MGMT 363 - EXAM 4 WESSON

four leadership roles

1. leading through vision and values 2. championing continuous improvement 3. building business partnerships 4. facilitating learning

negotiation stages

1. preparation - most important stage, each party determines goals and whether or not other party has anything to offer, determine BATNA 2. exchanging info 3. bargaining - stage most people imagine when they think of negotiating; both parties must make concessions 4. closing and commitment - formalizing an agreement

R1 stage (Life cycle theory of leadership)

A group of employees working together for first time and are eager to begin but lack confidence and experience needed to perform roles; optimal combo of leader behaviors is telling (high initiating structure and low consideration); leader provides specific instructions and closely supervises performance

Role taking phase (leader-member exchange theory)

A manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his job behaviors; leader tries to get feel for talent and motivation of employees (outgroup)

Time-driven model of leadership

A way for leaders to effectively manage their choice of decision-making style; Suggests that focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations; 7 factors combine to make decision-making style more effective in a given situation and other styles less effective (decision significance, important of commitment, leader expertise, likelihood of commitment, shared objectives, employee expertise, teamwork skills)

Life cycle theory of leadership

Argues that the optimal combo of initiating structure and consideration depends on the readiness of the employees in the work unit

Most important factors to be in leaders "ingroup"

Competent, likable, similar to leader

Leader-member exchange theory

Describes how leader-member relationships develop over time on a dynamic basis; can explain why different members often disagree on how effective their leader is

Role making phase (leader-member exchange theory)

Employees expectations for the dyad get mixed in with those of the leader; marked by a free-flowing exchange in which leader offers more opportunities and resources and the employee contributes more activities and effort (ingroup)

R3 stage (Life cycle theory of leadership)

Employees have learned to work together well but still need support and collaboration from leader to help them adjust to more self-managed state of affairs; participating (low initiating structure and high consideration) becomes optimal combo of leader behaviors

Intellectual stimulation

Involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways

Idealized influence

Involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader; synonymous with charisma

Inspirational motivation

Involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future

Individualized consideration

Involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring; treating employees as unique individuals with specific needs, abilities, and aspirations that need to be tied into the units mission

Transformational leadership

Involves inspiring followers to commit a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives (most effective)

Autocratic style (leader decision making)

Leader makes decision alone without asking for opinions or suggestions of employees in work unit; leader-controlled

Consultative style (leader decision making)

Leader presents problem to individual employees or a group of employees asking for their opinions and suggestions before ultimately making the decision himself; leader-controlled

Low-quality exchange dyad (leader-member exchange theory)

Marked by a more limited exchange of info, influence, latitude, attention, and support; form the leaders "outgroup" and are characterized by low levels of trust, respect, and obligation

High quality exchange dyad (leader-member exchange theory)

Marked by frequent exchange of info, influence, latitude, support, and attention; form the leaders "ingroup" and are characterized by high levels of trust, respect, and obligation

R2 stage (Life cycle theory of leadership)

Members have begun working together and are finding that the work is more difficult than expected; optimal combo of leader behaviors is selling (high initiating structure and high consideration); the leader supplements his directing with support and encouragement to protect confidence levels of employees

Transformational leaderships has a ...

Moderate correlation with job performance and a strong correlation with organizational commitment

Transactional leadership

Occurs when the leader rewards or disciplines the follower depending on the adequacy of the followers performance

Neutralizers

Only reduce importance of the leader, they themselves have no beneficial impact on performance

Substitutes

Reduce the importance of the leader while simultaneously providing a direct benefit to employee performance

Consideration behaviors

Reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employees ideas, and consideration of employee feelings; Membership - mixing with employees, stressing informal interactions, and exchanging personal services Integration - encouraging a pleasant atmosphere, reducing conflict, promoting individual adjustment to the group Communication - providing info to employees, seeking info from them, showing an awareness of matters that affect them Recognition - expressing approval or disapproval of the behaviors of employees Representation - acting on behalf of group, defending group, and advancing interests of group

Initiating structure behaviors

Reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment; Initiation - originating, facilitating, and sometimes resisting new ideas and practices Organization - defining and structuring work, clarifying leader vs member roles, coordinating employee tasks Production - setting goals and providing incentives for the effort and productivity of employees

