MGT 291 Final Exam Johns

Less hand gesturing

"speaking" less with the hands and keeping the head relatively still

survey feedback

-Provides information about employees' beliefs and attitudes -Can assist management with problem-solution diagnosis -Data are returned to employee groups at all organization levels -Data are used by all employees working together in their normal work groups to identify/solve problems

leadership motive pattern

A high need for power (with high impulse control) and a low need for affiliation

power

A person or group's potential to influence another person's or group's behavior

uncertainties

Accurate planning, financing, budgeting, and staffing all depend on a reasonably predictable future subunits most capable of dealing with this tend to have greater power

Inspirational appeals

Appealing to aspirations, values, and ideals to gain commitment

Personal appeals

Asking for a personal favor or to do something "because we're friends"

employee-centered leader behavior

Attempting to build effective work groups with high performance goals

passive conflict management norms

Avoid addressing conflict

avoidant conflict cultures

Avoidant conflict cultures are passive and agreeable. This type of culture strives to preserve order and control and/or to maintain harmony and interpersonal relationships

position power

Based on one's position in the organization influence tactics

personal power

Based on the person's individual characteristics; stays with a person regardless of his or her job or organization

Leader initiating-structure behaviors

Clearly defining leader-subordinate roles such that subordinates know what is expected of them

centralization

Concentrate power and decision-making authority at higher levels of the organization industry example: When you first started your chocolate company, you made all the decisions and did a variety of tasks.

lattice structure

Cross-functional and cross-level sub-teams are formed and dissolved as necessary to complete specific projects and tasks

What influences a leader's effectiveness? (based on Hersey's Situational Leadership Theory)

Delegating Participating Selling Telling

Legitimating tactics

Enhancing one's formal authority by referring to rules, precedents, or official documents

organizational mechanisms

Examples of organization culture that employees see in more experienced employee's behaviors

Ingratiation

Flattering someone to put them in a good mood

functional structure

Groups people with the same skills, or who use similar tools or work processes, together into departments

self-monitoring

Having a high concern with others' perceptions of us and adjusting our behavior to fit the situation

influence tactics

How people translate their power to affect the behavior of others

Hershey and Blanchards model

Leader's behavior relates to the "readiness" followers As readiness increases goes from telling-selling-participating-delegating task behavior starts high and decreases

leader-member exchange model (LMX)

Leaders form a unique relationship with each of their subordinates

management development

Multifaceted, complex, long-term process with no quick and simple approach Organizations should identify carefully and systematically their unique development needs and existing programs

exchange

Offering something valuable in return for cooperation

active listening

Pay close attention to facts and make connections Give verbal/nonverbal evidence you are listening Be respectful and be friendly Follow up on unusual communication ques Use what speaker says to determine expectations Offer speaker honest feedback

job-centered leader behavior

Paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance

resource scarcity

Power is greater for subunits that are vital to the organization as a whole magnify power differences across subunits

leadership outcomes

Produces change, often to a dramatic degree, and has the potential to produce extremely useful change

passive-aggressive conflict cultures

Rather than dealing openly with conflict, this culture develops norms to handle it via passive resistance such as refusing to participate in conflict-related discussions, giving the silent treatment, withholding information, or withdrawing from work and from interactions with coworkers.

consultation

Requesting someone's advice to solve a problem

disagreeable conflict management

Resolve conflict competitively

agreeable conflict management norms

Resolve conflict in a cooperative manner

active conflict management norms

Resolve conflict openly

least-preferred coworker

Scale presumed to measure a leader's motivation

conflict cultures

Shared norms for managing conflict

empowerment

Sharing power with employees and giving them the authority to make and implement at least some decisions

Leader consideration behaviors

Showing concern for subordinates' feelings and respecting subordinates' ideas

managing symbols

Substituting stories and myths that support the new cultural values for those that support old ones

LPC theory (Feidler)

Suggests that a leader's effectiveness depends on the situation

decentralized

The authority for making decisions affecting an organization is distributed industry example: organization performs nonroutine tasks in complex environments because it empowers the managers closest to the environment to make decisions and quickly implement them.

division of labor

The degree to which employees specialize or perform a variety of tasks as generalists industry example: small architectural firm is highly specialized because each employee has a set of defined tasks

hierarchy

The degree to which some employees have formal authority over others

span of control

The number of people reporting directly to an individual industry example: This manager is directing the work of three people

unfreezing

The process by which people become aware of the need for change

refreezing

The process of making new behaviors relatively permanent and resistant to further change

impression management

The process of portraying a desired image or attitude to control the impression of an individual

socialization

The process through which employees learn about the firm's culture and pass their knowledge and understanding on to others

abuse of power

Using any type of power to demean, exploit, or take advantage of another or influencing someone to do something the person later regrets

Pressure

Using coercion or persistent follow-up or reminders to gain influence

Rational persuasion

Using logic and facts to persuade someone

Delegating

Works best when followers are confident

Selling

Works best when followers have minimal competence but are willing to do the job

participating

Works best when followers have the ability to do something but are insecure and need support

Telling

Works best when followers lack confidence or don't know how to do something

network organization

a collection of autonomous units or firms that act as a single larger entity, using social mechanisms for coordination and control

example of referent power

a high power coo driving an old pick-up to work, modeling frugality permeated the company and promoted the behaviors and values to profit the company

example of reward power

a manager giving an employee a prize for being the top seller of that month

example of expert power

a sales manager may have specialized knowledge of certain market segments or customers, giving them this power among other managers and employees.

example of coercive power

a senior manager using this power to criticize one of his subordinates, even if everyone around it affected by it

collaborative conflict culture

active and agreeable. Employees actively manage and resolve conflicts cooperatively to find the best solution for all involved parties

dominating conflict cultures

active and disagreeable—open confrontations are accepted as well as heated arguments and threats

