KIN 464 Final

Winston Churchill; dont settle for less

"It is no use saying, "We are doing our best." You have got to succeed in doing what is necessary."

essential leadership traits

1. Be tolerant - stay calm in a crisis 2. Encourage others to participate - solicit ideas 3. Do not become obsolete - look for new ways or ideas 4. Compete fairly and properly 5. Watch the impulse or vengeance - avoid being vindictive 6. Be a good winner - share the victory with your followers/employees 7. Lose gracefully - learn from mistakes and move on 8. Obey legal restrictions 9. Be loyal to your associations 10. Set goals at a level of excellence but make them achievable

Fielder's Contingency Theory of Leadership

1. Position Power The power the leader has because of the organizational hierarchy and his/her position of authority 2. Task Structure Refers to the clarity with which tasks or work are defined 3. Leader-Member relations Concerns the trust, confidence and loyalty employees/followers have in the leader. Fiedler names this the most important factor

The Hawthorne Studies

: represent the beginning of the Human Relations Movement in management. Significance: employees performance was affected by something other than working conditions; primarily by social and psychological factors introduced into the work place. Employee performance was affected most by interpersonal relationships developed on the job, not the physical working conditions or pay

Need

A --- is defined as something that gives a person a feeling of deprivation when it is missing. If a --- is not being met, the individual becomes motivated to satisfy the ---.

Path-Goal Approach

A contingency approach which tries to predict leadership effectiveness in different situations According to path-goal theory, the impact of leader behavior on employee satisfaction and effort depends on: The situation The task or work characteristics Employee characteristics

Victor Vroom

A manager's basic job is to facilitate highly motivated people to perform at near peak capacity. However for this to happen two conditions need to be met: 1-People must have the ability to do the work 2-The work environment must be satisfactory (relationships, support, equipment, facilities etc).

Winston Churchhill; optimism, hope and daring to try

A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty. For myself, I am an optimist - it does not seem to be much use being anything else

Participative (democratic) style

Also described as a democratic leadership style. Allows employees to have greater input in the decision-making process when the subject directly affects them.

feedback

An acknowledgement that the message was received. A response by the receiver to the sender's message. The receiver may take the action desired by the sender.

reinforcement theories

Associated with B. F. Skinner and others base motivation on consequences of past action influencing future actions. States basically that behavior which leads to a positive consequence (reward) tends to be repeated.

Exploitative Authoritative

Authoritarian form of management that attempts to exploit subordinates

Benevolent Authoritative

Authoritarian form of management, paternalistic in nature

Pygmalion Effect or the Self-fulfilling Prophecy

Based on George Bernard Shaw's play, Pygmalion, and its musical adaptation, My Fair Lady the concept that states that the expectation of an event or behavior can actually cause it to happen. Manager's expectations are the key to a subordinate's performance and development. Leaders who take a positive attitude toward employees can instill confidence in them to achieve.

motivation

Comes from the Latin word, movere, which means move Pertains to what activates human behavior --- originates from physiological and psychological needs

Process Theories

Concentrate on rewards that individuals will possibly receive if they behave or work in a certain way.

interpersonal communication

Defined: as the act or action of imparting or transmitting ideas, information, facts or feeling to a secondary party. Communication involves the sending, receiving, and interpretation of messages.

Motivation

Definition: the psychological process that gives behavior purpose and direction Goal: to cause people to put forth their best efforts with enthusiasm and effectiveness, in order to achieve and hopefully surpass organizational objectives

Reward power Referent power

Effective managerial leaders rely heavily on

Horatio Nelson

England expects every man to do his duty

The employee's skills match the requirements of the job Open communication between manager and employee The work is challenging and stimulating Participation is encouraged in problem-solving and decision-making Managers provide positive feedback (recognition) Employees are allowed some autonomy or independence of action There is opportunity for personal growth There is opportunity for promotion Compensation, monetary and psychological, is fair as it relates to employee performance Jobs are secure (steady employment and benefits) Good working conditions and necessary resources exist.