Contingent reward

Represents a more active and effective brand of transactional leadership, in which the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance

Substitutes for leadership model

Suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employees performance

Laissez-faire (hands off) leadership

The avoidance of leadership altogether; important actions delayed, responsibilities ignored, and power and influence go unutilized (least effective)

Readiness

The degree to which employees have the ability and willingness to accomplish specific tasks

Leader effectiveness

The degree to which the leaders actions result in achievement of the units goals, the continued commitment of the units employees, and the development of mutual trust, respect, and obligation in leader-member dyads

Active management-by-exception

The leader arranges to monitor mistakes and errors actively and again takes corrective action when required (most people)

Delegative style (leader decision making)

The leader gives an individual employee or group of employees the responsibility of making the decision within some set of specified boundary conditions; team-controlled

Facilitative style (leader decision making)

The leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his own opinion receives no more weight than anyone else's; team-controlled

R4 stage (Life cycle theory of leadership)

The leader turns responsibility for key behaviors over to employees; all that's needed from leader is some degree of observation and monitoring to make sure groups efforts stay on track; delegating (low initiating structure and low consideration) becomes optimal combo of leader behaviors

Passive management-by-exception

The leader waits around for mistakes and errors, then takes corrective action as necessary (least effective transactional)

Leader emergence

Who becomes a leader in the first place; traits are more predictive of this than they are of leader effectiveness; high conscientiousness is only linked to emergence, not effectiveness

conflict resolution

a combo of how assertive leaders want to be in pursuing their own goals and how cooperative they are with regard to concerns of others

employee info system - skills inventory (forecasting HR demand and supply)

a database of employees' education, skills, work experience, and career expectations, usually computerized

performance appraisal

a formal assessment of how well employees do their jobs; validates selection process and effects of training, helps make decisions about pay and promotion, provides feedback to employees to improve their performance and plan future careers

replacement chart (forecasting HR demand and supply)

a list of managerial positions in the organization, the occupants, how long they will stay in the position, and who will replace them

reality shock

a mismatch of info that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be

assessment centers

a popular method for selecting managers and are particularly good for selecting current employees for promotion; a content validation of major parts of the managerial job

mentoring

a process by which a junior-level employee develops a deep and long-lasting relationship with a more senior-level employee in the organization

alternative dispute resolution

a process by which two parties resolve conflicts through the use of a specially trained, neutral third party

negotiation

a process in which two or more interdependent individuals discuss and attempt to come in agreement about their different preferences

job analysis

a systematic analysis of jobs within an organization; job description - a listing of the job's duties, its working conditions, and the tools, materials, and equipment used to perform the job; job specification - a listing of the skills, abilities, and other credentials the incumbent jobholder will need to do a job

inspirational appeal (most effective influence tactic)

a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction; must have insight into what is important to target

employment-at-will

a traditional view of the workplace in which an organization can fire an employee for any or no reason; new argument is that organizations should only be able to fire poor performers and rule breakers

tests

ability, skill, aptitude, or knowledge tests are usually best predictors of job success; must be validated, administered, and scored consistently

objective measures of performance (performance appraisal)

actual output (units produced), scrap rate, dollar volume of sales, and number of claims processed; can be contaminated by opportunity bias; special performance tests assess employee under standardized conditions

creativity culture (specific culture type)

affect both the quality and quantity of creative ideas within an organization; comes from freedom rather than control

integrative bargaining (negotiation strategy)

aimed at accomplishing a win-win scenario; involves the use of problem solving and mutual respect to achieve an outcome that's satisfying for both parties; preferable strategy; most appropriate in situations where multiple outcomes are possible, there is an adequate level of trust, and parties are willing to be flexible

halo error (performance appraisal error)

allowing the assessment of the employee on one dimension to spread to that employee's ratings on other dimensions

labor management relations act of 1947 - taft harley act (labor relations law)

amended the NLRA to limit the power of unions and increase management's rights during organizing campaigns; allows the US president to prevent or end a strike that endangers national security; "pro-management" law

civil rights act of 1991 (equal employment opportunity law)

amended the original civil rights act, making it easier to bring discrimination lawsuits while also limiting punitive damages that can be awarded in those lawsuits

networking ability (political skill)

an adeptness at identifying and developing diverse contacts

temporary workers

an increasing trend in organizations is to use more temporary workers without the risk that the organization may have to eliminate their jobs

organizational factors that increase politics...

