Management Final

Needs-Goal Theory

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

4 primary types of behavior according to path-goal theory of leadership

1. Directive behavior—Directive behavior is aimed at telling followers what to do and how to do it. The leader indicates what performance goals exist and precisely what must be done to achieve them. 2. Supportive behavior—Supportive behavior is aimed at being friendly with followers and showing interest in them as human beings. Through supportive behavior, the leader demonstrates sensitivity to the personal needs of followers. 3. Participative behavior—Participative behavior is aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions. Followers often help determine the rewards that will be available to them in the organization and what they must do to earn those rewards. 4. Achievement behavior—Achievement behavior is aimed at setting challenging goals for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge.

Influencing subsystem primary management activities

1. Leading 2. Motivating 3. Considering groups 4. Communicating 5. Encouraging creativity and innovation 6. Building corporate culture

4 important theories in process motivation

1. Needs-goal theory 2. Vroom expectancy theory 3. Equity theory 4. Porter-Lawler theory

probability grapevine

A communicates randomly—for example, to F and D. F and D then continue to inform other grapevine members in the same way.

Task group (Formal)

A group of organization members who interact with one another to accomplish most of the organization's nonroutine tasks. Usually made up of members of the same organizational level, they can consist of people from different levels in the organizational hierarchy

Command Group (Formal)

A group that is outlined in the chain of command on an organization chart. Command groups typically handle routine organizational activities.

gossip grapevine

A informs everyone else on the grapevine.

Single-strand grapevine

A pattern of grapevine communication in which a message is passed in a chainlike fashion from one person to the next until the chain is broken. - tends to distort the message more than any other

cluster grapevine

A selects and tells C, D, and F. F selects and tells I and B, and B selects and tells J. Information in this grapevine travels only to selected individuals.

life cycle theory of leadership

A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work units - basically same theory as OSU but called "tasks" and "relationships" rather than "structure" and "consideration" - leadership style should reflect the maturity level of the followers.

Emerging Leadership Approaches

Authentic Leadership, Spiritual Leadership, Servant Leadership (377)

signal

Encoded information that the source intends to share constitutes a message. A message that has been transmitted from one person to another is called a signal.

Adjourning

Fifth Stage (last): the team is finishing its job and preparing to disband. Normally, this stage occurs only in teams established to accomplish some special purpose in a limited time period

Performing

Fourth stage: the team fully focuses on solving organizational problems and on meeting assigned challenges. The team is now productive

Vroom Expectancy Theory of Motivation

Like the needs-goal theory, this theory is based on the premise that felt needs cause human behavior. However, it also addresses the issue of motivation strength

2 major behavioral leadership approaches

OSU Studies and Michigan studies

OSU Studies

Structure behavior and Consideration behavior

influencing

The process of guiding the activities of organization members in appropriate directions

job enrichment

The process of incorporating motivators into a job situation - motivating factors (opp. for achievement, responsibility, working conditions, etc.)

Likert's System 2

This style of management is characterized by a condescending, master-to-servant style of confidence and trust in subordinates. Subordinates do not feel free to discuss their jobs with superiors and are motivated by rewards and actual or potential punishments. Information flows mostly downward; upward communication may or may not be viewed with suspicion. Although policies are made primarily at the top of the organization, decisions within a prescribed framework are made at lower levels

Likert's System 1

This style of management is characterized by a lack of confidence or trust in subordinates. Subordinates do not feel free to discuss their jobs with superiors and are motivated by fear, threats, punishments, and occasional rewards. Information flow in the organization is directed primarily downward; upward communication is viewed with great suspicion. The bulk of all decision making is done at the top of the organization.

Likert's System 4

This style of management is characterized by complete trust and confidence in subordinates. Subordinates feel completely free to discuss their jobs with superiors and are motivated by factors such as economic rewards, which are based on a compensation system developed through employee participation and involvement in goal setting. Information flows upward, downward, and horizontally. Upward communication is generally accepted— but even when it is not, employees' questions are answered candidly. Decision making is spread widely throughout the organization and is well coordinated.

Likert's System 3

This style of management is characterized by substantial, though not complete, confidence in subordinates. Subordinates feel fairly free to discuss their jobs with superiors and are motivated by rewards, occasional punishments, and some involvement. Information flows both upward and downward in the organization. Upward communication is often accepted, though at times it may be viewed with suspicion. Although broad policies and general decisions are made at the top of the organization, more specific decisions are made at lower levels.

ethics dimension of organization culture

a facet of organization culture that focuses on making sure that an organization emphasizes not only what is good for the organization but also what is good for other human beings.

committee

a group of individuals charged with performing a type of specific activity and is usually classified as a task group.

team

a group whose members influence one another toward the accomplishment of an organizational objective(s).

Pygmalion effect

a phenomenon in which the more leaders believe their subordinates can achieve, the more the subordinates do achieve.

situational approach to leadership

a view of leadership as an interactive process in which a leader gauges how to lead based on such factors as the quality of the relationships among group members, the power of the leader, the nature of the task, and the maturity of the group. - more modern approach

cross-functional team

a work team composed of people from different functional areas of the organization—marketing, finance, human resources, and operations, for example—who are all focused on a specified objective.

