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76 Cards in this Set
- Front
- Back
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leadership
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a social influence process in which the leader seeks voluntary participation of subordinates in an effort to reach an organizational goal
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leadership situational theories
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propose that leader styles should match the situation at hand
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contingency theories
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focus on the fit between the situation, followers, and style
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accepted connections between situations and style
contingency theory |
-in highly standardized organizations...little need for task oriented leaders
-in very boring jobs...supportive style to satisfy social needs -unstructured tasks, subordinates benefit from directive style, when under high stress -when task routine, too directive style considered insulting |
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path goal theory leader behaviors and contingencies
directive (task oriented) |
leader sets expectations and means to accomplish task, schedules work, closely supervises, relies on rewards and disciplinary actions
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path goal theory leader behaviors and contingencies
directive: most effective when: |
-external locus of control
-low ability, experience, &/or skill -non-routine tasks -negative group norms -high interpersonal conflict |
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path goal theory leader behaviors and contingencies
supportive (people oriented) |
leader shows concern for needs and well being of subordinates, provides psychological support, treats employees with respect, tries to make work more pleasant
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path goal theory leader behaviors and contingencies
supportive: most effective when: |
-low experience or skill
-external locus of control -routine, highly structured tasks -bureaucratic environment -little cohesion and support among co-workers -stressful environment or situation |
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path goal theory leader behaviors and contingencies
participative |
leader involves employees in decision making and works with subordinates, consults with subordinates and takes suggestions into consideration when making decisions
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path goal theory leader behaviors and contingencies
participative: most effective when: |
-internal locus of control
-high ability, skill, experience -non-routine tasks -positive group norms -appropriate level of constructive conflict |
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path goal theory leader behaviors and contingencies
achievement oriented |
leader sets challenging goals; shows high degree of confidence in employees; and expects them to perform to highest potential, continue to improve performance, and work fairly independently
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path goal theory leader behaviors and contingencies
achievement oriented: most effective when: |
-goals are challenging, but achievable
-employees are motivated and capable of working on their own -employees can figure out when they need assistance and ask for it -internal locus of control -rewards are available for goal achievement -positive team norms -appropriate level of constructive conflict -low levels of bureaucracy |
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transactional leadership
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focuses on clarifying employees' roles and providing rewards contingent on performance
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transformational leadership
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transforms employees to pursue organizational goals over self-interests
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transactional characteristics
contingent reward |
contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments
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transactional characteristics
management by exception |
active: watches and searches for deviations from rules and standards , takes corrective action
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transactional characteristics
laissez-faire |
abdicates responsibilities, avoids decisions
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transformational characteristics
idealized influence |
provides vision and sense of mission instills pride, gains respect and trust
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transformational characteristics
inspiration |
communicates high expectations, uses symbols to focus efforts, expresses important issues simply
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transformational characteristics
intellectual stimulation |
promotes intelligence, rationality, and problem solving
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transformational characteristics
individualized consideration |
gives personal attention, coaches, advises
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transactional leadership functions
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planning
budgeting organizing staffing controlling problem solving |
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transformational leadership functions
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-articulating vision/setting direction
-aligning people to vision -willing to take personal risk, inspiring -environmental sensitivity -sensitivity to followers' needs -unconventional behavior -use of metaphors, analogies, stories |
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transactional and transformational complementary functions
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-lower turnover
-higher performance -higher satisfaction |
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leader member exchange (LMX) Model of leadership
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-focuses on the quality of relationships btw managers and subordinates as opposed to the behaviors of traits or either leaders or followers
-assumes that leaders develop unique one-on-one relationships with direct reports |
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formal power
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established by an individual's position in an organization
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coercive power
base of formal power |
-obtaining compliance through threatened or actual punishment
dependent on fear, rests on application, or threat of application, of physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or the controlling force of basic physiological of safety needs |
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reward power
base of formal power |
-obtaining compliance with promised or actual rewards
people comply only because doing so produces positive benefits; therefore one who can distribute rewards that others view as valuable will have power over others, rewards can be anything another person values |
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legitimate power
base of formal power |
-obtaining compliance through formal authority
in formal groups and organizations, the most frequent access to power is one's structural position, it represents the power a person receives as a result of his position in the formal hierarchy, positions of authority include coercive and reward powers more than the power to coerce and reward, includes acceptance of the authority of a position by members of an organization |
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personal power
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power that comes from an individual's unique characteristics- these are most effective
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expert power
base of personal power |
influence based on special skills or knowledge
has become a powerful source of influence as the world has become more technological. as jobs become more specialized, we become increasingly independent on experts to achieve goals |
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referent power
base of personal power |
influence based on possession by an individual of desirable resources or personal traits
base is identification with a person who has desirable resources or personal traits: if i admire and identify with you, you can exercise power over me because i want to please you develops out of admiration of another and a desire to be like that person, like charisma |
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which bases of power are most effective?
