MGT 3230 Exam 2 Study Guide

3. Position Power

"Do I have power to reward and punish?" This dimension refers to how much power a leader has to make work assignments and reward and punish. More power equals more control and influence. Whether you have formal power to do something in the situation - reward or punish.

1. Leader-Member Relations

"Do my subordinates accept me as a leader?" This dimension, the most important component of situational control, reflects the extent to which a leader has or doesn't have the support, loyalty, and trust of the work group. How well you have trust based relationship and mutual respect?

2. Task Structure

"Do my subordinates perform unambiguous, easily understood tasks?" This dimension refers to the extent to which tasks are routine, unambiguous, and easily understood. The more structured the jobs, the more influence a leader has. Whether task is routine and easily understood, or complex.

Empowering Leadership

"I want my employees to feel they have control over their work" Empowering Leadership is a form of leadership that represents the extent to which a leader creates perceptions of psychological empowerment in others.

Leaders vs Managers

"Leaders manage and managers lead, but the two activities are not synonymous." Broadly speaking: Leaders inspire others, provide emotional support, and try to get employees to rally around a common goal. Leaders also play a key role in creating a vision and strategic plan for an organization. Managers typically perform functions associated with planning, investigating, organizing, and control, and leaders focus on influencing others. Managers, in turn, are charged with implementing the vision and plan. We can draw several conclusions from this division of labor.

Lessons Learned - Creativity

- Combine something to be more creative - Explore and test it - Find your untold assumptions and challenge them

Exploratory Creativity

- Experimentation without knowing what the outcome will be, and curiosity for the unexpected will lead to ideas that could not have been generated through simple combinations of old ideas already in your brain. - The premise of exploratory creativity is that new ideas are not in your head yet, but that ideas already in your head would only lead you to explore beyond them. - Prototyping and experimentation Driven by curiosity and do not know anything about the process but want to test something. Making the process better. Trying to come up with something new. Higher failure rate than combinational creativity. Example: post it notes

What Managers Can Do For Sexual Harassment

- Institute effective policy - Establish a formal complaint procedure - Train supervisors - Investigate promptly and without bias

Research leading to the development of the CVF found that organizational effectiveness varied along two dimensions

- The horizontal dimension - inward or outward focus? Expresses the extent to which an organization focuses its attention and efforts inward on internal dynamics and employees ("internal focus and integration") versus outward on its external environment and its customers and shareholders ("external focus and differentiation"). -The vertical dimension - flexibility or stability? This dimension expresses the extent to which an organization prefers decentralized decision making (flexibility and discretion) versus centralized authority (stability and control)

Transformational Creativity

- Transformational creativity 'is the most arresting of the three. Indeed, it leads to "impossibilist" surprise, wherein the novel idea appears to be not merely new, not even merely strange, but impossible' - See your assumptions, challenge them, and change "rules of the game" - What would happen, or what would be possible if that rule did not exist Challenges the big assumption in the market and changes the market dimensions greatly. EX: Apple computer.

Leader Effectiveness

- Women and men are similarly effective as leaders. - When there are more men than women in the organization and when the setting is more masculine, men tend to be rated slightly higher than women on leadership effectiveness. - It is not clear whether and how leader gender impacts firm performance. The popular press has promoted the idea that companies have significantly higher financial performance when females are members of the upper echelon - the CEO and top management team (TMT). But research results on TMT gender diversity and firm performance are mixed.

Different Types of Leadership - Path Theory

-Directive leader -Achievement-oriented leader -Participative leader -Supportive leader **achievement orientation sets challenging goals and sets high standards. **supportive. Supportive and collaborative environment

What Causes Supervisors to Be Abusive?

-Organizational Culture -Individual Differences -Early Life Experiences

Strong Culture

-Organizational culture shapes behavior and influences performance -Strong cultures are clear, well-defined, and widely shared among members

Learning Objectives

-Organizing is one of the management functions. -Organization charts describe the formal structures of organizations. -Organizations also have informal structures. -Four forms of organizational structures.

Report

-Show us your pictures -Tell us the stories -Analyze how the cultures differ and how the cultures affect the people there.

Takeaway from word choice order

-We are subject to many latent and implicit biases! -When you make your selection decisions, you should be careful as a leader and manager. -When you are applying for a job, give the good and appealing information first!

Two key conclusions we may take away from the behavioral approaches

1. A leader's behavior is more important than his or her traits. It is important to train managers on the various forms of task and relationship leadership. 2. There is no type of leader behavior that is best suited for all situations. Effective leaders learn how to match their behavior to the situation at hand.

Employment Tests

1. Ability Tests 2. Performance Tests 3. Personality Tests 4. Integrity Tests 5. Drug & Alcohol Tests 6. Criminal and Financial Background Checks Other Tests - polygraph, genetic screening.

Three types of selection tools

1. Background information 2. Interviews 3. Employment tests

Types of Creativity

1. Combinational Creativity 2. Exploratory Creativity 3. Transformational Creativity

Major Features of Organizations - Four Proposed by Edgar Schein

1. Common Purpose 2. Coordinated Effort 3. Division of Labor 4. Hierarchy of Authority 5. Span of Control 6. Authority, Responsibility, and Delegation 7. Centralization versus Decentralization of Authority

Phebe Novakovic, CEO of General Dynamics seems to embody the traits of

1. Dominance 2. Intelligence 3. Self-Confidence 4. High Energy 5. Task-Relevant Knowledge General Dynamics stock has returned an average of 16% annually since Novakovic took the lead as CEO in 2013. These are the five traits that researcher Ralph Stogdill in 1948 concluded were typical of successful leaders. Stogdill is one of many contributors to trait approaches to leadership.

What Determines Leadership Effectiveness?

1. Employee Characteristics 2. Environmental Factors

Two situational approaches

1. Fiedler's contingency leadership model 2. House's path-goal leadership model

Ten Characteristics of the Servant-Leader

1. Focus on listening 2. Ability to emphasize with others' feelings 3. Focus on healing suffering 4. Self-awareness of strengths and weaknesses 5. Use of persuasion rather than positional authority 6. Broad-based conceptual thinking 7. Ability to foresee future outcomes 8. Belief they are stewards of their employees and resources 9. Commitment to the growth of people 10. Build community within and outside the organization.

Process of Culture Change

1. Formal Statements - create or alter existing formal statements of organizational philosophy, mission, vision, and values, as well as materials to use for recruiting, selecting, and socializing employees. 2. Slogans and Sayings 3. Rites and Rituals 4. Stories, Legends, and Myths 5. Leader Reactions to Crises 6. Role Modeling, Training, and Coaching 7. Physical Design - find the best office layouts that encourages employee productivity 8. Rewards, Titles, Promotions, and Bonuses 9. Organizational Goals and Performance Criteria 10. Measurable and Controllable Activities 11. Organizational Structure 12. Organizational Systems and Procedures

Transformational Leadership is influenced by two factors

1. Individual Characteristics: The personalities of such leaders tend to be more extroverted, agreeable, proactive, and open to change than non-transformational leaders. (Female leaders tend to use transformational leadership more than male leaders do). 2. Organizational Culture: Adaptive, flexible organizational cultures are more likely than rigid, bureaucratic cultures to foster transformational leadership.

Seven components of an innovation system

1. Innovation Strategy 2. Committed Leadership 3. Innovative Culture and Climate 4. Required Structure and Processes 5. Necessary Human Capital 6. Human Resource Policies, Practices, and Procedures 7. Appropriate Resources

Four Key Behaviors of Transformational Leaders Described

1. Inspirational Motivation: Give you something to follow. "Let me share our vision" - Charismatic Leadership - Inspires others, creates enthusiasm, and leads to extraordinary performance. 2. Idealized Influence: Understand your tone and change behavior based on who you are and on the same page. 3. Individualized Consideration: Member of team or family. You're special and important. 4. Intellectual Stimulation: Set high standards but provide support.

The best practices for successful onboarding

1. Involve leaders 2. Clarify expectations 3. Put the pieces together 4. Give it time

Contemporary Concepts of Study Include

1. Leading with humility 2. Empowering leadership 3. Ethical leadership 4. The role of followers 5. Abusive supervision

Six Sources of Power

1. Legitimate Power 2. Reward Power 3. Coercive Power 4. Expert Power 5. Referent Power 6. Informational Power

Preparing to Assess P-O Fit Before a Job Interview

1. Make a list of your personal values, strengths, and weaknesses - try to be honest. 2. Spend some time learning about the organization you plan to interview with by talking with current employees and researching the company online, then make a list of the organization's values, strengths, and weaknesses. 3. Compare your list of personal values, strengths and weaknesses with those of the organization, then use the information to prepare questions for the interviewer about how well you might fit.

Increasing employee psychological empowerment requires 4 kinds of behaviors - leading for:

1. Meaningfulness 2. Self-determination 3. Competence 4. Progress

Three Levels of Organizational Culture

1. Observable Artifacts 2. Espoused Values 3. Basic Assumptions Each level varies in terms of outward visibility and resistance to change (level 1 is the most visible and least resistant to change, and level 3 is the least visible and most resistant to change). And each level influences another level. It is represented by an iceberg.

Organization's performance (its ability to execute strategy) depends on the extent to which three factors work together to enable its strategy

1. Organizational Culture 2. Organizational Structure 3. HR Practices Alignment across these factors impact groups and social processes, individual work attitudes and behaviors, and overall organizational performance.

