of a team that is negotiating with another group to arrive at a decision regarding a problem or situation affecting both

Continuous improvement approach

the manager, team leader, or group members themselves take responsibility for regularly engaging in the team-building process

Interest

the motive behind the exchange self, mutual, to other interest (pure concern for the other)

Span of control

the number of individuals reporting to a supervisor.

Mass production

the organization produces one or a few products through an assembly-line system

Hearing problem

the parties are unable or unwilling to listen well enough to understand what the other is saying.

Telling problem

the parties don't really talk to each other, at least not in the sense of making themselves truly understood.

Expert power

the power a person has because of special skills and abilities that others need but do not possess themselves knowledge, experience, judgment

Social power

the power that comes from the ability to influence another in a social relation earned through relationships

Decision making

the process of choosing among alternative courses of action.

Organizational design

the process of choosing and implementing a structural configuration takes the basic structural elements and molds them to the company's desires, demands, constraints, and choices

Innovation

the process of creating new ideas and putting them into practice.

Negotiation

the process of making joint decisions when the parties involved have different preferences.

Bargaining zone

the range between one party's minimum reservation point and the other party's maximum.

Zone of indifference

the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment.

Control

the set of mechanisms used to keep action or outputs within predetermined limits

Political climate

the shared perceptions about the political nature of the organization, whether people in organizations work "within" or "around" formal policies and procedures in getting their work done.

Power bases

the sources of power individuals and subunits develop in organizations

Leader-member exchange (LMX)

the study of manager-subordinate relationship quality and that leaders have differentiated relationships with followers

Diversity consensus dilemma

the tendency for diversity in groups to create process difficulties even as it offers improved potential for problem solving.

Groupthink

the tendency of cohesive group members to lose their critical evaluative capabilities Desires to hold the team together, feel good, and avoid unpleasantries bring about an overemphasis on agreement and an underemphasis on critical discussion.

Disengaging is best when

the tension is becoming destructive and when new data comes to light

Coercive power

the use of punishment when others do not comply with influence attempts. can reduce the strength and quality of relationships

Proxemics

the use of space as people interact might be done by moving chairs and tables closer together, or by choosing to meet in physical spaces that are most conducive to communication.

Meaning system

the values underlying interpretations of events and actions

Observable culture

the way things are done in an organization includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within the firm

Formalization

the written documentation of rules, procedures and policies to guide behavior and decision making

Under intensive technology,

there is uncertainty as to how to produce desired outcomes group of specialists must be brought together and use a variety of techniques to solve problems --> Coordination and knowledge exchange are of critical importance with this kind of technology Examples are found in a hospital emergency room or a research and development laboratory

Constructive resistance

thoughtful dissent aimed at constructively challenging the influencing agent to rethink the issue make suggestions for alternative actions to open dialogue

The best team response to an objective thinker is

to clarify team goals and expectations, and to clarify member roles in meeting them

Idea creation

to create an idea through spontaneous creativity, ingenuity, and information processing

Initial experimentation

to establish the idea's potential value and application

Feasibility determination

to identify anticipated costs and benefits

The best team response to a friendly helper is

to offer support and encouragement while encouraging the new member to be more confident in join- ing team activities and discussions.

Final application

to produce and market a new product or service, or to implement a new approach to operations

Innovative entities benefit from and require

top-management support Senior managers can and must pro- vide good examples for others, eliminate obstacles to innovation, and try to get things done that make innovation easier.

Environmental turbulence can act as a

trigger to the dynamic rearrangement of power

High quality LMX relationships

trust, respect, liking, and loyalty more like partnerships between managers and subordinates on co-producing leadership

In decision by minority rule,

two or three people are able to dominate, or railroad, the group into making a decision with which they agree. This is often done by providing a suggestion and then forcing quick agreement. Although such forcing and bullying may get the team moving in a certain direction, member commitment to making the decision successful will probably be low. Kickback and resistance, especially when things get difficult, aren't unusual in these situations.

A moderate amount of prudent political behavior to survive involves

understanding how to establish power bases, develop political skills, and build strong and effective networks.

Tasks that are complex in technical demands require

unique solutions and more info processing

What elements determine an employee's level of engagement?

unit and organizational leadership, overall culture of the organization, how closely they fit with that culture, and the formal and informal organizational processes

Informal groups

unofficial and emerge to serve special interests develop through personal relationships and create their own interlocking networks within the organization

When to use compromise

used to arrive at temporary settlements of complex issues or to arrive at expedient solutions when time is limited.

When to use collaboration and problem solving

used to gain true conflict resolution when time and cost permit.