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personal sources
coercive power usually backfires |
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preferred influence tactics by upward influence
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rational persuasion
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preferred influence tactics by downward influence
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rational persuasion
inspirational appeals pressure consultation ingratiation exchange legitimacy |
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preferred influence tactics by lateral influence
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rational persuasion
consultation ingratiation exchange legitimacy personal appeals coalitions |
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impression management
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process by which people attempt to control the impression others form of them
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favorable impression management tactics
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job focused; manipulating info about one's performance
supervisor focused: praising and doing favors for one's supervisor self focused: presenting oneself as polite and nice |
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who engages in impression management
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the high self monitor: good at reading situations and molding their appearances and behavior to fit each situation
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who doesn't engage in impression management
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low self monitor; present images of themselves that are consistent with their personalities regardless of the beneficial or detrimental effects
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effectiveness of impression management techniques
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-works in job interviews
-self focused worked best: seemed more motivated, enthusiastic, and better at tech. |
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organizational culture
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represents the set of shared ideas and implicit assumptions held by a group
this determines how the group reacts, perceives, and thinks about its environment is the tie which binds its members together |
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layers of organizational culture
observable artifacts |
the manifestations of an organization's culture that employees can easily see or talk about
-symbols: logo, uniforms -physical structures: buildings, offices -language: slogans |
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layers of organizational culture
values |
-espoused values: the beliefs philosophies and norms that a company explicitly states: published documents, verbal statements to employees by managers
-enacted values; values are norms that are exhibited by employees |
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layers of organizational culture
basic underlying assumptions |
constitute organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior
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organizational socialization
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employee socialization is the process by which employees learn the values, norms and required behaviors that are necessary to permit him or her to participate as an accepted member of the organization
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phase 1: anticipatory socialization
organizational socialization |
occurs before an individual joins an organization
involves the information people learn about different careers, occupations professions, and organizations |
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phase 2: encounter
organizational socialization |
employees learn what the organization is really like and reconcile unmet expectations
reality shock is 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 |
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phase 3: change and acquisition
organizational socialization |
requires employees to master important tasks and roles and to adjust to their work group's values and norms
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managing socialization
mentoring |
a process by which a junior-level employee (protege) develops a deep and long lasting relationship with a more senior level employee (mentor) within the organization
can provide social knowledge, resources, and pschological support to the protege both at the beginning of employment ans as teh protege continues his career |
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organizational structure
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how job tasks are formally divided, grouped, and coordinated
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work specialization
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the degree to which tasks in the organization are subdivided into separate jobs
can create greater economies and efficiencies but not always |
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division of labor
work specialization |
-makes efficient use of employee skills
-increases employee skills through repetition -less between job downtime increases productivity -specialized training is more efficient -allows use of specialized equipment |
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work specialization economies and diseconomies
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-specialization can reach a point of diminishing returns
-then job enlargement gives greater efficiencies than does specialization |
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departmentalization
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the basis by which jobs are grouped together
groping activities by: function product geography process customer |
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chain of command
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unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whome
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authority
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the rights inherent in a managerial position to give orders and to expect the orders to be obeyed
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span of control
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the number of subordinates a manager can efficiently and efectively direct
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wider span of control benefits
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increases organizational efficiency
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narrow span of control benefits
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maintain close control
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narrow span of control drawbacks
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-expense of additional layers of management
-increased complexity of vertical communication -encouragement of overly tight supervision and discouragement of employee autonomy |
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centralization
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the degree to which decision making is concentrated at a single point in the organization
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decentralization
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the degree to which decision making is spread throughout the organization
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formalization
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the degree to which jobs within the organization are standardized
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high formalization
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minimum worker discretion in how to get the job done, many rules and procedures to follow
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low formalization
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job behaviors are nonprogrammed; employees ahve maximum discretion
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forces of change
external forces for change |
originate outside the organization
-demographic characteristics: greater diversity -technological advancements: faster, cheaper, more mobile -customer and market changes: global marketplace -social and political pressures: baby boom retirements, Iraq War, and the opening of China |
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forces of change
internal forces for change |
originate inside the organization
-human resource problems/prospects -managerial behavior/decisions |
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Lewin's change model
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most theories originated around it
three stages: unfreezing, change, refreezing |
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lewins change model
unfreezing |
focus is to create the motivation to change
-disconfirm the usefulness or appropriateness of employees' present behaviors or attitutes benchmarking |
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lewins change model
changing |
organizational change is undertaken to improve some process, procedure, product, service, or outcome of interest to management
entails providing employees with new information, new behavioral models, new processes, new technology, or new ways of getting the job done change can be targeted at different levels in an organization |
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lewins change model
refreezing |
change is stabilized by helping employees integrate the changed behavior or attitude into their normal way of doing things
-positive reinforcement is used to reinforce the desired change -coaching and modeling help reinforce the stability of change -extrinsic rewards is used to reinforce behavior change |
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a systems model of change
systems approach |
takes a big picture perspective of organizational change
based on the premise that any change no matter how small or large has a cascading effect throughout an organization |
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main components of a systems model of change are;
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inputs
strategic plans target elements of change outputs |
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why people resist change in the workplace
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-An individual’s predisposition toward change
-Surprise and fear of the unknown -Climate of mistrust -Fear of failure -Loss of status and/or job security -Peer pressure -Disruption of cultural traditions and/or group relationships -Personality conflicts -Lack of tact and/or poor timing -Nonreinforcing reward systems -Past success |
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learning organization
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proactively creates, acquires and transfers knowledge throughout the organization
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