are those that raise the level of uncertainty in the environment

collaboration (most effective influence tactic)

attempting to make it easier for target to complete request; leader could help complete task, provide required resources, or remove obstacles

external recruiting

attracting persons from outside the organization; realistic job preview is considered a successful method to ensure person-job fit

encounter stage (stage of socialization)

begins the day the employee starts work; new employees compare info acquired during anticipatory stage with what the organization is really like now that they're insiders

errors of leniency and strictness (performance appraisal error)

being too lenient, too strict, or tending to rate all employees as "average"

BATNA

best alternative to a negotiated agreement; happens in preparation stage; describes each negotiators' bottom line

performance feedback

best given in a private meeting between employee and immediate supervisor; should focus on facts; final and often most difficult part of appraisal process

organizational politics

can be seen as actions by individuals that are directed toward the goal of furthering their own self-interests; to be successful, leaders must have a certain degree of political skill

two common methods to change a culture

change in leadership, mergers and acquisitions

national labor code

combo of landrum griffin act, taft harley act, and wagner act

internal recruiting

considering present employees as candidates for openings; promotion from within can help build morale and reduce turnover of high-quality employees; disadvantage is its ripple effect of having to successfully fill vacated positions

stories (observable artifact)

consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization

leaders over-utilize ___ & under-utilize ___

consultative styles; autocratic and facilitative style

predictive validation

correlating previously collected test scores of employees with the employees' actual job performance

organizational power

derived from someone's position within the organization; more formal

expert power (personal)

derives from a person's expertise, knowledge, or skill on which others depend

legitimate power (organizational) or "positional power"

derives from a position of authority inside the organization and is sometimes referred to as formal authority; the higher up a person is in the organization, the more legitimate power they have

newcomer orientation

effective way to start socialization process; employees who go through it have higher levels of satisfaction, commitment, and performance

coercive power (organizational)

exists when a person has control over punishments in an organization; operates primarily on principle of fear; tends to result in negative feelings of those who use it

culture strength

exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity)

referent power (personal)

exists when others have a desire to identify and be associated with a person; generally derived from affection, admiration, or loyalty

reward power (organizational)

exists when someone has control over the resources or rewards another person wants

equal employment opportunity commission (equal employment opportunity law)

federal agency charged with enforcing title VII as well as several other employment-related laws

dual-career families

firms are increasingly having to make accommodations for dual-career partners by delaying transfers, offering employment to spouses, and providing more flexible work schedules and benefits packages

cafeteria benefit plans

flexible plans that provide basic coverage and allow employees to choose additional benefits they want up to the cost limit set by organization

diversity culture (specific culture type)

focus on having an equal number of men and women and a variety of ethnicities

customer service culture (specific culture type)

focused on service quality; shown to change employees attitudes and behaviors towards customers and manifest in higher levels of customer satisfaction and sales

title VII of the civil rights act of 1964 (equal employment opportunity law)

forbids discrimination in all areas of the employment relationship; employers are not required to seek out and hire minorities but they must treat all who apply fairly; protected classes include race or color, national origin, sex, and religion (age doesn't come until 1967)

americans with disabilities act of 1990 (equal employment opportunity law)

forbids discrimination on the basis of disabilities and requires employers to provide reasonable accommodations for disabled employees; most disabilities are not visible; most reasonable accommodations are less than $1000

ceremonies (observable artifact)

formal events, generally performed in front of an audience of organizational members

sustainability culture (specific culture type)

fostered by the mission and values of many organizations; try to help the greater social good

anticipatory stage (stage of socialization)

happens prior to an employee spending even one second on the job; happens as soon as a potential employee develops an image of what it would be like to work for a given company; bulk of info acquired during this stage occurs during recruitment and selection processes

collaboration (conflict resolution)

high assertiveness, high cooperation; occurs when both parties work together to maximize outcomes; win-win; most effective but most difficult to come by

competing (conflict resolution)

high assertiveness, low cooperation; occurs when one party attempts to get his own goals met without concern for other party's result; win-lose approach; occurs most when one party has high levels of organizational power and can use legitimate or coercive power to settle the conflict; involves hard forms of influence; tends to have negative reactions; best used when leader knows he's right and has to make a quick decision; more likely to be used by men