Theory Z

an effectiveness dimension that implies that managers who use either Theory X or Theory Y assumptions when dealing with people can be successful, depending on their situation.

quality of dimension of organization culture

an element of organization culture that focuses on making sure a product, in the opinion of the customer, does what it is supposed to do

process theory of motivation

an explanation of motivation that emphasizes how individuals are motivated. Process theories focus essentially on the steps that occur when an individual is motivated

content theory of motivation

an explanation of motivation that emphasizes people's internal characteristics. Content theories focus on understanding what needs people have and how those needs can be satisfied.

unsuccessful communication

an interpersonal communication situation in which the information that the source intends to share with the destination and the meaning that the destination derives from the transmitted message are different.

hierarchy culture

an organization culture characterized by an internal focus along with an emphasis on stability and control - formal and structured

adhocracy culture

an organization culture characterized by flexibility and discretion along with an external focus - simple structure or lack of structure - few rules of procedures

market culture

an organization culture that reflects values that emphasize stability and control along with an external focus. - oriented toward all stakeholders in the market, not just customers.

Structure behavior

any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures that the followers should adhere to in performing their jobs. Overall, it limits the selfguidance of followers in the performance of their tasks, and although it can be relatively firm, it is never rude or malicious. - OSU

servant leadership

approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests. These leaders see pursuit of their own personal needs, aspirations, and interests as secondary to their followers' pursuits of these factors.

Subordinate Centered Leadership

area of freedom for subordinates (370)

trait approach to leadership

based on early leadership research that assumed a good leader is born, not made. Leaders possess the following characteristics: 1. Intelligence, including judgment and verbal ability 2. Past achievement in scholarship and athletics 3. Emotional maturity and stability 4. Dependability, persistence, and a drive for continuing achievement 5. The skill to participate socially and adapt to various groups 6. A desire for status and socioeconomic position

downward communication

communication that flows from any point on an organization chart downward to another point on the organization chart. This type of formal organizational communication is associated primarily with the direction and control of employees. - statement of organizations philosophy, written information

lateral organizational communication

communication that flows from any point on an organization chart horizontally to another point on the organization chart. Communication that flows across the organization usually focuses on coordinating the activities of various departments and developing new plans for future operating periods.

upward communication

communication that flows from any point on an organization chart upward to another point on the organization chart. It contains primarily the information managers need in order to evaluate the organizational area for which they are responsible and to determine whether something is going wrong within it - Ex: informal discussions, suggestion systems, attitude surveys

sociogram

constructed to summarize the informal relationships among group members

informal group

defined as a collection of individuals whose common work experiences result in the development of a system of interpersonal relations that extend beyond those established by management.

informal organizational communication

does not follow the lines of the organization chart.45 Instead, this type of communication typically follows the pattern of personal relationships among organization members: One friend communicates with another friend, regardless of their relative positions on the organization chart. - generally exist because organization members have a desire for information that is not furnished through formal organizational communication

forming

e first stage of the team development process. During this stage, members of the newly formed team become oriented to the team and acquainted with one another. This period is also characterized by exploring issues related to the members' new job situations, such as what is expected of them...

flextime

flexible working hours program

behavior modification

focuses on encouraging appropriate behavior by controlling the consequences of that behavior.

McClelland's Acquired Needs Theory

focuses on the needs that people acquire through their life experiences. Emphasizes: - need for achievement (nAch) - need for power (nPower) - need for affiliation (nAff)

Argyris's Maturity-Immaturity Continuum

focuses on the personal and natural development of people to explain human needs. (394) for list of how ppl develop from immaturity to maturity

Stages of Development

forming, storming, norming, performing, adjourning (425)

formal group

group that exists within an organization by virtue of management decree to perform tasks that enhance the attainment of organizational objectives

Friendship group (informal)

group that forms in organizations because of the personal affiliation members have with one another.

interest group (informal)

group that gains and maintains membership primarily because of a common concern that members have about a specif ic issue.

clan culture

has an internal focus and values flexibility rather than stability and control - reflects shared values and goals, cohesion among organization members, teamwork, and organization commitment to employees. - seems like a family

Maslow's Hierarchy of Needs

human beings possess the five basic needs described here and theorizes that these five basic needs can be arranged in a hierarchy of importance—the order in which individuals generally strive to satisfy them (393) - physiological need (bottom) - security or safety need - social need - esteem need - self-actualization need

job enlargement

increasing the number of different tasks in a given job by changing the division of labor - the gardener's job would become more satisfying as activities such as trimming bushes, raking grass, and sweeping sidewalks were added to his initial activity of mowing grass

tolerance for ambiguity

indicates the extent to which a person has a high need for structure or control in his or her life (influencing force in a manager) - if you have a loss for certainty

Theory X

involves negative assumptions about people that McGregor believes managers often use as the basis for dealing with their subordinates (e.g., the average person has an inherent dislike of work and will avoid it whenever he or she can)

serial transmission

involves passing information from one individual to another in a series. It occurs under the following circumstances:

Porter-Lawler Theory of motivation

it accepts the premises that felt needs cause human behavior and that the effort expended to accomplish a task is determined by the perceived value of the rewards that will result from finishing the task and the probability that those rewards will materialize - stresses intrinsic and extrinsic rewards

Michigan Studies

job-centered behavior and Employee-centered behavior

Employee centered behavior

leader behavior that focuses primarily on subordinates as people. This type of leader is attentive to the personal needs of subordinates and is interested in building cooperative work teams that are satisfying to subordinates and advantageous for the organization.