Steps?

1. Planning human resources needed 2. Recruit and select people 3. Orienting, training, and developing 4. Perform appraisals of people

The nine most common ways people try to get their bosses, co-workers, and subordinates to do what they want are listed beginning with the most frequently used

1. Rational Persuasion - Trying to convince someone with reason, logic, or facts. 2. Inspirational Appeals - Trying to build enthusiasm by appealing to others' emotions, ideals, or values. 3. Consultation - Getting others to participate in planning, decision making, and changes. 4. Integration - Getting someone in a good mood prior to making a request. 5. Personal Appeals - Referring to friendship and loyalty when making a request or asking a friend to do a favor. 6. Exchange - Making explicit or implied promises and trading favors. 7. Coalition Tactics - Getting others to support your efforts to persuade someone. 8. Pressure - Demanding compliance or using intimidation or threats 9. Legitimating Tactics - Basing a request on authority or right, organizational rules or policies, or explicit/implied support from superiors.

Culture is transmitted to employees in several ways, often through means

1. Symbols 2. Stories 3. Heroes 4. Rites and rituals 5. Organizational Socialization

Contemporary Leadership Perspectives Include

1. The leader-member exchange (LMX) model of leadership 2. Servant leadership

Product Innovation

A change in the appearance or the performance of a product or a service or the creation of a new one.

Process Innovation

A change in the way a product or service is conceived, manufactured, or disseminated.

Clan Culture - An Employee-Focused Culture Valuing Flexibility, Not Stability

A clean culture is a type of organizational culture that has an internal focus and values flexibility rather than stability and control. Strong sense of identification with commitment to the organization, as well as the feeling of "family." Organizations with clan cultures want their employees to have a strong sense of identification with and commitment to the organization, as well as a feeling of "family." Clan cultures use collaboration to accomplish this goal. Companies with a clan culture are likely to devote considerable resources to training and developing their employees, and they view customers as collaborative partners.

Machiavellianism

A cynical view of human nature and condoning opportunistic and unethical ways of manipulating people, putting results over principles.

Downsizings

A downsizing is a permanent dismissal; there is no rehiring later. Recent research suggests that downsizing occurs more often due to pressure to meet investment analysts' earnings estimates rather than to correct poor firm performance.

Human Resources Becoming Strategic

A firm's approach to its human resources becomes strategic when it is integrated into the organization in ways that drive overall performance. Hr systems drive strategic implementation when they foster two important types of "fit": Internal Fit - Exists when all of the individual policies and practices within the HR system reinforce one another. For example, an organization that hires employees based on their performance potential rather than their previous experience needs to provide extensive opportunities for learning and development and should use a performance management system that rewards growth. External Fit - Exists when the HR system is aligned with the organization's culture and structure in support of firm-level strategy. For example, a firm that competes based on cost reductions and efficiency should reward objective job performance, provide targeted stills training, and define job performance. Research shows that organizations that achieve both internal and external HR fit have better outcomes, including employee satisfaction and firm performance. Strategic HRM enables the effective implementation of corporate strategies because it helps firms to generate and leverage two important, intangible resources: human capital and social capital.

Exit Interview

A formal conversation between a manager and a departing employee to find out why he or she is leaving and to learn about potential problems in the organization.

Organizational Structure

A formal system of task and reporting relationships that coordinates and motivates an organization's members so that they can work together to achieve the organization's goals. Organizational structure is another factor that impacts a firm's ability to execute strategy. Organizational structure is concerned with who reports to whom and who specializes in what work. It is another factor that impacts a firm's ability to execute strategy. There is no single organizational structure that is superior to others. Leaders are encouraged to structure their organizations in ways that are most conducive to accomplishing strategic goals. A well-designed organizational structure encourages the relationships, attitudes, and behaviors needed to execute a particular strategy.

Horizontal Specialization - Who Specialized in What Work

A glance to the left and right on the lines of an organization chart shows the horizontal specialization, the different jobs or work specialization.

Vertical Hierarchy of Authority - Who Reports to Whom

A glance up and down an organization chart shows the vertical hierarchy, the chain of command. Shows a communication network - who talks to whom.

Organization

A group of people who work together to achieve some specific purpose. An organization is a system of consciously coordinated activities or forces of two or more people. They tell us that (1) an organization's managers make intentional choices about how to coordinate employees' work in order to achieve strategic goals and (2) these choices result in the organization's unique system of task and reporting relationships. Managers make choices about a variety of features when structuring their organizations. THE BIG PICTURE: Organizations are described according to seven major features. An organization chart is a visual representation of these features for a particular organization.

Heroes

A hero is a person whose accomplishments embody the values of the organization. Often, heroes are people who have endured great sacrifice for the organization's benefit. Heroes can emerge in single organizations or more broad social causes, as was the case when 16-year-old Greta Thunberg became the face of the global youth climate change movement.

Psychopathy

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

Behavioral leadership approaches

A leader's traits, gender, and skills directly affect their choice of behavior. The focus of those interested in behavioral leadership approaches - attempts to determine the distinctive styles used by effective leaders. These approaches identified two categories of leader behavior: - Task-oriented behavior - Relationship-oriented behavior ____________________ How do you act generally and how do you motivate and behave? Leadership is an action, not a position.

Performance Appraisal

A management process that consists of (1) assessing an employee's performance and (2) providing him/her with feedback; also called a performance review. Is a single event, often dictated by a date on the calendar and can sometimes consist of a tense conversation that leaves both parties feeling unsatisfied.

Narcissism

A self-centered perspective, feeling of superiority, and a drive for personal power and glory.

Innovation System

A set of mutually reinforcing structures, processes, and practices that drive an organization's choices around innovation and its ability to innovate successfully.

Stories

A story is a narrative based on true events, which is repeated - and sometimes embellished upon - to emphasize a particular value. Stories are oral histories that are told and retold by members about incidents in the organization's history.

Symbols

A symbol is an object or action that represents an idea or quality. With respect to culture, symbols are artifacts used to convey an organization's most important values. EX: The Nike "swoosh" mark.

Leader Emergence

According to a recent review of historical leadership research, women are still less likely to emerge as leaders in organizations than men. This highlights the importance of increased mentoring, leadership development, and other programs aimed at the inclusion of more women in organizations' leadership pipelines.

2. The Path-Goal Leadership Model: House's Approach

Advanced by Robert House beginning in the 1970s, is the path-goal leadership model, approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support. A successful leader thus "clears the path" and helps followers by tying meaningful rewards to goal accomplishment, reducing barriers, and providing support, so as to increase "the number and kinds of personal payoffs to subordinates for work-goal attainment." ___________________________ The effective leader increases employees' motivation by clarifying the oaths, or behavior, that will help them achieve goals, and provides them with support Two contingency factors, or variables - employee characteristics and environmental factors - cause some leadership behaviors to be more effective than others

Two types of workplace discrimination

Adverse Impact - Affects an organization has when it uses an employment practice or procedure that results in unfavorable outcomes to a protected class (such as Hispanics) over another group of people (such as non-Hispanic whites). Disparate Treatment - Results when employees from protected groups (such as disabled individuals) are intentionally treated differently.

Organization Performance Factors

All three of these factors exert influence on one another, and leaders must align them so that they work in concert to support and reinforce firm strategy. Leadership throughout the organization is key in aligning culture, structure, and HR practices. Middle and first-line managers are critical in sustaining connections between culture, structure, and HR practices and connecting these factors to company strategy.

Benefits

Also known as fringe benefits, additional non monetary forms of compensation. Designed to enrich the lives of all employees in the organization, which are paid all or in part by the organization. Examples include health insurance, dental insurance, life insurance, etc.

Situational Approaches (or contingency approach)

An approach to leadership where it is believed that effective leadership behavior depends on the situation at hand. That is, as situations change, different leader styles become appropriate. Leaders depends on where and with whom you are.

The Virtual Structure - An Internet-Connected Partner for a Temporary Project

An organization whose members are geographically apart, usually working with email, collaborative computing, and other computer connections.

Background Information: Application Forms, Resumes, and Background Checks

Application forms and resumes provide organizations with basic background information about job applicants, such as education, work history, certifications, and citizenship. Problems associated with background information in the selection process: - Application forms and resumes are susceptible to dishonesty: a staggering 79% of job applicants lie on application forms and resumes. One likely reason is that job seekers are trying to outsmart applicant tracking systems by doing whatever it takes to make sure key words in their resumes match the stated job requirements, whether they match the trust or not. - Application forms and resumes don't always provide useful information. - Background checks can lead to discrimination

Full-Range Leadership

Approach that suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) "leadership" at one extreme through transactional leadership, to transformational leadership at the other extreme.

High-Performance Work Systems (HPWS)

Approach to strategic HRM deploys bundles of internally consistent HR practices in order to improve employee ability, motivation, and opportunities across the entire organization. HPWSs impact overall organizational performance by systematically enhancing the individual performance of all the organization's employees. Research on their approach suggests that bundles of HR practices have stronger impacts on firm-level outcomes than individual HR practices. While talent management approaches are geared toward enhancing and leveraging the human and social capital of specific individuals, HPWSs focus on increasing organizations' collective levels of human and social capital.

