MGT

a) Describe each of the 4 contingency factors and explain how they should influence the choice of how to involve employees in decision making.

(a) Decision Structure. The benefits of employee involvement increase with the novelty and complexity of the problem or opportunity. (b) Source of decision knowledge. Involved with some level of decision making when the leader lacks sufficient knowledge and subordinates have addition information to improve decision quality. (c) Decision Commitment. Participation tends to improve employee commitment to the decision. (d) Risk of conflict. 2 types of conflict. First, if employee goals and norms conflict with the organization's goals, only a low level of employee involvement is advisable. Second, the degree of involvement depends on whether employees will agree with each other on the preferred solution.

a) Identify the team attributes that help minimize relationship conflict.

(a) Emotional Intelligence and Emotional Stability. (i) Better regulation of emotions. (ii) Empathy, Perspective Talking. (b) Supportive team Norms. (i) Constructive conflict. (ii) Discourage inappropriate behaviors. (iii) Positive approach v. fault finding. (c) Cohesive Team. (i) Trust and latitude. (ii) Motivated to minimize escalation

a) Describe each of the structural approaches (strategies) to manage conflict.

(a) Emphasizing superordinate goals. (i) Emphasize common objectives rather than conflicting sub-goals. (ii) Reduces goal incompatibility and differentiation. (iii) Having superordinate goals still permits different units to use different stratifies to attain their goals. (b) Reduce Differentiation. (i) Reducing the effects of differentiation is achieved by using practices that promote common experience, shared values, and cooperation. (c) Improve communication and Mutual understanding. a. Employees understand and appreciate each other's views through communication

Describe the structural sources of conflict

(a) Incompatible goals, scarce resources, differentiation, Ambiguous rules, High task interdependence, poor communication

a) Identify key ways to improve the choice of alternatives.

(a) Keep the search for alternatives separate from the evaluation of alternatives. (b) Be more contemplative than decisive.

a) Describe the main maximization-related issues in decision making.

(a) People tend to satisfice rather than maximize.

a) Describe the main information processing issues in decision making.

(a) People tend to use biased decision heuristics that distort either the probability of outcomes or the value of outcomes.

a) Explain disadvantages of each style.

(a) Problem Solving. (i) Sharing information that the other party might use to his or her advantage. (b) Forcing. (i) Highest risk of relationship conflict. (ii) May damage long term relations, reducing future problem solving. (c) Avoiding. (i) Doesn't actually resolve the conflict. (ii) May increase other party frustration. (d) Yielding. (i) Increase other party expectations in future conflict episodes. (e) Compromising. (i) Suboptimal solution when mutual gains are possible.

a) Explain when each style is most appropriate to use.

(a) Problem solving. (i) Interests are not perfectly opposing. (ii) Parties have trusts, openness, and time to share information. (iii) Issues are complex. (a) Forcing. (i) You have a deep conviction about your position (believe other person's behavior is unethical). (ii) Dispute requires q quick solution. (iii) Other party would take advantage of more cooperative strategies. (b) Avoiding. (i) Conflict has become too emotionally charged. (ii) Costs of trying to resolve the conflict outweighs the benefits. (c) Yielding. (i) Other party have more power. (ii) Issues is much less important to you than the other. (iii) The value and logic of your position isn't as clear. (d) Compromising. (i) Have equal power. (ii) Time pressure to resolve the conflict. (iii) Parties lack trust/openness for problem solving.

a) Describe the 5 styles and indicate their level of cooperativeness and assertiveness.

(a) Problem solving. (high). (b) Forcing. Forcing tries to win the conflict at the other's expense. Win-Lose (high). (c) Avoiding (low). (d) Yielding. Involved giving in completely to the other side's wishes (high). (e) Compromising. Involves looking for a position in which your losses are offset by equally valued gains. (middle)

a) Identify the main characteristics of creative jobs and work environments to support creativity.

(a) Provide Intrinsically motivating work

a) Describe the main causes of escalation of commitment.

(a) Self-Justification. (b) Self Enhancement. (c) Prospect Theory Effect. (d) Sunk Costs Effect.

a) Describe the types of conflict (e.g., relationship and task-related conflict) and what is needed to make task-related conflict constructive.

(a) Task related conflict: conflict is aimed at task issues. (i) Helps recognize problems, identify solutions, and understand the task better. (b) When managed properly, is Constructive Conflict: Can lead to better performance, more innovative solutions to problems

Describe the useful practices to improve the brainstorming process

(a) These practices will improve brainstorming. (i) Use a trained facilitator. (ii) Require members to develop their own ideas ahead of time. (iii) Have high benchmarks for brainstorming and hold people accountable. (iv) Create a team Memory.