Job centered behavior

leader behavior that focuses primarily on the work that a subordinate is doing. This type of leader is interested in the job that a subordinate is doing and in how well the subordinate is performing that job.

contingency theory of leadership

leader-member relations, task structure, and the position power of the leader are the three primary factors that should be considered when moving leaders into situations appropriate for their leadership styles: 1. leader-member relations 2. task structure 3. position power (pg 366)

Consideration behavior

leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers. This type of behavior generally aims to develop and maintain a good relationship between the leader and the followers. - OSU

authentic leadership

leadership conducted by leaders who are deeply aware of their own and others' moral perspectives and who are confident, hopeful, optimistic, resilient, and of high moral character.

transformational leadership

leadership that inspires organizational success by profoundly affecting followers' beliefs in what an organization should be as well as their values, such as justice and integrity. This style of leadership creates a sense of duty within an organization, encourages new ways of handling problems, and promotes learning for all organization members.

coaching

leadership that instructs followers on how to meet the specific organizational challenges they face. - listen closely, gives emotional support, shows by example what constitutes appropriate behavior

Equity theory of motivation

looks at an individual's perceived fairness of an employment situation and finds that perceived inequities can lead to changes in behavior.

organization subculture

mini-culture within an organization that can reflect the values and beliefs of a specific segment of the organization that is formed along lines such as established departments or geographic regions

job rotation

moving workers from job to job rather than requiring them to perform only one simple and specialized job over the long term.

organizational communication

relates directly to the goals, functions, and structure of human organizations. To a large extent, organizational success is determined by the effectiveness of organizational communication.

Theory Y

represents positive assumptions about people that McGregor believes managers should strive to use (e.g., people will exercise self-direction and self-control in meeting their objectives).

storming

second stage of the team development process, is characterized by conflict and disagreement as team members become more assertive in clarifying their individual roles. During this stage, the team seems to lack unity because members are continually challenging the way the team functions.

organization culture

set of values that organization members share regarding the functioning and existence of their organization - develops slowly over time

nonverbal communication

sharing information without using words to encode thoughts. Common examples are gestures, vocal tones, and facial expressions.

Alderfer's ERG Theory

similar to Maslow's theory, but only identified 3 basic categories of needs - Existence need - Relatedness need - Growth need

communication MICRO barriers

sources view of the destination, message interference, destination's view of the source, perception, multi-meaning words

effective listening

stop talking, put the talker at ease, show the talker that you want to listen, remove distractions, empathize with the talker...

leadership style

the behavior a leader exhibits while guiding organization members in appropriate directions.

emotional intelligence

the capacity of people to recognize their own feelings and the feelings of others, to motivate themselves, and to manage their own emotions as well as their emotions in relationships with others.

organizational commitment

the dedication of organization members to uphold the values of the organization and to make worthwhile contributions to fulfilling the organizational purpose

feedback

the destination's reaction to a message. It can be used by the source to ensure successful communication.

leader flexibility

the idea that successful leaders must change their leadership styles as they encounter different situations

communication MACRO barriers

the increasing need for information, the need for increasingly complex information, people in the US are coming into contact with non-English languages, the need to constantly learn new concepts

Motivation

the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal.

groupthink

the mode of thinking that group members engage in when the desire for agreement so dominates the group that it overrides the need to appraise alternative solutions realistically

encoder

the person in the interpersonal communication situation who originates and encodes information to be shared with others. It is putting information into a form that can be received and understood by another individual. Putting one's thoughts into a letter is an example.

decoder

the person or persons with whom the source is attempting to share information. This person receives the signal and decodes, or interprets, the message to determine its meaning. It is the process of converting messages back into information. In all interpersonal communication situations, message meaning is the result of decoding

path-goal theory of leadership

the primary activities of a leader are to make desirable and achievable rewards available to organization members who attain organizational goals and to clarify the kinds of behavior that must be performed to earn those rewards.

leadership

the process of directing the behavior of others toward the accomplishment of an objective. - getting things accomplished through people - 1 of the 4 primary activities in the influencing function

3 basic elements of interpersonal communication

the source/encoder, the signal, the decoder/destination

Norming

third stage of the team development process, is characterized by agreement among team members on roles, rules, and acceptable behavior while working on the team. Conflicts generated during the storming stage are resolved in this stage.

primary purpose of influencing subsystem

to enhance the attainment of management system objectives by guiding the activities of organization members in appropriate directions.

types of formal organizational communication

upward, downward, lateral

Boss Centered Leadership

use of authority by manager (370)