Talent Management

Approach to strategic HRM that matches high-potential employees with an organization's most strategically valuable positions. In addition to generating financial returns and competitive visibility, the disproportionate investments leaders make in this elite group of employees are expected to impact them in three ways: Attitudes - workers singled out as "stars" experience increased job satisfaction, engagement, and commitment to the organization. Behaviors - employees identified as high-potential respond with greater effort, better job performance, and lower turnover. Cognitions - workers respond to their organization's elevated perceptions with high self-efficacy and increased feelings of fulfillment. It is less about short-term staffing needs and more about cultivating multiple, diverse talent pipelines that enable firms to plan for how they will continue to generate value and respond to changing markets over the long term.

Influence Tactics

Are conscious efforts to affect and change behaviors in others. Influence tactics can be used for good (e.g. persuading co-workers to pitch their time for a community volunteer effort) or bad (e.g. pressuring a subordinate into keeping a boss's unethical behavior a secret). This definition reinforces the importance of developing good influence skills and the fact that employers see this as a key career readiness competency.

Situational Interviews (Type 1)

Are structured interviews in which the interviewer focuses on hypothetical and future situations. The goal is to find out if the applicant can effectively handle various situations that may arise on the job. - What would you do if something happened?

Equal Employment Opportunity (EEO) laws

Are workplace discrimination, affirmative action, and sexual harassment.

Integrity Tests

Assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, and pro-social behavior.

Trait approaches to leadership - trait theory

Attempts to identify distinctive characteristics that account for effectiveness of leaders. Leadership is who you are. You are born as a leader, you are a natural leader. Skill set

External Recruiting

Attracting job applicants from outside the organization. Today more than 90% of US organizations have taken at least some portion of their recruitment activities online. Popular external recruitment sources include: - Social Media: approximately 80% of recruiters today use LinkedIn to locate potential talent, and at least 60% use Facebook. Instagram is gaining traction as a recruiting tool due to its popularity with Gen Z - 25% of recruiters now reach job candidates on Instagram, and this number is significantly higher for Millennial recruiters (35%) and recruiters in tech firms (63%). Research suggests that having a social media presence makes it far more likely that you will be invited for an interview. - Online Job Postings: Companies advertise open positions on their own websites, on job search websites, and on university and union websites. - School Partnerships: Recruiters identify talent through relationships with educational institutions.

Authority - Accountability, Responsibility, and Delegation

Authority refers to the right inherent in a managerial position to make decisions, give orders, and utilize resources. Accountability—managers must report and justify work results to the managers above them. Responsibility is the obligation you have to perform the tasks assigned to you. Delegation is the process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy. Disobeying orders may lead to consequences such as reprimand, demotion, or firing, and subordinates are expected to accept that a higher-level manager has a legitimate right to issue orders.

Wages or Salaries

Base Pay - Consists of the basic wage or salary paid employees in exchange for doing their jobs. The basic compensation levels for particular jobs are determined by all kinds of economic factors.

Performance Reviews Tools

Behaviorally Anchored Rating Scale (BARS) - Describes actual behaviors that indicate various levels of performance. Critical Incident Technique - Keeps an actual record of employee behavior in certain circumstances. 360 Degree Feedback - Input from those who work with the employee Direct report employees, direct supervisor, peers

Designs That Open Boundaries between Organizations - Hollow, Modular, and Virtual Structures

Boundaryless Organization - A fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks; the collaborators may include competitors, suppliers, and customers. This means that the form of the business is ever-changing, and business relationships are informal. The boundary-opening category of organizational design includes the hollow, modular, and virtual structures.

Organization Chart

Box-and-lines illustration of the formal relationships of positions of authority and the organization's official positions or work specializations. This is a family tree-like pattern of boxes and lines posted at workplace walls and given to new hires, such as for a hospital. At a very detailed level, organization charts provide information about an organization's features. More broadly, organization charts reveal information about two basic elements of organizational structure: (1) the vertical hierarchy of authority - who reports to whom - and (2) the horizontal specialization - who specializes in what work.

In Class Activities

Buying/Selling/Making Houses: -Hierarchy is the most effective because it is a clear sense of structure with leadership Going and taking pictures around: -Finding the observable artifacts, espoused values, and basic assumptions What Makes a Leader? -Men displayed more task leadership and women more relationship leadership.

Centralization Authority

Centralized Authority - Organizational structure in which important decisions are made by upper and higher-level managers - power is concentrated at the top. Two advantages of centralized authority: 1. There is less duplication of work because fewer employees perform the same task; rather, the task is often performed by a department of specialists. 2. There are increased efficiencies because procedures are uniform and thus easier to control.

Knowledge and Skills

Cognitive Abilities: To identify problems and their causes in rapidly changing situations Interpersonal Skills: To influence and persuade others Business Skills: To maximize the use of organizational assets Conceptual Skills: To draft an organization's mission, vision, strategies, and implementation plans

Unstructured Interviews

Come to office, talk to person, they ask random questions, based on what you say. No structure. It is based on whimsical decisions of interviewer. Interviews in which the interviewer asks probing questions to find out what the applicant is like. Gather information about job candidates without the use of a fixed set of questions or a systematic scoring procedure. Unstructured interviews unfold like ordinary conversations, and proponents suggest that advantages include a more relaxed atmosphere and the freedom to explore certain topics in more depth. Research has shown consistently that unstructured interviews have serious drawbacks, including low reliability, low validity, and high susceptibility to legal challenges.

Multiperson Comparison

Compares one person's performance with that of others

The Focus of Relationship-Oriented Leadership: "The Concerns and Needs of My Employees Are Highly Important"

Consideration: A leadership behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust. Employee-centered Leader Behaviors: Emphasize relationships with subordinates and attention to their individual needs. **These are important behaviors to use in addition to task leadership because they promote social interactions and identification with the team and leader.

Human Resource Practices

Consist of all of the activities an organization uses to manage its human capital, including staffing, appraising, training and development, and compensation. HR practices are the third key factor influencing a firm's ability to execute strategy. These practices focus on ensuring that employees have the necessary skills, motivation, and opportunities to contribute to the organization's unique strategic goals.

Decentralized Authority

Decentralized Authority - Organizational structure in which important decisions are made by middle-level and supervisory-level managers - power is delegated throughout the organization. Two advantages of decentralized authority: 1. Managers are encouraged to solve their own problems rather than escalate the decision to a higher level of management. 2. Decisions are made more quickly, which increases the organization's flexibility and efficiency.

Level 3: Basic Assumptions - Core Values of the Organization

Demonstrates that a substantial portion of an organization's culture exists at such a deep level that it is nearly impossible to grasp or articulate. Basic Assumptions represent the unobservable yet core beliefs and values employees have of an organization's culture that are often taken for granted and difficult to change. The values have a profound effect on employee behaviors because they have informed every decision in the organization's past and are thus entwined with its identity. Basic assumptions are very difficult to change.

Accountability

Describes expectation that managers must report and justify work results to the managers above them. Being accountable means you have the responsibility for performing assigned tasks.

Step 5: Evaluation

Determine whether the L&D has met/is meeting its objectives. If not, what needs to be adjusted.

Transactional Leadership

Directs the efforts of through tasks, rewards, and structures! Leadership style that focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance. Transactional leadership also encompasses setting goals and monitoring progress. Transactional leadership gets people to do necessary things.

Dismissal: Moving Out of the Organization

Dismissals fall into three categories: layoffs, downsizing, and firings. We first discuss each type of dismissal. Then, we describe exit interviews, non disparagement agreements, and employment at will, which often go along with dismissals.

Division of Labor - Work Specialization for Greater Efficiency

Division of labor, also known as work specialization, is the arrangement of having discrete parts of a task done by different people. One way to describe organizations is to discuss the specific ways they choose to divide their labor. Hierarchy of authority: The chain of command. The hierarchy of authority, or chain of command, is a control mechanism for making sure the right people do the right things at the right time. A flat organization is defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them. A principle stressed by early management scholars was that of unity of command, in which an employee should report to no more than one manager in order to avoid conflicting priorities and demands. The work is divided into particular tasks assigned to particular workers. With a division of labor, an organization can parcel out the entire complex work effort to be performed by specialists, resulting in greater efficiency.

Customer Divisions

Divisional structures in which activities are grouped around common customers or clients.

Geographical Divisions

Divisional structures in which activities are grouped around defined regional locations.

Product Divisions

Divisional structures in which activities are grouped around similar products or services.

Human Capital

Economic or productive potential of employee knowledge, experience, and actions. Human capital stems from all of the employee competencies that are or could be valuable to the organization. The skill set of the employees you have.

Social Capital

Economic or productive potential of strong, trusting, and cooperative relationships. Social capital stems from reciprocity, knowledge, and capabilities that are embedded in both informal connections and close personal relationships. (James Samuel Coleman)

Hybrid Approaches: Referrals and Boomerangs

Employee Referrals - Tap into existing employees' social networks to fill open positions with outside applicants. Referrals are popular among recruiters - they account for almost 50% of new hires in organizations. According to exports, employee referrals work well because: - Current employees are good judges of potential fit. Referrers know what it takes to fit in with the organization's culture and to perform well in specific positions. This helps them to determine which members of their social networks would be a good fit for various jobs. - Referrers care about their reputations. Current employees are careful about whom they recommend because their reputations in the organization may be enhanced or damaged by referred workers' job performance.

Drug and Alcohol Tests

Employers have a right to maintain drug-free and alcohol-free work environments, and we can say broadly that companies are permitted to test job applicants for drug and alcohol use. 1. Employers should not engage in selective testing 2. HR departments are struggling to keep up with mariguana laws 3. Employment drug and alcohol tests are on the decline

Job Discrimination

Employment decisions made for reasons that are not relevant to the job.