Matrix departmentation

uses both the functional and divisional forms simultaneously provides a balance between functional and divisional concerns help organizations use their division of labor to capitalize on environmental opportunities, capture the benefits of larger size, and realize the potential of new technologies in pursuit of its strategy

Third party indirect tactics

using direct influence tactics discussed to get someone else to influence your target

In decision by majority rule,

usually takes place as a formal vote to find the majority viewpoint. When team members get into disagreements that seem irreconcilable, for example, voting is seen to be an easy way out of the situation but those in the minority—the "losers"—may feel left out or discarded without having had a fair say Lingering resentments may hurt team effectiveness in the future if they become more concerned about winning the next vote than doing what is best for the team.

Invisible features of culture

values, underlying assumptions, deep beliefs serve as the basis for an organization's culture by informing and directing employee behavior, as well as providing guidance for addressing problems and uncertainty

Small batch production

variety of custom products are tailored to fit customer specifications

Active management by exception

watching for deviations from rules and standards and taking corrective action

Avoidance-avoidance conflict

when a person must choose between two negative and equally unattractive alter- natives.

Approach-approach conflict

when a person must choose between two positive and equally attractive alter- natives.

Approach-avoidance conflict

when a person must decide to do something that has both positive and negative consequences.

Person role conflict

when a person's values and needs come into conflict with role expectations. Example: Other team members (showing agreement with each other)—"We didn't get enough questionnaires back, so let's each fill out five more and add them to the data set." You (to yourself)—"Mmm, I don't think this is right."

Internalization

when an individual accepts influence because the induced behavior is congruent with their value system.

When to use avoidance

when an issue is trivial, when more important is- sues are pressing, or when people need to cool down temporarily and regain perspective.

Even numbered teams are better for

when careful deliberations are required and the emphasis is more on consensus --> forces members to confront disagreements and deadlocks rather than simply resolve them by majority voting

Intersender role conflict

when different people send conflicting and mutually exclusive expectations. Example: Team leader (to you)—"Your job is to criticize our decisions so that we don't make mistakes." Team member (to you)—"You always seem so negative. Can't you be more positive for a change?"

Hard distributive negotiation

when each party holds out to get its own way, leading to competition of dominance

Power or value asymmetries

when interdependent people or teams differ substantially from one another in status and influence or in values.

When to use accommodation

when issues are more important to others than to yourself or when you want to build "credits" for use in later disagreements.

Lose-lose conflict

when nobody really gets what he or she wants in a conflict situation likely when the conflict management strategies involve little or no assertiveness

Norm of reciprocity

when one party does something for another, that party is indebted to the other until the obligation is repaid.

Soft distributive negotiation

when one party or both parties make concessions just to get things over with, leading to accommodation or compromise

When to use authoritative command

when quick and decisive action is vital or when unpopular actions must be taken.

Role conflict

when someone is unable to respond to role expectations that conflict with one another individual understands what needs to be done but for some reason cannot comply. The resulting tension is stressful and can reduce satisfaction.

Role ambiguity

when someone is uncertain about what is expected of him or her.

Role ambiguity conflict

when the communication of task expectations is unclear or upsetting in some way,

Inter role conflict

when the expectations of two or more roles held by the same individual become incompatible, such as the conflict between work and family demands. Example: Team leader—"Don't forget the big meeting we have scheduled for Thursday evening." You (to yourself )—"But my daughter is playing in her first little-league soccer game at that same time."

Intellectual stimulation

when the leader helps followers to become more innovative and creative

Role underload

when too little work is expected of the individual.

Role overload

when too much work is expected of the individual.

Heterogeneous teams

where members are very dissimilar to one another. may create difficulties as members try to define problems, share information, mobilize talents, and deal with obstacles or opportunities.

The friendly helper needs to know

whether he or she will be liked.

Task structure

whether the task is highly defined (high structure) or ambiguous (low structure).

The tough battler wants answers to this question:

who am i in this group?

With regard to member satisfaction, an effective team is one

whose members believe that their participation and experiences are positive and meet important personal needs They are satisfied with their team tasks, accomplishments, and interpersonal relationships.

A key to effective leadership is

willing followership, where others follow because they WANT to not because they HAVE to intrinsic motivation and power comes from personal sources, resulting in strong effort

Symptoms of incompatibilities include

withdrawn members, open hostilities, struggles over control, and domination by a few members

Indirect symbolic tactics

work to shape the meaning structure of an organization

Virtual teams

work together through computer mediation

Dysfunctional conflict

works to the disadvantage of an individual or team diverts energies, hurts group cohesion, promotes interpersonal hostilities, and creates an overall negative environment for workers can decrease performance and job satisfaction as well as contribute to absenteeism and job turnover

Mission statements

written statements of organizational purpose A good mission statement, in addition to specifying outcomes, also includes whom the firm will serve and how it will go about accomplishing its societal purpose

Assertion is effective when

you and your target both have something at stake, especially when you control resources that your target values

Consolidate improvements and produce more change pitfalls

• Declaring victory too soon—with the first performance improvement • Allowing resistors to convince "troops" that the war has been won

Plan for and create short term wins

• Define and engineer visible performance improvements. • Recognize and reward employees contributing to those improvements.