communal culture (general culture type)

high sociability and high solidarity; organizations with friendly employees who all think alike; small companies start off this way oriented around the owner

networked culture (general culture type)

high sociability and low solidarity; employees are friendly to one another but everyone thinks differently and does their own thing; more likely in larger organizations

attraction-selection-attrition (ASA framework)

holds that potential employees will be attracted to organizations whose culture matches their own personality, meaning that some potential job applicants won't apply due to a perceived lack of fit; the organization will select candidates based on whether their personalities fit the culture, which further weeds out misfits; the people who still don't fit will either be unhappy or ineffective when working in the organization, which leads to attrition

wages

hourly compensation paid to operating employees

visibility (contingency factor)

how aware people are of a leader's power and position; if people know the leader has a certain level of power, then the ability to influence others is high

the great man approach

hundreds of studies boil down to 5 common traits: intelligence, self-confidence, determination, integrity, and sociability

realistic job previews (RJPs)

inexpensive but effective way to reduce early turnover among new employees; occur during anticipatory stage of socialization during the recruitment process; make sure an employee has an accurate picture of what working for an organization will be like by highlighting both positive and negative aspects of the job; ex: internship

apparent sincerity (political skill)

involves appearing to others to have high levels of honesty and genuineness

interpersonal influence (political skill)

involves having an unassuming and convincing personality style that's flexible enough to adapt to different situations

distributive bargaining (negotiation strategy)

involves win-lose negotiating with a "fixed-pie" of resources; when one person gains, the other person loses

common training methods

lectures - work well for factual material; role play and case studies - good for improving interpersonal relations skills or group decision making; on the job and vestibule training - facilitates learning physical skills through practice and actual use of tools

accommodating (conflict resolution)

low assertiveness, high cooperation; occurs when one party gives in to the other and acts in a completely unselfish way; used when issue isn't important to leader but is very important to follower; also used when leader has less power than other party

avoiding (conflict resolution)

low assertiveness, low cooperation; occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather info or let things cool down; usually results in an unfavorable result for everyone

mercenary culture (general culture type)

low sociability and high solidarity; employees think alike but aren't friendly to one another; likely to be very political

fragmented culture (general culture type)

low sociability and low solidarity; employees are distant and disconnected from one another

compromise (conflict resolution)

moderate assertiveness, moderate cooperation; occurs when conflict is resolved through give-and-take concessions; most common; more likely to be used by women

power and influence is...

moderately correlated to both job performance and organizational commitment (especially affective commitment)

consequences of organizational politics

negative employee reactions - decreased job satisfaction, decreased organizational commitment, decreased task performance, increased strain

understanding and adaptation (stage of socialization)

newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization

culture components

observable artifacts, espoused values, and basic underlying assumptions

coalitions (least effective influence tactic)

occur when the influencer enlists other people to help influence the target; generally used in combination with other tactics

personal appeals (somewhat effective influence tactic)

occur when the requestor asks for something based on personal friendship or loyalty; stronger friendship = stronger attempt

arbitration

occurs when a 3rd party determines a binding settlement to a dispute

central tendency error (performance appraisal error)

occurs when a rater gives all the workers the same rating in order to avoid conflict between workers

adverse impact (equal employment opportunity law)

occurs when minority group members pass a selection standard at a rate less than 80% of the rate of the majority group; ex: only hire tall people but then hiring mostly men so could be considered discrimination

apprising (somewhat effective influence tactic)

occurs when the requestor clearly explains why performing the request will benefit the target personally; focuses solely on benefit to target rather than simple logic; not necessarily something that requestor gives to target but rather something that results from the action

consultation (most effective influence tactic)

occurs when the target is allowed to participate in deciding how to carry out or implement request; increases commitment from target

internalization (response to influence tactic)

occurs when the target of influence agrees with and becomes committed to the influence request; best outcome because employees put forth greatest effort level; shift in both behaviors and attitudes of employees

resistance (response to influence tactic)

occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it; most likely when influencer's power is low relative to target or when the request inappropriate/unreasonable; no change in behavior or attitude

compliance (response to influence tactic)

occurs when the targets of influence are willing to do what the leader asks but they do it with a degree of ambivalence; reflects a shift in behaviors but not attitudes; most common response