Validity

Employment test or selection device is a good predictor of future job performance. Extent to which a test measures what it purports to measure and extent which it is free of bias.

Reliability

Employment test or selection device provides consistent measurement of applicant skills, time after time. Represents the degree to which a test measures the same thing consistently, so that an individual's score remains about the same over time, assuming the characteristics being measured also remain the same.

Incentives

Examples include commissions, bonuses, profit-sharing plans, and stock options. Organizations can use incentives to help align workers with firm-level strategic objectives.

Corporate Strategy

Feeds and directs your activities. Need to create an alignment so that your organization will work efficiently.

Step 1: Assessment

Figure out the organization's most pressing L&D needs. "What's holding us back from implementing strategy, and what can L&D help us do better?"

Learning and Development Process

Fills the gaps that exist between what employees currently know and what they need to know. Managers need to determine the areas where L&D can make the biggest impact on successful implementation of the firm's strategy.

Employee Characteristics

Five employee characteristics are: 1. Locus of control 2. Task ability 3. Need for achievement 4.. Experience 5. Need for path-goal clarity

Democratic Leader

Focuses on building participation and support for a shared purpose.

Autocratic Leader

Focuses on efficiency of tasks and operations.

Laissez-Faire Leader

Focuses on minimum effort to get work done.

Human Relations Leader

Focuses on people's needs, building relationships

Servant Leadership

Focuses on providing increased service to others - meeting the goals of both followers and the organization - rather than to oneself Serve and provide service to the followers, rather than the big vision. Service toward followers. _________________________ "I Want to Serve Others and the Organization, Not Myself" - Focuses on providing increased service to others - meeting the goals of both followers and the organization - rather than yourself. Coined by Robert Greenleaf in 1970 and reflects not only his one-time background as a management researcher for AT&T but also his views as a lifelong philosopher and devout Quaker. Servant Leadership is not a quick-fix approach to leadership. Rather, it is a long-term approach to life and work.

Health and Safety

For miners risking tunnel cave-ins to cotton mill workers breathing lint, industry has always had dirty, dangerous jobs, Beginning with the Occupational Safety and Health Act (OSH Act) of 1970, a body of law has grown that requires organizations to provide employees with nonhazardous working conditions (most recently augmented by an update to the Toxic Substances Control Act of 1976). Later laws extended health coverage, including 2010 healthcare reform legislation, which requires employees with more than 50 employees to provide health insurance or pay a penalty.

Relationship-Oriented Leadership

Form of leadership that is primarily concerned with the leader's interactions with his or her people. This emphasis is on enhancing employees' skills and creating positive work relationships among co-workers and between the leader and the led. Such leaders often act as mentors, providing career advice, giving employees assignments that will broaden their skills, and empowering them to make their own decisions. One of the simplest and best ways to engage relationship-leadership is to ask open questions and listen attentively. Ex: consideration and employee-centered

Boomerangs

Former employees who return to the organization. Boomerangs often are pulled away from their initial jobs by difficult life events or attractive opportunities to advance their skills and careers. They already understand the organization's culture and require little to no onboarding. It is cheaper and less time consuming.

The Matrix Structure - A Grid of Functional and Divisional for Two Chains of Command

Forth type of organizational structure, which combines functional and divisional chains of command in a grid so that there are two command structures - vertical and horizontal. The functional structure usually does not change - it is the organization's normal departments or divisions, such as Finance, Marketing, Production, and Research & Development. The divisional structure may vary - as by product, brand, customer, or geographic region.

Frequent Feedback

Frequent feedback allows managers and employees to reinforce key ideas about performance. Studies suggest that feedback is more accurate when given frequently. Feedback should be future-oriented.

Common Purpose - The Means for Unifying Members

Gives everyone an understanding of the organization's reason for being. An organization without a purpose soon begins to drift and become disorganized. In order to remain "organized" there needs to be a reason for existing that all of the organization's members agree on. The common purpose unifies employees or members and gives everyone an understanding of the organization's reason for being. Every organization has its own purpose, but organization's don't exist for the same purpose.

Step 4: Implementation

Go forward with L&D delivery.

Employment at Will

Governing principle of employment in the great majority of states, that anyone can be dismissed at any time for any reason at all-or for no reason.

The Divisional Structure - Grouping by Similarity of Purpose

Grouping by similarity of purpose In a divisional structure. The third type of organizational structure, whereby people with diverse occupational specialties are put together in formal groups according to products and/or services, customers and/or clients, or geographic regions. Product divisions and customer divisions.

Innovation Strategy

Grow market share or profits by innovating improvements in products or services. Amounts to a plan for being more innovative, requires a company to integrate its innovation activities into its business strategies. This integration encourages management to invest resources in innovation and generates employee commitment to innovation across the organization.

Orientation

Helping the newcomer fit smoothly into the job and the organization. Designed to give employees the information they need to be successful. Following orientation, the employee should emerge with information about: -The job routine -The organization's mission and operations. -The organization's work rules and employee benefits.

Effective Performance Feedback

Here are some research-baked suggested for giving accurate, useful feedback: -Take a problem-solving approach, avoid criticism, and treat employees with respect -Be specific and direct in describing the employee's current performance and in identifying the improvement you desire -Get the employee's input -Follow up

Which Style is Most Effective?

High control and low control situations - task-oriented leadership Moderate control - relationship-oriented leadership Which leadership style is better? It depends on task, relationship, and power

Internal Recruiting

Hiring from the inside, or making people already employed by the organization aware of job openings. May be a wise choice for companies that wish to boost retention by increasing employee commitment and engagement. 70% of the talent professionals indicated that internal recruiting is becoming increasingly important in their organization. Companies use several techniques to identify potential applicants within their existing talent pool, including: - Internal Job Postings: Formal announcements about open positions circulated within the organization. - Informal Nominations: Recommendations by managers who have direct experience observing and working with specific employees. - Employee Profiles: Databases that house information on individual employee competencies and qualifications.

The Hollow Structure - Operating with a Central Core and Outsourcing Functions to Outside Vendors

Hollow Structure - Often called network structure, structure in which the organization has a central core of key functions and outsources other functions to vendors who can do them cheaper or faster. A company with a hollow structure might retain such important core processes as design or marketing and outsource most other processes, such as human resources, warehousing, or distribution, thereby seeming to "hollow out" the organization.

Human Resource Policies, Practices, and Procedures

Human resource (HR) policies, practices, and procedures need to be consistent with and reinforce the other six components of an innovation system. Here's what research tells us about the alignment of HR with the overall innovation system: - Alignment is related to valued outcomes -Performance management and incentives are often not designed to foster innovation

The Power of Humility

Humility is a relatively stable trait grounded in the belief that "something greater than the self exists. Although some think it is a sign of weakness or low self-esteem, nothing could be further from the truth. Humble leaders tend to display five key qualities that employees value: 1. High self-awareness 2. Openness to feedback 3. Appreciation of others 4. Low self-focus 5. Appreciation of the greater good

Improvement Innovations

Improvement innovations enhance or upgrade an existing product, service, or process. These types of innovations are often incremental and are less likely to generate significant amounts of new revenue at one point in time.

Expert Power

Influencing Behavior Because of One's Expertise - One of five sources of a leader's power, resulting from specialized information or expertise. Expertise, or special knowledge, can be mundane, such as knowing the work schedules and assignments of the people who report to you. Or it can be as sophisticated, such as having a computer or medical knowledge.

Legitimate Power

Influencing Behavior Because of One's Formal Position - One of five sources of a leader's power that results from formal/manager's positions within the organization. EX: all managers have legitimate power over their employees, deriving from their position. This power may be exerted both positively and negatively - as praise or as criticism, for example.

Referent Power

Influencing Behavior Because of One's Personal Attraction - One of five sources of a leader's power deriving from personal attraction. This kind of power characterizes strong, visionary leaders who are able to persuade their followers through their charisma. Referent power may be associated with managers, but it is more likely to be characteristic of leaders.

Informational Power

Influencing Behavior Because of the Logical and/or Valuable Information One Communicates - Power deriving from one's access to information. Although not included as a separate source of power in the original research on power bases in organizations, later research added informational power to the typology. People who are "in the know" in organizations may be seen as having informational power. People with access to information may also withhold it or release it selectively in order to demonstrate their power. This latter use of informational power can be toxic, and some companies take proactive measures to avoid it.

Reward Power

Influencing Behavior by Promising or Giving Rewards - One of five sources of a leader's power that results from the authority to reward subordinates. Rewards can range from paise to pay raises, from recognition to promotions.

Coercive Power

Influencing Behavior by Threatening or Giving Punishment - One of five sources of a leader's power that results from the authority to punish their subordinates. Punishments can range from verbal or written reprimands to demotions to terminations. In some lines of work, fines and suspensions may be used. Boards of directors also have this type of power - they can fire the company's CEO with a vote. Coercive power has to be used judiciously, of course, since a manager who is seen as being constantly negative will produce a lot of resentment among employees.

The Focus of Task-Oriented Leadership: "Here's What We Do to Get the Job Done"

Initiating-Structure Leadership: A leadership behavior that organizes and defines - that is, "initiates the structure for" - what employees should be doing to maximize output. Production-Centered Leader Behaviors: Emphasize the technical or task-related aspects of employees' roles.