Factors that tend to promote Motivation

Motivation-Maintenance Theory:

Frederick Herzberg, contended that two sets of needs (higher-order and lower order needs) or work-related factors have to be met: Motivation factors (Job satisfiers) Achievement Recognition The Work Itself Opportunity for Growth and Advancement Are higher order needs and if met promote job satisfaction

legitimate power

Is based on the person's formal position in the organization.

encoding

It's not just what you say; it's how you say it. Refers to the narrative, vernacular, symbols, gestures, anecdotes, examples, illustrations and a sender selects to communicate a message through the desired channel so that the receiver decodes it properly

participative

Likert concluded that --- was the most effective style of leadership

1) Exploitative Authoritarian 2) Benevolent Authoritative 3)Consultative 4) Participative

Likert's University of Michigan Studies Identified four patterns or styles of leadership:

true

Management works in the system. Leadership works on the system

Participative

Manager gives some direction, but decisions are made by consensus and majority, based on total participation

Consultative

Manager requests and receives inputs from subordinates but maintains the right to make the final decision

Rabble Hypothesis

Managers who assumed people work only for pay and are self-serving in their interests have what Mayo called the "---."

external communication

Method of relating to public: media/public relations, sport information/communication depts. Examples: direct mailing; advertising on radio, TV & in newspapers; press releases, media guides, social media Organizations should develop strategy for externally communicating effectively in light of their communication objectives

McClelland's Acquired-Needs Theory

Needs are acquired over time and shaped by one's life experiences.

Winston Churchill

Never in the field of human conflict was so much owed by so many to so few

reward power

Person's ability to provide rewards, e.g. a manager's ability to determine a subordinate's merit pay.

coercive power

Person's ability to punish

expert power

Person's expertise, specialized knowledge, and skill

referent power

Person's unique personal characteristics that are appealing to others

Transmission

Physical activity that takes the encoded ideas to the receiver Tends to be the easiest step because no interpretation is required

Self-actualization

Realizing one's full potential. Be all that you can be. Manager's should give people chances to develop new skills and grow.

Safety and Security Needs

Refers to an individuals' preference for a safe, orderly, predictable work environment. In an organizational context, job security, health coverage and retirement schemes are related to security needs.

Ego and Esteem Needs

Relate to a person's desire to be recognized by others and to have status among them. The title and status accorded to individuals and the respect with which they are treated by peers.

Physiological and Survival Needs

Related to the more fundamental and biological needs of human beings, such as food, thirst, and sleep. From an organizational perspective, then, the employee must be provided with sufficient financial rewards to ensure the physiological needs are satisfied.

Charismatic style

Some individuals are charismatic and use personal magnetism to influence others e.g. JFK, Ronald Reagan, Bill Clinton, Paul Bryant

Victor Vroom's Preference-Expectancy Theory

Suggests that employee motivation relates to preference and expectancy on the job.

Theory X (autocratic)

The average person has an inherent dislike for work and will avoid it if he or she can Because of this, most people must be coerced, controlled, or threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. The avg. person prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all.

message

The formalization of the ideas which the sender wishes to convey (words, verbal, non-verbal) Here it is important that the sender carefully frames the message to minimize misunderstanding

Love (social) Needs

The need for affiliation and a sense of belonging and being accepted by others. Jobs should be design so that people have opportunities to interact with others and develop friendships and a sense of togtherness.

Achievement

The need to excel and thus tend to avoid both low-risk and high risk situations. Achievers need regular feedback in order to monitor the progress of the achievements.

idea generation

The source of planned communication It is important that the sender carefully considers ideas before developing a message

Scientific Management Era

The subject of leadership was given little attention by Taylor, Fayol, & Gantt. The so-called manager/leader of that day influenced workers to meet organizational goals by using a combination of : legitimate (positional) power coercive power Later Taylor introduced the dual-wage system - incentive wage plan (reward power).

Maslow's

The thrust of --- theory is that a satisfied need is no longer a motivator. When a need is satisfied, at once other and higher needs emerge and become motivating factors.

Charisma or idealized influence Inspirational motivation Intellectual stimulation Individualized consideration

There are four domains of transformational leadership:

maintenance factors

These factors are associated with the work environment, such as: Salary Job Security Working conditions Supervision These maintenance factors do not promote motivation, but they can prevent it from occurring and cause dissatisfaction.

John Stacey Adam's Equity Theory

This concerns fairness among employees. Fairness is based on people's perceptions of their job inputs and outcomes, regardless of how realistic such perceptions are Inputs relate to job requirements, e.g. Qualifications Skills Training Experience. Outcomes relate to what employees receive in exchange for their efforts, e.g. Pay Recognition Status Benefits Inequity occurs when an employee perceives his or her inputs and outcomes to be less than the job inputs and outcomes of another employee.

Affiliation

Those with a high need for affiliation need harmonious relationships with other people and need to be accepted by other people. They tend to conform to the norms of their work group. They need work that provides significant personal interaction. Managers should provide them with a group cooperative environment.

transformational leadership

Transformational leaders focus on facilitating positive relationships and creating a supportive culture for followers. Transformational leaders seek to build trust, loyalty, and respect by involving and empowering their followers. Transformational leaders nurture involvement to cultivate the commitment of the group mission by their employees/followers.