other benefits

on-site childcare, mortgage assistance, paid-leave programs

age discrimination in employment act of 1967 (equal employment opportunity law)

outlaws discrimination against people older than 40 years of age

types of benefits

pay for time not worked - sick leave, vacation, holidays, and unemployment; insurance - life and health insurance, workers comp, social security, and private pension plans; employee service benefits - tuition reimbursement and recreational opportunities

causes of organizational politics

personal characteristics - need for power, machiavellianism organizational characteristics - lack of participation in decision making, limited or changing resources, ambiguity in roles, high performance pressure, unclear performance evaluations

other techniques for selecting HR

polygraphs declining in popularity, physical exams, drug tests, credit checks, conscientiousness is the best personality trait to predict performance

interviews

poor predictors of job success due to interview biases; could be improved by training interviewers and using structured interviews

least effective influence tactics

pressure and coalitions; tend to be more organization power-based

sexual harassment

quid pro quo = this for that based on power; hostile work environment = has to happen more than once and make the victim feel really uncomfortable

judgmental methods (performance appraisal)

ranking - compares employees directly with each other, difficult to do with lots of employees, difficult to make comparisons across work groups, do not provide useful info for employee feedback; rating - compares each employee with a fixed standard, graphic rating scales consist of job performance dimensions to be rated on a standard scale, behaviorally anchored rating scales (BARS) - a sophisticated method in which supervisors construct a rating scale where each point on the scale is associated with behavioral anchors

four most effective influence tactics

rational persuasion, inspirational appeals, consultation, collaboration; tend to be softer approaches

salary

refers to compensation paid for the total contribution of an employee and its not based on total hours worked

labor management reporting and disclosure act of 1959 - landrum griffin act (labor relations law)

regulates labor unions' internal affairs and their officials' relationship with employers; "pro-employee" law

incentives

represent special compensation opportunities that are usually tied to performance

sociability

represents how friendly employees are to one another

centrality (contingency factor)

represents how important a person's job is and how many people depend on that person to accomplish their tasks; more critical tasks and interact with others regularly = more power

mediation

requires a 3rd party to facilitate the dispute resolution process but the 3rd party has no formal authority to dictate a solution

family and medical leave act of 1993 (compensation and benefits law)

requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies; have to have at least 50 employees for this law to be in effect; includes birth of child and adoption; typical ages people use it are 25-35 and mid 50s

equal pay act of 1963 (compensation and benefits law)

requires men and women to be paid the same amount for doing the same jobs; exceptions are permitted for seniority and merit pay

occupational safety and health act of 1970 - OSHA (health and safety law)

requires that employers provide a place that is free from hazards that may cause death or serious physical harm and obey the safety and health standards established by OSHA

people who have legitimate power almost always have...

reward and coercive power too; but doesn't go the opposite way (ex: if you have reward power, you don't necessarily have legitimate or coercive powers)

national labor relations act of 1935 - wagner act (labor relations law)

set up procedures for employees to vote whether to have a union; if they vote for a union, management is required to bargain collectively with the union; "pro-union" law

fair labor standards act of 1938 (compensation and benefits law)

sets a minimum wage and requires overtime pay for work in excess of 40 hours per week for non-exempt employees; salaried, professional, executive, and administrative employees are exempt from the act's minimum wage and overtime provisions

employee retirement income security act of 1974 (compensation and benefits law)

sets standards for pension plan management and provides federal insurance if pension plans go bankrupt

emerging legal issues

sexual harassment, alcohol and drug dependence, AIDS/HIV

managing benefits effectively

shop carefully for best-cost providers, avoid redundant coverage, provide only the benefits that employees want

safety culture (specific culture type)

shown to reduce accidents and increase safety-based citizenship behaviors; also reduces treatment errors in medical settings

pregnancy discrimination act (equal employment opportunity law)

specifically outlaws discrimination on the basis of pregnancy

development

teaching managers and professionals the skills needed for both present and future jobs

training

teaching operational or technical employees how to do the job for which they were hired; assess training needs and evaluate training

influence tactics

tend to be most successful when used in combination; influence tactics tend to be more effective as they are "softer" in nature

political skill

the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives

power

the ability to influence the behavior of others and resist unwanted influence in return