360-Degree Assessment/Feedback Appraisal

Input from those who work with the employee. Direct report employees, direct supervisor, peers A performance appraisal in which employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients.

Transformational Leadership

Inspirational and arouses extraordinary effort and performance! Leadership style that transforms employees to pursue organizational goals over self-interests. Transformational leaders "engender trust, seek to develop leadership in others, exhibit self-sacrifice, and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group." Engenders exceptional things - significantly higher levels of intrinsic motivation, trust, commitment, and loyalty - that can produce significant organizational change and results.

Tools to select the best employee

Interviews Unstructured vs Structured Situational vs Behavioral Ability and Skills Test IQ Test Performance Test Etc. Coding Test Personality Career-Assessment Tests

Structured Interviews

Interviews in which the interviewer asks each applicant the same questions and then compares the response to a standardized set of answers. Structured interviews are far superior to unstructured interviews in their ability to predict applicants' future job performance. There are two types: situational and behavioral-description interviews.

Interviews: Unstructured, Situational, and Behavioral-Description

Interviews may take place face to face or virtually via phone or videoconference. Interviewing takes three forms: unstructured interviews and the two types of structured interviews - situational and behavioral-description.

Non Disparagement Agreement

Is a contract between two parties that prohibits one party from criticizing the other; it is often used in severance agreements to prohibit former employees from criticizing their former employers.

Hierarchy of Authority - The Chain of Command

Is a control mechanism for making sure the right people do the right things at the right time (unity of command). A flat organization is defined as one with an organizational structure with few or no levels of middle management between top managers and those reporting to them. A principle stressed by early management scholars was that of unity of command, in which an employee should report to no more than one manager in order to avoid conflicting priorities and demands. If coordinated effort is to be achieved, some people - namely, managers - need to have more authority, or the right to direct the work of others. Even in member-owned organizations, some people have more authority than others, although their peers may have granted it to them. Authority is most effective when arranged in a hierarchy. Without tiers or ranks of authority, a lone manager would have to confer with everyone in her or his domain, making it difficult to get things done.

Transfer

Is a movement of an employee to a different job within similar responsibility. It may or may not mean a change in geographic location (which might be a part of a promotion as well). Employees might be transferred for four principal reasons: 1. To solve organizational problems by using their skills at another location 2. To broaden their experience in being assigned to a different position 3. To retain their interest and motivation by being presented with a new challenge 4. To solve some employee problems, such as personal differences with their bosses

Visionary Leadership

Is the ability to communicate the vision and how to accomplish the vision. Vision is a clear sense of the future

Innovation

Is the practical implementation of creative ideas that result in the introduction of new goods or services or improvement in offering goods or services. Occurs when a new solution to an existing problem is valuable enough that consumers are willing to pay for it. This definition underscores that innovations must be both novel and useful. Innovation is more likely to occur when organizations create and support a system of innovation, which includes tailoring the characteristics of the physical environment to support innovation.

Creativity

Is the process of which one discovers novel, original, and useful ideas, connections, and solutions to problems.

Fairness

It is important that promotion be fair and deserved. Managers should never promote employees for reasons of nepotism, cronyism, or other forms of favoritism.

So What Do We Know about Transformational Leadership?

It works! Research shows that transformational leadership is associated with many positive outcomes such as increased organizational, team, and individual performance; job satisfaction; employee identification with their leaders and with their immediate work groups; employee engagement; and intrinsic motivation. There are three practical applications of transformational leadership: 1. It can be used to train employees at any level 2. You can prepare and practice being transformational 3. It should be used for ethical reasons

Understanding Current Employee Needs

Job Analysis - Determining the basic elements of a job by observation and analysis. Job Description - Summarizes what the holder of the job does and how and why he or she does it. Job Specification - Describes the minimum qualifications a person must have to perform a job successfully.

L&D - Facts or Skills:

L&D for Facts → if people are learning facts - such as work rules or legal matters - then online courses, shared documents, and e-books are effective. Microlearning - also called bite-size learning, which segments learning into bite-size content, enabling a student to master one piece of learning before advancing to anything else. L&D for Skills → if people are learning skills - such as the career readiness competencies of networking or decision making - then interactive techniques such as role-playing, case analysis, virtual reality (VR), and artificial intelligence (AI) work best.

Ethical Leadership

Leader needs to have ethical compass directed toward the greater good -Moral leadership -Represents normatively appropriate behavior that focuses on being a moral role model -Includes communicating ethical values to others, rewarding ethical behavior, and treating followers with care and concern.

HR practices, structure, and culture fit together by answering three important questions

Leaders must have a nuanced understanding of firm-level strategies, future performance goals and anticipated challenges, and how HR practices, structure, and culture fit together. They use this knowledge to answer three important questions. 1. What human and social capital does the firm have and how do we best leverage it? 2. What human and social capital does the firm need in order to get where it wants to go? 3. How does the firm acquire the human and social capital it lacks? Every firm's configuration will look different, but at a broad level we can categorize strategic HRM approaches into one of two buckets: talent management and high-performance work systems.

Level 1 Observable Artifacts - Physical Manifestations of Culture

Looking at the top of the iceberg - At the most visible level, organizational culture is expressed in observable artifacts—physical manifestations such as manner of dress, awards, myths and stories about the company, rituals and ceremonies, decorations, as well as visible behavior exhibited by managers and employees. Observable artifacts are the easiest element of culture to influence. Changing artifacts can start with something as simple as changing a dress code or replacing one wall decoration with another.

Managers

Managers conduct planning, organizing, directing, and control. Leaders inspire, encourage, and rally others to achieve great goals. Managers implement a company's vision and strategic plan. Leaders create and articulate that vision and plan.

Type of Innovation

Managers often need to improve a product or service they offer in response to competition or customer feedback. This response often amounts to a technological innovation. Or managers may need to improve the process by which a product is made or a service is offered. This need typically leads to a process improvement. Product or Process

Positively associated with culture

Many people believe culture powerfully shapes an organization's long-term success by enhancing its systems and influencing its important outcomes at various levels - and research supports this belief. Results revealed that culture is positively associated with a variety of factors and outcomes that are important to today's managers. Conclusions: An organization's culture matters - Can be a source of competitive advantage Clan and adhocracy cultures are more strongly related to desirable leadership behaviors than market and hierarchy cultures - Employee preferences for leadership allows flexibility and discretion inherent in clan and adhocracy cultures as opposed to directive styles of leadership associated with fostering stability and control in hierarchy and market cultures. Market cultures have the strongest relationship with high-performance work practices - All four culture types are related to high-performance work practices (HPWPs) in various ways. High-performance work practices represent "bundles" of HR practices that are systematically grouped to enhance employee abilities, motivation, or opportunities. Employee outcomes are related to all four organizational culture types - The extent to which employees feel happy, committed, and supported by the organization, and the extent to which they engage in important work behaviors, depends on culture. Clean, adhocracy, and market cultures are more strongly related to innovation than hierarchy cultures - hierarchy cultures and their explicit focus on stability and employees (as opposed to doing new and exciting things or grabbing market share). Hierarchy cultures are most likely to focus on "maintaining the status quo." Adhocracy, market, and hierarchy cultures are more strongly related to operational outcomes than clan cultures - clan cultures are explicitly focused on the quality of their employees rather than operational outcomes such as the quality of the products or services. Clan and market cultures are more strongly related to customer outcomes than adhocracy and hierarchy cultures. There is a relationship between culture type and financial outcomes - Financial outcomes were more strongly related to HPWPs than culture. This would imply that investments in employees' career readiness competencies may pay dividends in the form of increased profits and revenues. Companies with market cultures tend to have more positive organizational outcomes - Managers are encouraged to make their cultures more market oriented.

Wide Span of Control

Means that a manager has several people reporting. An organization is said to be flat when there are only a few levels with wide spans of control. A first-line supervisor may have 40 or more subordinates if little hands-on supervision is required, as is the case in some assembly-line workplaces.

Ability Tests

Measure job candidates' physical abilities, strength and stamina, mechanical ability, mental abilities, and clerical abilities. Not all jobs require all of these abilities, and organizations should only test for those abilities that are directly related to job performance.

Personality Tests

Measure stable traits such as emotional intelligence, social resilience, personal adaptability, and need for achievement. Self-efficacy, self-esteem, locus of control, emotional stability, extroversion, agreeableness, conscientiousness, and open to experience.

Compensation Plans

Merit Pay - Pay increase for good job performance Bonus Pay - One-time payment for performance or accomplishments Profit Sharing - Distributes potion of profits to employees Gain Sharing - Distributes portion of profits to employees Stock Options - Right to purchase stock at a fixed price in the future

The leader-member exchange (LMX) model of leadership

Model of leadership that emphasizes that leaders have different sorts of relationships with different subordinates. Two ways that LMX differs from other models of leadership are: 1. LMX focuses on relational quality in leader-follower dyads. Unlike other models, which focus on behaviors or traits of leaders or followers, the LMX model looks at the quality of relationships between managers and subordinates. 2. LMX assumes that leaders have distinctive relationships with each follower. Unlike other models, which presuppose stable relationships between leaders and followers, the LMX model assumes each manager-subordinate relationship is unique. This model is one of the most researched approaches to studying leadership, and it has significant practical implications for managers and employees.

Which recruiting methods work best?