Speech pauses

allowing greater periods of silence while engaged in a conversation

how to effectively use coercive power and punishments

avoid appearing hostile and give warnings/punishments in private

the best known types of power abuse are

bullying, abusive supervision, and sexual harassment

unchecked authority

can result in the abuse of power, mangers do not have free rein to do whatever they want

task motivation

closely parallels job-centered and initiating-structure leader behavior

systems innovation

creates a new functionality by assembling parts in new ways

leadership behaviors

creating: establishing direction, Achieving: aligning people, Executing: motivating and inspiring

management behaviors

creating: planning and budgeting Achieving: organizing and staffing Executing: controlling and problem solving

Michigan Studies

defined job-centered and employee-centered leadership as opposite ends of a single leadership dimension

Ohio State Studies

defined leader consideration and initiating-structure behaviors as independent dimensions of leadership

four types of conflict culture

dominating, collaborative, avoidant, and passive-aggressive

matrix structure

employees report to both a functional manager and to a project or product team

example of legitimate power

employees showing up to a shift assigned by the supervisor even if they do not prefer the shift time

coalition

engaging the help of others to persuade someone to do something

Transactional leadership

essentially the same as management Leadership focused on routine, regimented activities

culture of inclusion

extent to which majority members value efforts to increase minority representation, and whether the qualifications and abilities of minority members are questioned

legitimate, reward, and coercive power rely on ....

external motivation and obligatory obedience

Speech errors

filler words like um, uh, ah

relationship motivation

focus on interpersonal relationships

task motivation vs relationship motivation

focus on the tasks at hand vs. relationships with people

Tactile manipulation

fondling or manipulating objects with the hands

bureacratic structure

formal division of labor, hierarchy, and standardization of work procedures

how to reduce negative political power by employees

formal rules and procedures, keeping the number of subordinates assigned to each manager at a reasonable level, understanding the motivations and aspirations of subordinates

having _______________ to goals and motivations of the other person can enhance your persuasive power

good listening skills and identifying and appealing

team-based structure

horizontal or vertical teams define part or all of the organization

Your power is greater if the things you control are......

important, rare, and cannot be substituted for by something else.

training

improve employees' current job or impart new skills

effects of referent and expert power rely on an employee's _____________

internal motivation and voluntary compliance

individual's _________ is the foundation of expert power, it can exist at any level

knowledge

leadership

large part an influence process that involves the use of various powers or interpersonal styles to affect the behaviors and attitudes of others

Fiedler three factors that determine the favorableness of a situation

leader-member relations, task structure, and leader position

high-LPC leaders

leaders more concerned with interpersonal relations

low-LCP leaders

leaders more concerned with task-relevant problems

Leg fidgeting

leg twitches, foot tapping, and swiveling or rocking when sitting

when an employee is not effected by referent or expert power, using ____________ might be appropriate

legitimate or reward power

middle management

level of management that has the hardest time with organizational change

Eye shifting

looking away rather than at the person to whom they are speaking

radical innovation

major breakthrough that changes or creates whole new industries

example of informational power

managers with extensive personal networks may have access to information few others have

Continuous Change Process Model of Organization Change

model that incorporates the forces for change, a problem-solving process, a change agent, and transition management. views change is a continuous process.

Blinking

more frequent blinking

Transformational Leadership

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

management

necessary to achieve coordination and systematic results and to handle administrative activities during times of stability and preductability

leadership

necessary to create and direct change and to help the organization get through tough times

stability of change

new values and beliefs must be seen as stable and as influential as old ones

Drivers of Change

people, technology, info, competition

expert power

power due to control because of knowledge, skills, or expertise

referent power

power due to control because subordinates respect, admire, and identify with the leader

informational power

power due to control over information

coercive power

power due to control over punishments

reward power

power due to control over tangible and intangible rewards

persuasive power

power due to the ability to use logic and facts to persuade

legitimate power

power due to the position of authority

management outcomes

predictability and order

Increased pupil dilation

pupils tend to widen as they would in dim lighting

formalization

reflects the extent to which organizational rules, procedures, and communications are written down. industry example: low: people work with relatively few rules and procedures, have little structure, and most likely communicate by simply talking.

The more desirable and important the resources controlled by a group (e.g., budget, space), the greater the group's ...

resource power

How subunits obtain power

resource scarcity, centrality, substitutability, uncertainty

People who are higher in the personality trait of _______________, are more likely to engage in impression management behaviors.

self-monitoring

impression management techniques related to ___________ tend to work well in job interviews

self-promotion and ingratiation

divisional structure

separate business units within which are the functions that work together to produce a specific product for a specific customer

prebureaucratic structure

smaller organizations with low standardization, total centralization, and mostly one-on-one communication

Elevated speaking pitch

speaking at a higher pitch as compared to someone telling the truth

Lewin's Change Model

systematic process for change in an organization three steps—unfreezing, change, and refreezing—

Centraility

the extent to which a subunit's activities influence the work of many other subunits

Informational Power is lost when...

the information is shared

leader-member relations

the personal relationship that exists between subordinates and their leader

leader position power

the power inherent in the leader's role itself

task structure

the second most important determinant of situational favorableness one situational element that can affect what workers might need from their leader.

social network

the set of relationships among people connected through friendship, family, work, or other ties

management and leadership are related, but .....

they are not the same

4 people-oriented change techniques

training, management development, team building, and survey feedback

Negative statements

using words like no, not, can't, and won't

substitutability

when a subunit's skills become scarce in the labor market, the power of that subunit increases