Diffusion of responsibility

(a) occurs when group members feel less personal responsibility for the groups decisions and actions. (i) This can reduce an individual's engagement in group decision making processes.

(a) Cognitive and practical intelligence

(i) Abilities to analyze, synthesize, evaluate, apply

(a) Overconfidence can lead to:

(i) Consideration of fewer alternatives. (ii) Reluctance to consider options and information from outside. (iii) Insufficient understanding of and planning for potential negative consequences of decision.

(a) Emphasize process quality

(i) Ensure that team norms encourage critical thinking and constructive conflict. (ii) Ensure member participation and that no member dominates.

(a) Evaluation Apprehension

(i) Evaluation and feedback can be threatening to creative expression. (ii) Increase when higher status members are present.

(a) Subject knowledge and experience

(i) Explicit and tacit knowledge are important but mental models may constrain creativity

(a) Conformity Pressures can lead to:

(i) Going along with dominant opinion. (ii) Actual change of opinions. (iii) The suppression of dissenting views.

(a) Structure The team to support decision making

(i) Maintain optimal team size. (ii) Use a heterogeneous team.

(a) Persistence

(i) Motivation to achieve, intrinsic task motivation, moderately high self-efficacy

(a) Independent Imagination

(i) Openness to change, openness to experience, Low need for affiliation, self-directed

Production Blocking

(i) Production blocking may occur as a result of insufficient time, especially in large teams

Time Constraints

(i) Teams require time for effective decision making

Describe the main reasons why people resist organizational change

1. Because of their personality and values. And also they lack sufficient motivation, ability, role clarity, or situational support to change their attitudes, decisions, and behavior. 1. Negative valence of change. 2. Fear of the unknown. 3. Not invented here syndrome. 4. Breaking routines. 5. Incongruent team dynamics. 6. Incongruent organizational systems and structures.

a. Describe each of the leadership styles.

1. Directive. a. Classifies job duties, clarifies performance standards and behaviors use of rewards and discipline. b. Be CAREFUL about over controlling, creating dependence. 2. Supportive. a. Provides social support, shows concern, respect. b. BE CAREFUL not to reinforce dysfunctional behaviors. 3. Participative. a. Facilitating employee involvement in decision making. b. BE CAREFUL about inappropriate employee involvement. 4. Achievement-oriented. a. Encourages challenging goals, continuous improvement, and much self-management by employees. b. BE CAREFUl not to become too hands off

a. Identify the main limitations of the attributes perspective.

1. Implies a universal approach whereas some competencies are more valuable in some situation than other competencies. 2. Attributes are "raw materials," that make certain behaviors possible, promote "leadership potential". 3. Often assumes that leadership is within the person more than existing between people. 4. Leadership prototypes and romance of leadership muddy the relationship between attributes and performance.

a. Describe each of the attributes of leaders.

1. Personality: Effective leaders have high level of extraversion (outgoing, talkative, sociable, and assertive). 2. Self Concept: Effective leader have strong self-beliefs and a positive self-evaluation about their own leadership skills and ability to achieve objectives. 3. Drive: Effective leaders have an inner motivation to pursue goals. 4. Integrity: Effective leader have a need for socialized power to accomplish team or organization goals. 5. Leadership motivation: Effective leaders have tacit and explicit knowledge about the company's environment, enabling them to make more intuitive decisions. 6. Knowledge of the business: Effective leaders have tacit and explicit knowledge about the company's environment, enabling them to make more intuitive decisions. 7. Cognitive and practical intelligence: Effective leaders have above average cognitive ability to process information and ability to solve real world problems by adapting to, shaping, or selecting appropriate environments. 8. Emotional intelligence: effective leaders have the ability to recognize and regulate their own emotions and the emotions of other.

Describe and compare the main features of transformational and managerial leadership

1. Transformational leadership: building commitment. a. Attention to the purpose energizes people to work to achieve the vision. b. Demonstrate a "can-do attitude" through your behavior but acknowledge obstacles and resistance. c. Acting consistently to the values builds trust. d. Actively involve employees in the process of change. e. Promote small wins and celebrate successes. f. Remove obstacles and reduce stressors, give employees more task control and information. 2. Transactional Leadership a. Managerial Leadership is described as "daily activities that support and guide the performance and well-being of individual employees and the work unit toward current objectives and practices."

a. Given information about the contingencies, identify the most appropriate leadership style.

a. Participative or Achievement-oriented