Most effective sources (most skillful people are found here) Employee referrals. NETWORKING. E-recruitment tools (member directories, social media such as LinkedIn, "dot-jobs" websites). ______________________________________ Realistic job preview (second most effective way) Gives a candidate a picture of both the positive and negative features of the job and the organization before joining a firm.

Who does performance appraisals?

Most performance appraisals are done by managers; however, to add different perspectives, sometimes appraisal information is provided by other people who are knowledgeable about particular employees or jobs. Examples: - Peers and subordinates - Customers and clients - Self-appraisals

Promotion

Moving an employee to a higher-level position. It is the most obvious way to recognize that person's superior performance (apart from giving raises and bounds). There primary concerns with promotions: fairness, discrimination, and others' resentments.

Labor Relations:

National Labor Relations Board (NLRB): Legislated in 1935, US commision that enforces procedures whereby employees may vote to have a union and for collective bargaining. Collective Bargaining: Negotiation between management and employees regarding dispute over compensation, benefits, working conditions, and job security.

Facts

Need to be timely, objective, documented well ,need to make sure you know what you need to achieve, and need constructive feedback.

New-Direction Innovations

New-direction innovations take a totally new or different approach to a product, service, process, or industry. These innovations focus on creating new markets and customers and rely on developing breakthroughs and investing things that didn't already exist.

Two Kinds of Performance Appraisals: Objective and Subjective

Objective Appraisals: Also called results appraisals; performance evaluations that are based on facts and that are often numerical. They measure desired results and they are harder to challenge legally. Subjective Appraisals: Performance evaluations based on a manager's perceptions of an employee's traits or behaviors. Trait appraisals are ratings of such subjective attributes as "attitude," "initiative," and "leadership." Behavioral appraisals measure specific, observable aspects of performance although making the evaluation is still somewhat subjective. Behaviorally anchored rating scale (BARS) - employee graduations in performance rated according to scales of specific behaviors.

On-The-Job L&D//Off-The-Job L&D

On-The-Job L&D: Takes place in the work setting while employees are performing job-related tasks. Four major methods are job rotation, planned work activities, training positions, and coaching. Off-The-Job L&D: Typically takes place in classrooms, at professional conferences, or through video conferencing, games, simulations, and other e-learning platforms - all of which occurs outside of your normal job duties.

Three Dimensions of Situational Control

Once a leader identifies their leadership style, they should next evaluate the context to determine their level of situational control - how much control and influence they have in their immediate work environment. There are three dimensions of situational control: leader-member relations, task structure, and position power.

Commitment from Senior Leaders

One of the biggest lessons we have learned from our consulting experience is that the achievement of strategic goals is unlikely without real commitment from senior leaders.

Performance Tests

Or skills tests, measure performance on actual job tasks - so-called job tryouts. Some companies use assessment centers - company departments where management candidates participate in activities for a few days while being assessed by evaluators.

Organizational Culture Facts

Organizational culture helps employees understand why the organization does what it does and how it intends to accomplish its long-term goals. Organizational culture is passed on to new employees by way of socialization and mentoring, and it significantly affects work outcomes at all levels. Culture is the "social glue" that binds members of the organization together through shared understanding. It is helpful to think of an organization's culture as its unique "personality" that manifests in a set of shared beliefs and values. Organizational culture is passed on to new employees by way of socialization and mentoring, and it significantly affects work outcomes at all levels. Organizational culture is one of the three factors that influences a firm's performance. It is important to remember that there is no universal "right" culture. Instead, the ideal culture for a particular organization is the one that best supports its chosen strategy. Leaders are responsible for carefully crafting and managing their cultures to enable successful execution of their firms' strategies.

Strong Cultures

Organizational culture shapes behavior and influences performance. Strong cultures are clear, well-defined, and widely shared among members.

Flat Organization

Organizational structure with few or no levels of middle management between top managers and those reporting to them.

Labor Unions

Organizations of employees formed to protect and advance their members' interests by bargaining with management over job-related issues.

Employee Value Proposition

Packages of opportunities and rewards that make diverse and talented people want to belong to and work hard for the organization.

Compensation

Payment comprising three parts: wages or salaries, incentives, and benefits. In different organizations one part may take on more importance than another.

Forced Ranking Performance Review Systems

Performance review systems whereby all employees within a business unit are ranked against one another, and grades are distributed along some sort of bell curve, like students being graded in a college course.

Find the Fit

Person-job Fit - The match between an individual's skills, interests, and abilities to the requirements of the position. Person-culture Fit - The extent to which an individual's values are consistent with the culture of the organization. Psychological Contract - The exchange of value between the individual and the organization in an employment relationship.

Discipling and Demotion: The Threat of Moving Downward

Poorly performing employees may be given a warning or a reprimand and then disciplined. That is, they may be temporarily removed from their jobs, removed from his/her regular job in the field and perhaps given a paperwork job or told to stay away from work. Alternatively, an employee may be demoted — that is, have their current responsibilities, pay, and perquisites taken away, as when a middle manager is demoted to a first-line manager.

Personalized Power

Power directed at helping oneself.

Socialized Power

Power directed at helping others.

Unity of Command

Principle that stresses an employee should report to no more than one manager in order to avoid conflicting priorities and demands.

Onboarding

Programs that help employees to integrate and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities. This process is also referred to as employee socialization.

Discrimination

Promotion decisions cannot and should not discrimination on the basis of sexual orientation, ethnicity, gender, age, and physical ability, or any other protected class.

Psychological Empowerment

Psychological Empowerment is employees' belief that they have control over their work. Empowering leadership was found to have positive effects on performance, organizational citizenship behavior, and creativity for individuals and teams.

Recruitment and Selection

Recruitment - Process of locating and attracting qualified applicants for jobs open in the organization. "5% of your workforce produces 26% of your output." Pareto Principle 80/20 Rule Internal: hiring from the inside External: hiring from the outside

HR Practices

Regardless of industry, all organizations use HR practices to some extent to manage their workers. The organizations that grow the fastest, live the longest, and are the most profitable, and productive are the ones that do the best job managing people. Effective HRM means putting employees first, but successfully implementing corporate strategy takes more.

Bullying

Repeated mistreatment of one or more persons by one or more perpetrators. It's abusive, physical, psychological, verbal, or nonverbal behavior that is threatening, humiliating, or intimidating. Effects of bullying: mental health, physical health, and work-related outcomes.

How to Use the Tactics to Influence Outcomes

Research and practice provide some useless lessons about the relative effectiveness of influence tactics. Rely on the core. Core influence tactics - rational persuasion, consultation, collaboration, and inspirational appeals - are most effective at building commitment. Be authentic. Don't try to be someone else. Be authentic to your values and beliefs. Consult rather than legitimate. Some employees are more apt to accept change when managers rely on consultative strategy and are more likely to resist change when managers use a legitimating technique. "Ingratiation" is not a good long-term strategy. Ingratiation improved short-term sales goal achievement but reduced it in the long term in a study of salespeople. Glad handing may help today's sales but not tomorrow's. Be subtle. Subtle flattery and agreement with the other person;s opinion (both forms of ingratiation) were shown to increase the likelihood that executives would win recommendation to sit on boards of directors. Learn to influence. Research with corporate managers of a supermarket chain showed that influence tactics can be taught and learned. Managers who received 360-degree feedback on two occasions regarding their influence tactics showed an increased use of core influence tactics.

What Do Followers Want in Their Leaders?

Research shows that followers seek and admire leaders who create feelings of: Significance - Such leaders make followers feel that what they do at work is important and meaningful. Community - These leaders create a sense of unity that encourages followers to treat others with respect and to work together in pursuit of organizational goals. Excitement - The leaders make people feel energetic and engaged at work.

Step 3: Selection

Select the best method(s) for delivering L&D.

Selection

Selection - Choosing applicants with the greatest potential from the pool

Step 2: Objectives

Set Objectives, here the managers must determine what employees should be able to do after L&D that they could not do before, what skills should they have that they didn't have before, etc. It identifies the specific changes you hope to see after L&D.

The Modular Structure - Outsourcing Pieces of a Product to Outside Firms

Seventh type of organizational structure, in which a firm assembles product chunks, or modules, provided by outside contractors. The modular structure differs from the hollow structure in that it is oriented around outsourcing certain pieces of a product rather than outsourcing certain processes (such as human resources or warehousing) of an organization.

Compensation and Benefits

Social Security Act of 1935: Established the US retirement system. Fair Labor Standards Act: Legislation passed in 1938 that established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage. It also banned child labor. - Federal minimum wage is $7.25 an hour - States have their own laws - The federal minimum wage has never remained unchanged for this long

Knowledge Worker

Someone whose occupation is principally concerned with generating or interpreting information, as opposed to manual labor.

Organizational Culture

Sometimes called corporate culture; a system of shared beliefs and values that develops within an organization and guides the behavior of its members. The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments. Culture is the personality of organizations.

Performance Appraisal Steps

Step 1: Define Performance Set smart goals and communicate performance expectations. Step 2: Monitor & Evaluate Performance Measure and evaluate progress and outcomes Step 3: Review Performance: Deliver feedback and coaching Step 4: Provide Consequences: Administer valued rewards and appropriate punishment

The Strategic HRM Process

Strategic human resource planning consists of developing a systematic, comprehensive strategy for: -Understanding current employee needs -Predicting future employee needs

Strategy and Strategic Implementation

Strategy consists of the large-scale action plans that reflect the organization's vision and are used to set direction for the organization, and strategic implementation is all about executing strategy. Successful implementation of a firm's strategies is only possible when leaders align the right organizational culture, structure, and HR practices to support strategy. Managers rank the ability to successfully implement strategy as their number one concern, and the majority of strategic initiatives fail because of flawed execution. Experts suggest the reason even the most well-crafted strategies break down is that they are not infused into organization's daily activities. Leaders therefore need to configure their firms' operations and resources in ways that support firm strategies.

