Org. Mgt

Front 1

coordinating work related decsion making, intiating new ideas, facilitating the exchange of info

Back 1

Task oriented role

Front 2

-team building focusing on the feelings of individuals
-facilitating social interaction
-encouraging team members
-make sure all team members participate

Back 2

Relations Oriented Role

Front 3

-self centered behaviors
-seeking recognition
-dominating the conversation
-being stubborn

Back 3

Self oriented role

Front 4

What is ineffective

Back 4

Self oriented roles in a team

Front 5

mechanism used to control behavior to promote team behavior

Back 5

norms

Front 6

est. patterns of behavior that are accepted and expected by team members and est. for convience

Back 6

reasons for norms

Front 7

conform to norm b/c of real or imagined pressure and may not agree with the norm

Back 7

compliance conformity

Front 8

conform b/c you believe in the norm and is stronger than compliance

Back 8

Personal Acceptance Conformity

Front 9

Strength of the members to desire to remain in the team and their committment to it. This is generally associated with a group that is performing well.

Back 9

cohesiveness

Front 10

Agreement at any cost mentality- all you want is to agree and this is not good for decision making

Back 10

group think

Front 11

Sometimes desirable and helps promote creativity, high quality work, and honesty

Back 11

conflict

Front 12

sometimes undesirable and can result in stress, violence, hurt feelings, and destruction of team chemisty

Back 12

conflict

Front 13

The ablity to influence people by rewards

Back 13

reward power

Front 14

ablity to influence people by punishment and problems with punishment results

Back 14

coercive power

Front 15

ability to influence subordinates' behavior b/c of managers formal position in the org. only works in the zone of influence

Back 15

legitimate power

Front 16

ablity to influence other's behavior because of recognized competencies, talents, or specialized knowledge

Back 16

expert power

Front 17

ability to influence others behavior b/c you are respected, liked, or admired, maybe caused by subordinates identifying with the managers

Back 17

referent power

Front 18

Staying away from conflict or remain neutral and tends to result in unfavorable evaluation by others.

Back 18

Avoiding style

Front 19

Appropriate when:
-The issue is minor
-low power relative to other party
-others can better solve the problem

Back 19

avoiding style

Front 20

-trying to achieve your own goal w/out the concern for others, a win-lose situation.
-relies on coercive pwr.
-unfavorable evalutaion by others
-can decrease motivation

Back 20

Forcing style

Front 21

Appropriate when:
-emergency requires quick action
-self-protection is needed
-unpopular action must be taken for long term survival

Back 21

forcing style

Front 22

-Unselfish complying with the wishes of others to encourage cooperation
-generally ineffective if used consistently
-concern over emotional aspects of conflict

Back 22

accomodating style

Front 23

Appropriate when:
-need to diffuse a potentially explosive situation
-conflict has become personal
-mantaining harmony is critical

Back 23

accomodating style

Front 24

-strive for a sitation that satisfies all concerns a win-win
-recognizes benefits of conflict

Back 24

collaborating style

Front 25

Appropriate when:
-high level of cooperation is needed
-parity in power b/w parties
-potential for mutual benefits exist
-org. support to take time necessary

Back 25

collaborating style

Front 26

-give and take solution
-tends to be viewed favorably by others
-may not max. mutual satisfaction or get the best alternative

Back 26

compromising style

Front 27

Appropriate When:
-a win-win solution is not possible

Back 27

compromising style

Front 28

-anticipating future trends
-inspiring others to understand and embrace a new vision
-develop others to be leaders

Back 28

transformational leadership

Front 29

-builds on and extends transactional and charismatic leadership
-most challending technique to implement

Back 29

transformational leadership

Front 30

Behaviors and communication that guide followers by providing them with a sense of meaning and challenge
-gets followers involved in vision committment to vision
-culture teachs everyone else what they should want out of ever interaction

Back 30

inspirational motivation

Front 31

-encourages followers to be innovative creative, and challenging of assumptions
-high tolerance of mistakes made by conscientious followers
-leaders and followers are willing to abandon old assumptions
-its okay for follwers to differ from the leaders

Back 31

intellictual stimulation

Front 32

-followers respect/admire leaders and want to emulate behavior
-followers identify w/ leader and internalize the leader's values
-leaders values become personally meaningful to the follower

Back 32

idealized influence

Front 33

IN order to preserve their influence leaders must consider the needs/interests of the followers over themselves
-leaders must have completely open communication

Back 33

idealized influence

Front 34

speacial attention paid to each followers need for achievement & growth
-followers are encouraged to develop their career to their potential
-followers are empwered to make decisions and is monitored to determine whether they need add'l support

Back 34

individualized consideration

Front 35

-market conditions
-competitors
-finacing
-gov't regulations

Back 35

other things that impact the effectiveness of leadership

Front 36

-org. committment
-job satisfaction
-more effective communications
-team performance

Back 36

What transformational leadership leads to

Front 37

-By providing vision and expressing confidence in the followers
-increase follwer's social identification with the group
-get followers to internalize values so work can become more meaningful

Back 37

How transformational leadership can motivate