espoused values

the beliefs, philosophies, and norms that a company explicitly states; ex: mission statement, verbal statement by manager or executive

physical structures (observable artifact)

the buildings or floor plans of the workplace

affirmative action (equal employment opportunity law)

the commitment of employers to proactively seek out, assist in developing, and hire employees from groups that are underrepresented in the organizations; various executive orders, especially exec order 11246, require employers to develop affirmative action plans and engage in affirmative action in hiring veterans and the disabled; collect info on applications about gender, age, race, etc

rituals (observable artifact)

the daily or weekly planned routines that occur in an organization

person-organization fit

the degree to which a person's personality and values match the culture of an organization

solidarity

the degree to which group members think and act alike

discretion (contingency factor)

the degree to which managers have the right to make decisions on their own; if forced to follow organization's rules then they have less power

substitutability (contingency factor)

the degree to which people have alternatives in accessing resources; greater influence with more control of resources

national labor relations board (NLRB)

the federal agency empowered to enforce provisions of the NLRA

compensation

the financial renumeration given by the organization to its employees in exchange for their work

language (observable artifact)

the jargon, slang, and slogans used within the walls of an organization

observable artifacts

the manifestation's of an organization's culture that employees can easily see or talk about

socialization

the primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture; starts before an employee begins work and doesn't end until the employee leaves the organization

collective bargaining

the process of agreeing on a satisfactory labor contract between management and labor; the contract contains agreements about wages, hours, and working conditions and how management will treat employees

recruiting

the process of attracting qualified persons to apply for jobs that are open

validation

the process of determining the extent to which a selection device is really predictive of future job performance

human resource management

the set of organizational activities directed at attracting, developing, and maintaining an effective work force

organizational culture

the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitude and behaviors of its employees

basic underlying principles

the taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation; the deepest and least observable part of a culture and may not be consciously apparent

recency error (performance appraisal error)

the tendency of the evaluator to base judgments on the subordinate's most recent performance because it is the most easily recalled

social astuteness (political skill)

the tendency to observe others and accurately interpret their behavior

influence

the use of an actual behavior that causes behavioral or attitudinal changes in others; can be seen as directional (upward, downward, or lateral) and is relative

pressure (least effective influence tactic)

the use of coercive power through threats and demands

ingratiation (somewhat effective influence tactic)

the use of favors, compliments, or friendly behavior to make the target feel better about the influencer; more effective as a long-term strategy rather than only right before the influence attempt

content validation

the use of logic and job analysis to determine that selection techniques measure the exact skills needed for job performance; used to establish the job relatedness of a selection device

rational persuasion (most effective influence tactic)

the use of logical arguments and hard facts to show the target that the request is a worthwhile one; most effective when people are shown that proposal is important and feasible; consistently successful in upward influence

leadership

the use of power and influence to direct the activities of followers toward goal achievement

when employees feel like they fit...

they have higher levels of job satisfaction, less stress, and more trust in their managers; fit is more related to citizenship behaviors than task performance

symbols (observable artifact)

things like a corporate logo, images on a website, or the uniform of employees that are found throughout an organization

benefits

things of value other than compensation that an organization provides to its workers; average company spends an amount equal to more than one-third of its cash payroll on employee benefits; do not necessarily stimulate high performance

subculture

unite a smaller subset of employees; may develop because there is a strong leader in one area of the company that engenders different norms and values or because different visions in a company act independently and create their own cultures; more likely to exist in large companies; most organizations don't mind having subcultures as long as they don't interfere with the values of the overall culture

application blanks

used to gather info about work history, educational background, and other job-related demographic data; must not ask for info unrelated to job

exchange tactic (somewhat effective influence tactic)

used when the requestor offers a reward or resource to the target for performing a request; requestor must have something of value to offer

person-organization fit has a...

weak correlation with job performance and a strong correlation with organizational commitment

countercultures

when a subculture's values don't match those of the larger organization; can sometimes serve a useful purpose by challenging the values of the overall organization or signifying the need for change

michigan studies

you can only operate one when deciding between consideration and initiating structure (called production-centered and employee-centered behaviors in this study); there are two ends of a continuum implying that leaders cannot be high on both dimensions

ohio state studies

you can operate both consideration and initiating structure at the same time