Types of Structures

Structure - A formal arrangement of people, tasks, positions, and reporting relationships Formal Structure - The official structure of the organization Informal Structure - The unofficial relationships that develop among an organization's members. Unofficial but important working relationships between members.

Tall and Flat Structure

Tall Structure - more levels; narrower spans of control Flat Structure- fewer levels; wider spans of control

Traditional Designs - Simple, Functional, Divisional, and Matrix Structures

Tend to rely on a vertical management hierarchy, with clear departmental boundaries and reporting arrangements.

The BEST Leaders

The BEST Leaders Are Both Transformational and Transactional! It is important to note that transactional leadership is an essential prerequisite to effective leadership, and the best leaders learn to display both transformational and transactional styles of leadership to some degree.

Employment Tests: Ability, Performance, Personality, Integrity, and Others

The EEOC considers any employer-imposed employment requirement to be a test, including application forms, reference checks, and job interviews. Here we refer to a smaller subset of activities and define employment tests - tests legally considered to consist of any procedure used in the employment selection process - as the standardized devices organizations use to measure specific skills, abilities, traits and other tendencies.

Power

The ability to get others to do what needs to be done. Managerial Power = Position Power X Personal Power The ability to marshal human, informational, and other resources to get something done. Defined this way, power is all about influencing others. The more influence you have, the more powerful you are, and vice versa. The extent to which a person is able to influence others so they respond to requests.

Leadership

The ability to influence employees to voluntarily pursue organizational goals. "Leadership" is a broad term, as this definition implies. It can describe a formal position in an organization, which usually carries a title like CEO or CFO, or an informal role, such as that played by an expert whose opinion we value in some area.

Rites and Rituals

The activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in an organization's life. Rituals transform ordinary movements into meaningful and symbolic practices. Their repetitive and predictable patterns comfort us and signal to us that we are a part of something bigger.

Human Resource Management (HRM)

The activities managers perform to plan for, attract, develop, and retain a workforce. It is the process of planning for, attracting, developing, and retaining an effective workforce. This process is made up of various HR practices including employee recruitment, compensation, onboarding, and performance management.

Coordinated Effort - Working Together for Common Purpose

The common purpose is realized through coordinated effort—the coordination of individual efforts into a group or organization-wide effort. All organizations coordinate their employees' efforts, and we can describe organizations according to the different methods of coordination they choose. Organizational culture is an important factor in choosing how to coordinate effort.

The Competing Values Framework (CVF)

The competing values framework (CVF) provides a practical way for managers to understand, measure, and change organizational culture. The CVF indicates that organizations vary along two fundamental dimensions or axes: The first dimension is the extent to which an organization focuses its attention and efforts on internal dynamics and employees or outward toward its external environment and its customers The second dimension is the organization's preference for flexibility and discretion or control and stability Four Types of Organizational Culture: 1. Clan 2. Adhocracy 3. Market 4. Hierarchy

Abusive Supervision

The concepts of humility, empowerment, and ethical leadership discussed above are positive aspects of leadership. In contrast, research has also sought to better understand the impacts of destructive leader behaviors on followers and organizations. Abusive supervision occurs when supervisors repeatedly display verbal and nonverbal hostility toward their subordinates. Abusive supervision does not include physical contact between supervisors and subordinates; rather, it focuses on behaviors such as public humiliation, insults, shouting and ignoring subordinates.

Performance Management

The continuous cycle of improving job performance through goal setting, feedback and coaching, and rewards and positive reinforcement. A set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations. Four steps: (1) define performance, (2) monitor and evaluate performance, (3) review performance, (4) provide consequences.

Legal Defensibility

The extent to which the selection device measures job-related criteria in a way that is free from bias. This means selection devices should only be used to measure factors that are directly related to job performance, and these devices should not discriminate based on non-job-relevant factors. Establishing the reliability and validity of a selection technique is fundamental to legal defensibility.

Person-Organization (PO) Fit

The extent to which your personality and values match the climate and culture of an organization.

The Focus of Innovation

The focus continuum measures the scope of the innovation. Improvements or New Directions

Affirmative Action

The focus on achieving equality of opportunity within an organization. It aims to make up for past discrimination in employment by actively finding, hiring, and developing the talents of people from groups traditionally underrepresented due to discrimination. Steps include active recruitment, elimination of prejudicial questions in interviews, and establishment of minority hiring goals. It's important to note that EEO laws do not allow the use of hiring quotas. Affirmative action has created tremendous opportunities for women and minorities, but it has been resisted more by some who see it as working against their interests.

The Halo Effect

The halo effect is the tendency for positive impressions of a person, company, country, brand, or product in one area to positively or negatively influence one's opinion or feelings in other areas.

The Horizontal Design - Eliminating Functional Barriers to Solve Problems

The horizontal design category includes the horizontal structure. In a horizontal structure, also called a team-based design, teams or workgroups, either temporary or permanent, are used to improve collaboration and work on shared tasks by breaking down internal boundaries. For instance, when managers from different functional divisions are brought together in teams - known as cross-functional teams - to solve particular problems, the barriers between the divisions breakdown. The focus on narrow divisional interests yields to a common interest in solving the problems that brought them together. Yet team members still have their full-time functional work responsibilities and often still formally report to their own managers above them in the functional-division hierarchy.

Person-Job (P-J) Fit

The match between an individual's skills, interests, and abilities to the requirements of the position. The extent to which a worker's competencies and needs match with a specific job. Research suggests that higher levels of P-J fit are associated with better job performance and increased job satisfaction, organizational commitment and retention. When there is poor P-J fit, both organizations and employees suffer. Fit is important to our discussion because recruiters base their hiring recommendations in part on their assessments of job applicants' levels of P-O and P-J with particular emphasis on the latter. Research shows that we are happier and more productive when out needs and skills fit the job requirements.

1. The Contingency Leadership Model: Fiedler's Approach

The oldest contingency model of leadership was developed by Fred Fiedler and his associates beginning in 1954. The contingency leadership model determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand. Uses the least preferred coworker (LPC) scale, in which workers rank the coworker they least enjoyed working with and rate him or her friendly/unfriendly, tense/relaxed, efficient/inefficient.

Firings

The phrase being fired, with all its euphemisms and synonyms - being "terminated," "separated," "let go," "sacked," "axed," "canned" - tends to mean that a person was dismissed permanently "for cause." Firings occur due to, for example, absenteeism, sloppy work habits, failure to perform satisfactorily, or breaking the law.

Layoffs

The phrase being laid off tends to suggest that a person has been dismissed temporarily. Many companies cite layoffs as necessary to improve profitability, although research suggests they do not, in fact, improve profits.

Crowdsourcing

The practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people and especially from the online community, such as Facebook and Twitter users.

Task-Oriented Leader Behaviors

The primary purpose of task-oriented leadership behaviors ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group's or organization's goals. Examples of task-oriented behaviors include planning, clarifying, monitoring, and problem solving. Task-oriented leadership behaviors may be referred to as initiating-structure or production-centered behaviors.

Organizational Socialization

The process by which people learn the values, norms, and required behaviors that permit them to participate as members of an organization. Organizational socialization occurs in three phases: before you are hired, when you are first taken on, and when you have been employed a while and are adjusting to the job.

Delegation

The process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy. To be more efficient, most managers are expected to delegate as much as possible.

Strategic Human Resource Management

The process of designing and implementing systems of policies and practices that align an organization's human capital with its strategic objectives. While HRM is about managing people, strategic HRM is about generating competitive advantages through people. In other word;s strategic HRM views people as valuable strategic assets of any organization.

Leadership Coaching

The process of enhancing the skills and abilities that a leader needs in order to help the organization achieve its goals.

Recruiting

The process of locating and attracting qualified applicants for jobs open in the organization. What qualified means: you want to find people whose skills, abilities, and characteristics are best suited for your organization's needs.

Organizational Design

The right organizational structures help employees and organizations perform better, and the right structure for a particular organization can change as the organization evolves. Organizational design is concerned with designing the optimal structures of account-ability and responsibility that an organization uses to execute its strategies. Creating the optimal structures of accountability and responsibility that an organization uses to execute its strategies. The eight organizational structures can be grouped into three broad categories: 1. Traditional designs (simple, functional, divisional, an matrix structures) 2. Horizontal designs (horizontal structure) 3. Designs that open boundaries between organizations (hollow, modular, and virtual structures)

Equal Employment Opportunity (EEO)

The right to employment without regard to race, religion, color, national origin, gender. Title VII of the Civil Rights Act of 11064 is an important law that guarantees equal employment opportunity. The effort to reduce discrimination in employment based on racial, ethnic, and religious bigotry and gender stereotypes began with Title VII of the Civil Rights Act of 1964. This established the Equal Employment Opportunity Commision (EEOC) - US panel whose job it is to enforce anti-discrimination and other employment related laws - whose job is to enforce anti discrimination and other employment-related laws. Title VII applies to all organizations or their agents engaged in an industry affecting interstate commerce that employs 15 or more employees. Contractors who wish to do business with the US government (such as most colleges and universities, which receive federal funds) must be in compliance with various executive orders issued by the president covering antidiscrimination.