Negative Style

View employees negatively. Subscribes to the view that people are lazy and thus relies on coercion and fear to influence behavior. Negative leaders subscribe to McGregor's Theory X attitude towards employees.

1-A positive relationship between effort and performance 2-A positive relationship between good performance and rewards 3-The delivery or achievement of valued outcomes as rewards.

Vroom concluded three relationships enhance motivated behavior

decoding

When the receiver translates the sender's symbols and gestures into meaningful thought. If the sender and receiver have similar values, experiences and word interpretations, there is less chance of a communications breakdown.

Theory Y (democratic)

Work is a source of satisfaction and is as normal as play or rest. Punishment is only one way to induce people to work, and is not usually the best way. People who are committed will be self-motivated and self-directed. A person's commitment to objectives depends on the rewards he or she expects to receive when goals are achieved. Under the right conditions, the avg. person will both accept and seek responsibility. The abilities to think creatively, to innovate, and to solve problems is widely, not narrowly, distributed among people. The intellectual abilities of most people are underutilized.

traditional theory

based on money's being a motivating factor when directly related to individual employee performance (Differential Piece Rate Incentive).

transactional leaders

based on the concept that leaders can bargain with their employees/followers and provide rewards if performance criteria are met. "exchange of rewards for compliance."

Lou Holtz

coach of Notre Dame's 1988 championship football team, described a circular key ring with three keys to success: a winning attitude positive self-esteem high goals

Needs-Based or Content Theories of Motivation:

focus on the needs within individuals that cause them to act in certain ways.

decentralized organization

horizontal structure - communications tends to flow more freely upward and across

Douglas McGregor's Theory X and Theory Y

identifies two styles of managing based on the manager's view of human nature. Theory X is an autocratic style. Theory Y is a positive (participative) style.

job rotation

involves employees' being moved from one job to another periodically to reduce boredom and to increase skills and experience.

job enlargement

is the expansion of jobs to give the employee a greater variety of tasks to perform with added responsibility.

punishment-reward

is the most widely used theory; provides reward for good performance or behavior and punishment for bad.

effective communication

occurs when the receiver understands the message as intended by the sender. Communication is ALWAYS two-way -sender to receiver and back.

credibility barrier

occurs when the sender is not trusted (integrity problem, credibility gap)

resistance to change

people resist new ideas, new ways or changes to the status quo (sell them on the benefits to breakdown resistance)

semantics barrier

problems about word meanings (American English - e.g. eraser)

Goal Setting theory

proposes that achievable but difficult goals motivate employees. The idea behind goal setting is that behavior has purpose—to fulfill needs. Goals help us marshal our resources to accomplish a given task.

listening barrier

receiver fails to listen, concentrate and be alert to the message transmitted (Two Ears - One Mouth)

perception differences

receiver's perception of message different from that of the sender (perception is reality)

noise barrier

refers to any factor that causes confusion, distortion, or disturbs communication (e.g. poor lighting, hand written - hard to read)

flatter organizational hierarchy

shrinking management ranks and less bureaucracy the push for greater speed, better customer responsiveness and on-going innovation

Physiological and Survival Needs (lowest order need) Safety and Security Needs Love (social) Needs Ego and Esteem Needs Self-actualization (highest order of need)

the five levels of need that must be satisfied in Maslow's Need Hierarchy Theory

Leadership

the human factor that binds together and motivates people to work toward common goals with enthusiasm.

Leadership

the process of inspiring or influencing members of a group to perform their tasks enthusiastically and competently.

Trait Theory

trait theorists believed that individuals who are effective leaders have identifiable common traits The oldest approach to study of leadership Trait theory concentrated on identifying the common traits that effective leaders possess These traits may be physical, social or personality traits such as height, attractiveness, intelligence, creativity, enthusiasm, self-confidence, knowledge, tact, empathy etc. Debunked by modern leadership scholars "The old assumption that 'leaders are born' has been discredited completely" Leadership situations vary widely, and personal traits required in one scenario may not match the need in another

centralized organizational structure

vertical organization with smaller spans of control - scalar chain observed

personal power

want to direct others, and this is often perceived as undesirable

institutional (social) power

want to organize the efforts of others to further the goals of the organization.

Integral part of managing Central to human activity & interaction Directly relates to every function of management

what is the importance of communication

flextime

worker creates schedule within reason.