Authority

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

Selection Process

The screening of job applicants to hire the best candidate for a position. Essentially, selection is an exercise in prediction: how well will each candidate perform, to what degree will they fit, and how long will they stay?

Level 2: Espoused Values - Explicitly Stated Values and Norms

The second level of the iceberg is deeper and less visible than the first. Where we find an organization's espoused values - the explicitly stated values and norms preferred by an organization, as may be put forth by the firm's founders or top managers. You can usually find evidence of an organization's espoused values by exploring its website for mission, vision, and values statements. Although managers hope the values they espouse will directly influence employee behavior, employees don't always "walk the talk," and frequently they are influenced more by enacted values - the values and norms actually exhibited in the organization.

The Functional Structure - Grouping by Similar Work Specialties

The second type of organizational structure, whereby people with similar occupational specialities are put together in formal groups. This is a quite commonplace structure, seen in all kinds of organizations, both for-profit and nonprofit. Grouping by similar work specialties.

Culture

The shared set of beliefs, values, knowledge, and patterns of behavior common to a group of people.

Simple Structure - For the Small Firm

The simple structure is often found in a firm's very early, entrepreneurial stages, when the organization is apt to reflect the desires and personality of the owner or founder. The first type of organizational structure. An organization with a simple structure has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization.

Span of Control - Narrow (or Tall) versus Wide (or Flat)

The span of control, or span of management, refers to the number of people reporting directly to a given manager. The number of people reporting directly to a given manager. Span of control is another feature that can be used to describe organizations. There are two kinds of spans of control: narrow (or tall) and wide (or flat).

Combinational Creativity

There are four generally accepted steps to generate combinational ideas: 1. Collect as many old ideas as possible 2. Let them incubate in your brain 3. Force a trigger event 4. Finally engage in a relaxing activity (such as the shower) that will allow combinations to occur and generate new ideas. Example: The apple watch - watch + iphone → combining different things to create a new product

What is the best approach to strategic HRM

There is no "best" approach to strategic HRM.

Narrow Span of Control

This means a manager has a limited number of people reporting. An organization is said to be tall when there are many levels with narrow spans of control. Three vice presidents reporting to a president, for example, instead of nine vice presidents.

Training

Training - Improves employees skills and capabilities. Coaching - Experienced employees provide advice and motivation. Mentoring - Experienced employees share expertise with newer employees. Reverse Mentoring - Newer employees share expertise (technology, social media) with experienced employees.

Positive Task-Oriented Traits and Positive/Negative Interpersonal Attributes

Traits play a central role in how we perceive leaders, and they ultimately affect leadership effectiveness. List of both positive and negative interpersonal attributes often found in leaders

Environmental Factors

Two environmental factors are: 1 Task structure (independent versus interdependent tasks) 2. Work group dynamics

Workplace Discrimination

Type of discrimination that occurs when people are hired or promoted - or denied hiring or promotion - for reasons not relevant to the job. Two fine points to be made here are that (1) although the law prohibits discrimination in all aspects of employment, it does not require an employer to extend preferential treatment because of these factors and (2) employment decisions must be made on the basis of job-related criteria.

Behavioral-Description Interviews

Type of interview in which the interviewer explores what applicants have done in the past (job-related past behaviors). - What did you do when you saw this and how did you handle this?

Market Culture - A Competitive Culture Valuing Profits over Employee Satisfaction

Type of organizational culture that has a strong external focus and values stability and control. Companies with market cultures leverage employees' competitive drives to make money, achieve goals, and gain market share for the organization. In market cultures, customers, productivity, and winning take precedence over employee development and satisfaction. Employees in market cultures are expected to work hard, proactively react, and deliver quality work on time; those who deliver results are rewarded. A hierarchy culture has an internal focus and values stability and control over flexibility. Companies with this kind of culture implement various control mechanisms that help the company maintain a certain level of performance and efficiency according to a schedule. Hierarchical cultures are apt to have a formalized, structured work environment and a lot of rules. At the extreme, such cultures may seem like the company cares more about efficiency and standardization than it does its people. Competitive drive to make money, achieve goals, and gain market share for the organization.

Adhocracy Culture - A Risk-Taking Culture Valuing Flexibility

Type of organizational culture that has an external focus and values flexibility. They are encouraged to take risks and experiment with new ways of getting things done. Well suited for start-up companies, firms in industries undergoing constant change, and firms in mature industries that are in need of innovation to enhance growth. Creation of new and innovative products and services is the strategic thrust of this culture. Adhocracies are set up to encourage employees to be creative, adaptable, and quick to respond to changes. Employees in adhocracy cultures are encouraged to take risks and experiment with new ways of getting things done.

Hierarchy Culture - A Structured Culture Valuing Stability and Effectiveness

Type of organizational culture that has an internal focus and values stability and control over flexibility. Help companies maintain a certain level of performance and efficiency according to a schedule. Formalized, structured work environment and a lot of rules. Cares more about efficiency and standardization than it does its people.

Sexual Harassment

Unwanted sexual attention that creates an adverse work environment. Two types of Sexual Harassment, both of which violate Title VII o the 1964 Civil Rights Act: Quid Pro Quo Harassment - The person to whom unwanted sexual attention is directed is put in the position of jeopardizing being hired for a job or obtaining job benefits or opportunities unless he or she implicitly or explicitly acquiesces. Hostile Environment - The person being sexually harassed doesn't risk economic harm but experiences an offensive or intimidating work environment. Misogynistic remarks are particularly prevalent on social media.

Although further research is needed on the situational, we can offer several important implications for managers:

Use more than one leadership style. Effective leaders possess and use more than one style of leadership. Help employees achieve their goals. Leaders should guide and coach employees in achieving their goals by clarifying the path and removing obstacles to accomplishing them. Effective coaching was found to increase employees' performance. Alter your leadership behavior for each situation. A small set of employee characteristics (ability, experience, and need for independence) and environmental factors (task characteristics of autonomy, variety, and significance) are relevant contingency factors, and managers should modify their leadership style to fit them. The career readiness competencies of emotional and social intelligence are helpful tools for doing so. Provide what people and teams need to succeed. View your role as providing others with whatever they need to achieve their goals. For some it could be encouragement, and for others it could be direction and coaching.

Trait Theory Offers us 4 Conclusions

We cannot ignore the implications of leadership traits. Traits play a central role in the way we perceive leaders, and they do ultimately affect leadership effectiveness. For instance, focus, confidence, transparency, and integrity were among the top traits listed in a survey of current business leaders, along with patience, openness, and generosity. More specifically, many companies attempt to define leadership traits important for their context. The positive and "dark triad" traits suggest the qualities that are conducive and detrimental to success in leadership roles. According to expert scholars, narcissistic leaders often have groundbreaking ideas but fail to execute them successfully. SUch execution requires the collaboration of an entire team, and narcissists' need to control even small details can make followers miserable and unwilling to work together to achieve goals. Personality tests and other trait assessments can help evaluate your strengths and weaknesses on these traits. Organizations may want to include personality and trait assessments in their selection and evaluation processes. Among the growing number of companies using psychometric testing are Citigroup, ExxonMobil, Ford Motor Company, Procter & Gamble, Hewlett-Packard (HP), and JPMorgan Chase. There are legitimate concerns about bias and accuracy associated with workplace personality assessments and should use them for development purposes rather than employment decisions. Cross-cultural competency is an increasingly valued task-oriented trait. It's also a career readiness competency. As more companies expand their international operations and hire more culturally diverse individuals for domestic operations in the United States, they want to enhance employees' global mind-set. A global mind-set - your belief in your ability to influence dissimilar others in a global context.

Effective Performance Feedback - Cognitive Biases

What are some examples of biases that can affect Performance Review? Remember to deliver at least one positive message to balance any negative feedback you may convey. -Take a problem-solving approach and avoid criticism. -Be specific and direct in describing the employee's performance and in identifying the improvement desired. -Get the employees input. -Follow up

Observable Culture

What you see and hear as an employee or customer.

Four Key Behaviors of Transformational Leaders

Whereas transactional leadership behaviors - though important - can feel dispassionate, transformational leadership behaviors excite passion, inspiring and empowering power to look beyond their own interests to the interests of the organization. Leaders who are transformational appeal to their followers' self-concepts - their values and personal identity - to create changes in their goals, values, needs, beliefs and aspirations. 1. Inspirational Motivation 2. Idealized Influence 3. Individualized Consideration 4. Intellectual Stimulation

Responsibility

With more authority comes more responsibility. Responsibility is the obligation one has to perform the assigned tasks.

Leader Style

Women are more likely to use a democratic or participative style than men, and men are more likely to use an autocratic and directive style.

Managerial Leadership: Can You Be Both a Manager and a Leader?

Yes! The latest thinking is that individuals are able to exhibit a broad array of contrasting behaviors (a concept called behavioral complexity). Thus, in the workplace, many people are capable of engaging in managerial leadership - involving both influencing followers to internalize and commit to a set of shared goals, and facilitating the group and individual work that is needed to accomplish those goals. Here the "influencing" part is leadership and the "facilitating" part is management.

Culture, Structure, and HR

You can think of an organization's culture, structure, and HR practices as three strands in a single rope. These strands must be tightly woven together to drive successful strategic execution.